Andrii Smal, 41 years

Today, I am a technology entrepreneur and the founder of ITUA - a company that has been automating business processes for companies in different countries for over 20 years. We help businesses scale through CRM, ERP, and digital management systems. I wanted to run my own business from childhood: I couldn’t imagine any other way of life for myself. My early foundation was built on two things: education and technology. In college, I studied economics, finance, management, and marketing—at a time when these subjects were not yet mainstream.

My first computer, in 1997, and my interest in IT, which began in 1995, sparked a practical curiosity: figuring out how technology works. Computers have been my passion from an early age. At school, I read every magazine I could find, and later joined a specialist publication myself. At 18, while studying at university, I got my first job as a reviewer of new computers and mobile devices for Mobile PC. While my increased scholarship was 30 грн, my first fee was 520$.

I entered business in 2005. Later, I went through crises and changes in business models: in particular, the 2008 crisis marked a shift from a product-based approach to a service-based one. Over time, creating our own products became a key driver. It wasn’t the first step, but it was one of the most consequential decisions, changing our development trajectory. In 2022, Ringostat recognized ITUA as №1 among CRM integrators in Ukraine in its industry ranking.

Other international rankings placed our team among the ТОП-4 in the world for the scale of CRM projects delivered. . Our clients were usually large corporations: "Ukrbud", "Ukrtelecom", “Arsenal-Insurance”, MTI, Samsung". Large companies with big ambitions, who knew what they wanted and where they were headed. Even our competitors understood that only we could do it.

How did the business idea come about?

My love of computer hardware taught me how to build reliable, up-to-date computers, and in the early 2000s, that was a trend. I built computers to order, carrying 25 kg boxes with monitors on the metro. After the 2008 crisis, I moved into services: hardware needed not only to be supplied, but also maintained. I hired administrators to do that. My first services were business support and providing businesses with a system administrator. In 2010, we started working on website promotion, and in 2012, on CRM systems. That was when the company began to grow substantially.

What key skills helped you launch your business?

At the start, my foundation was fire in my eyes. Then came the management mindset I gained in college and the practical technical experience I developed by immersing myself in computers and IT. Early on, I rented a sole proprietorship from an acquaintance and began taking part in tenders. Reliability of the technology mattered to me. At the time, bids were scored using a points system, and it was possible to win even with a higher price by earning more points for delivery times and deferred payment terms.

A simple formula in Excel made it possible to win; everything was fair and high-quality, with no kickbacks and in compliance with the law. Some of the computers we supplied in 2007 are still working today. From our first tender, worth 100 000$, we kept 10-12 000 in net profit.

What were the 3 most difficult challenges you faced in the early years?

At the beginning, the hardest thing was getting through the first years without startup capital. Another early challenge was management conflicts and a manager/team "corporate raid" that I experienced as a lesson and a learning opportunity. It was painful, but ultimately became an experience that helped me understand how to build a team and establish oversight. I also remember that the war left the business "dispersed," affecting its structure and management.

What crises has your business faced, and how did you overcome them?

When autumn 2008 came… the hryvnia underwent a sharp devaluation. I had dollar-denominated obligations to distributors, while my customers paid me in hryvnias. Since the margin was small, averaging 10-15%, and the exchange-rate difference was 50%, I realized then that I would no longer play these supply games. I wouldn’t say I lost everything, but it was quite painful.

Which decisions proved most effective for the company’s growth?

Of the major crises, I clearly single out 2008—that was when I shifted from a product-based business to a service-based one. The biggest growth came from decisions to change the model when reality demanded it. A second powerful direction was developing our own products: in recent years, a product-focused approach, grounded in a deep understanding of our clients’ businesses and needs, has become one of the key decisions driving growth.

Which of your mistakes do you now consider your most valuable learning experience?

My most valuable mistake was excessive control. In the early stages, I tried to keep everything in my own hands and do too many things myself. This slowed down scaling. True growth begins when a business no longer depends on a single founder.