Koreiba Dmytro Heorhiiovych, 36 years

My name is Dmytro Koreiba, and today I am an entrepreneur developing a B2B product in the field of IT infrastructure and enterprise IT solutions(UniTalk). I work in an environment where uncertainty — is the norm, and reality changes faster than any plans.

I started without a relevant background, connections’ or startup capital, so I relied on persistence, inner discipline, and a willingness to act even when «the perfect roadmap» did not yet exist. A partnership in an adjacent business became a turning point: using existing server IT infrastructure, we quickly created an MVP of a technology B2B product and tested demand without significant investment.

Market analysis revealed an obvious gap: there are many B2B IT solutions, but their actual value to clients is often secondary. I deliberately entered this niche as an opportunity for systematic growth, not as a risk.

The first years focused on three key things:

• separating the critical elements of the B2B business model and laying the foundations for a logic that could work over the long term
• building a company without a financial safety net, with a focus on efficiency
• moving from operating as a solo entrepreneur to building a team with shared responsibility.

Building a team made it possible to scale the B2B product, IT infrastructure, and enterprise sales. For me, crises became a test not of endurance, but of how quickly we could adapt the business model. During the pandemic, we quickly changed the product's positioning, adapting it to the needs of remote teams and enterprise clients, which helped us maintain stability. After the full-scale war began, the Ukrainian B2B market effectively came to a standstill, and turnover fell sharply. I then made the key decision — to focus on international B2B clients and rebuild the monetization model.

We moved:

• from one-time payments
• to recurring payments (subscription models).

This was an important step in building a sustainable SaaS monetization model. There was no «magic tool». The foundation was a principle of maximum adaptability: regularly reviewing assumptions and changing the product, positioning, and monetization to reflect market realities. The biggest lesson was realizing that treating competitors as the benchmark — is a flawed strategy. The market needs to be analyzed, but copying other people's solutions is dangerous, because their internal constraints and the reasons behind their decisions are not visible from the outside. In the B2B segment, growth is almost always gradual.

Our financial journey confirms this: through systematic work, marketing, sales experiments, and team scaling, we went from our first hundreds of dollars to million-dollar turnover. My strength — lies in my ability to quickly turn uncertainty into operational logic, build a team for scaling, and systematically adapt a B2B product to clients' real needs.

How did the business idea come about?

The business idea ’emerged after I was brought in as a partner in another project. One of the partners suggested creating an IT solution using existing server infrastructure, where new products could be launched with practically no investment. I analyzed the B2B IT solutions market, assessed the competitors, and saw a significant untapped niche. Many products existed, but their competitiveness and actual value to clients were low. This was the reason I chose this direction as a promising B2B technology business.

What key skills helped you launch the business?

At the start, I had no key skills, connections’, or in-depth industry knowledge. The foundations were:

• persistence
• determination
• a willingness to work amid uncertainty.

Over time, the decisive skills became:

• rapid adaptation of the business model
• the ability to restructure the monetization of a B2B product
• switching to a subscription model with recurring payments.

What were the 3 most difficult challenges you addressed in the first years?

• The first challenge was understanding what truly mattered in business and what model could work sustainably.
• The second was building a company from scratch without startup capital.
• The third major challenge was establishing a basic team and building effective working relationships among its members.

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

During the COVID-19 pandemic, we repositioned the product as a solution to help companies transition comfortably to remote work and digital IT infrastructure. This allowed us not only to keep the business going, but even to grow in some segments. After the full-scale invasion began, the Ukrainian B2B market effectively came to a standstill, and the number of inquiries fell sharply.

We managed to emerge from the crisis through

• focusing on international clients
• rebuilding the monetization model
• moving from one-time payments to recurring payments.

What decisions proved most effective in growing the company?

The most effective decisions were adapting as quickly as possible to new realities, entering international markets after turnover in Ukraine fell sharply, and switching to recurring payments instead of relying on calls and one-time payments.

What mistake do you now consider your most valuable learning experience?

I consider treating competitors as the basis for building our own solutions my most valuable mistake. It is important to analyze competitors, but not to copy them, because their internal problems and the real reasons behind their actions are not visible from the outside.