Section 1: About me. Dossier.
«I decided to settle permanently in Shenzhen, China, rather than return to Mariupol. This gave me the opportunity to develop a branch of the German company I had opened. »
Kornev Mykhailo Serhiiovych
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Join the clubSection 2. About the business. Dossier.
Section 3: Biography.
Today I am an entrepreneur (Fast Cargo Solution Limited; J&J 2022 Limited), living in Hong Kong and managing two key areas: global logistics and services related to trading and financial operations. My professional journey has been shaped by a combination of a structured education, extensive experience in operations, and the strategic decision to stay where opportunities for growth exist.
I am originally from Mariupol, and even in my school years I was responsible for handling finances: I worked in a business where I handled the receipt and accounting of cash collections. This was my first practical experience working with cash flows and taking responsibility.
I specialize in logistics, particularly air and sea freight. Through Fast Cargo Solution, we provide comprehensive cargo transportation solutions tailored to the needs of businesses. Our expertise covers both sea and air freight, enabling us to provide fast and reliable delivery.
Our location in Hong Kong gives us access to strategic infrastructure and modern warehousing facilities. Our warehouses are equipped with technologies that enable efficient cargo handling and ensure its safety. We provide a full range of logistics services — from sorting and processing goods to express delivery and supply chain optimization. We pay particular attention to accurate documentation, including the preparation of accompanying documents and the tracking of exchanges and returns.
I would advise entrepreneurs just starting out to focus on systematic work and the quality of execution of basic processes. It is important not to rush into scaling without a clearly established operating model, and not to invest in solutions without sufficient expertise or oversight.
Over the next five years, I see myself moving to a new level of management, with a focus on strategic decisions and minimal involvement in day-to-day operations. Achieving a new level of financial stability and personal effectiveness is also important to me.
When it comes to social responsibility, my team and I support Ukraine whenever we can. In particular, we provide financial assistance to military units and meet specific needs through direct contact with service members. We also actively engage with the Ukrainian community in Hong Kong and take part in local relief initiatives.
My personal principle is to help where there is direct trust and a clear result. That is why I primarily support people and military units directly.
For me, happiness is the feeling that I am where I belong, doing meaningful work and realizing my potential. At the same time, it is important that my loved ones — my wife, children, and family — are by my side and feel happy. Today I can say that I am a happy person.
The idea for the logistics business was not a sudden flash of inspiration, but a natural continuation of my professional journey. I studied logistics and have always worked in the field. After moving to China around 2012, I actively developed cargo delivery services to Ukraine and Russia. We focused on this segment and quickly became one of the strongest players in our niche.
The second business, J&J, founded in 2022, emerged in response to the needs of the first. What was missing from the core company's operating model became a separate business line, built on the team and processes already in place.
I believe the decisive factors were strong communication skills, the ability to set goals and achieve them consistently, and honesty. When we make an agreement, it remains in effect for years. That is why we spent almost nothing on marketing — our main source of new business was word of mouth.
In my first business, practically everything was a challenge: at the beginning, I worked alone and handled every process. As the team grew, delegating responsibility and assigning roles became a challenge — a basic but critically important stage in setting up the business. The second business was much easier to integrate because it used existing resources and the team.
My business was closely connected to the Ukrainian market. In 2014, when the situation changed dramatically, we underwent a complete restructuring: markets were divided, internal conflicts arose, and our approach changed. In 2022, the situation became even more difficult — logistics effectively came to a halt, and it was unclear how to continue operating. It was a period of uncertainty and difficult decisions.
One of the key factors was our approach to working with customers and partners. We built a model in which customers become part of an ecosystem: they receive rewards for referring new customers. Timely decisions to expand were also important, including scaling our warehouses and team.
At one point, I invested in questionable projects and in friends, which led to financial losses. This taught me to separate friendship from business and to work with professional partners. On the other hand, my early investments in cryptocurrency were a positive experience: I started buying bitcoin at around $1000 and Ethereum at $50, and I still hold these assets.
I earned my first $100+ in 8–9 grade, working for my father in the gaming business in Mariupol: I received money from cash collectors, counted it, and handed it to the senior cashier to deposit at the bank.
I started earning my first $1000 a month after moving from Mariupol to Kyiv, working for the Bila Vorona chain at its location in Brovary.
I earned my first $10 000 in China in 2011–2013 from selling mining equipment. We were able to place pre-orders with Bitmain, sell equipment at a twofold markup, and also do some mining.
I did not record my “first $100 000” as personal income. I see this money more as company funds, and myself as someone who works at my own company for a salary. At the same time, I have a substantial crypto portfolio, where fluctuations can be around ±$100 000.
My companies have significant turnover through their financial services—approximately $10–12 mln per month over the past few months. However, that is turnover, not net profit. There was no one-off recorded profit of $1 mln; it may well have accumulated to that amount over a certain period or year, but it was not tracked precisely.
Section 4: How can I be useful? Experience I can share.
I work in China, so I have deep expertise in working with China and Hong Kong across the financial sector, manufacturing, logistics, and international transportation between Asia and Europe. Working with Chinese partners is very different from working with European or Ukrainian partners.
Systematization is first and foremost about implementing CRM systems, learning from the practices of successful companies, and adapting them to your own business. It is also important to be open to feedback from your team.
The foundation is quality day-to-day work. In addition, it means entering new markets and being able to take advantage of market opportunities.
Section 5: Club value
