Twice I led companies to market leadership as an employee — then volunteered for military service and rebuilt my business
Today, I am an entrepreneur whose journey from employment to owning a business has taken me through large-scale sales management, the automotive industry, war, and the launch of a new manufacturing venture.
My career has not been linear. Until 2015, all my professional experience was in the automotive and tire industries. As an employed executive, I worked at C-level and twice led companies to leading positions in the Ukrainian market. Later, we took our own company to third place in its segment — as of 2019, before the pandemic began.
I have been an independent entrepreneur since 2015. Before that, however, I spent a long time in employment, which laid the foundation for later decisions. I had already tried to start my own business in 2009–2010, but the move was premature — largely because of the crisis of 2008. That experience did not deliver the results I had hoped for, and I returned to the corporate sector, where I was invited to take a management role at a large company.
I do not consider any of these stages a mistake. On the contrary — they shaped me as an entrepreneur. Every transition, every «reinvention», added experience and resilience.
The tire business remains part of my professional DNA. It is the market that shaped me, and it still has a place in my life. Today, however, around 70% of my focus is on developing the manufacturing business.
We make wooden kitchen accessories under the «Zhyva» brand. Our products are sold in national retail chains, and we are steadily developing this venture as a distinct, structured business with the potential to scale.
The war marked another point of transformation. I volunteered for military service and returned to business with a different mindset — reassessed priorities and a clear understanding of what was worth building next.
That experience changed how I see not only business, but people as well. I stay in regular contact with my brothers-in-arms, help them, and try to remain involved in their lives.
War leaves a deep mark, particularly on mental health. For those returning, recovery, working with a psychologist, and gradually reentering civilian life through consistent steps rather than abrupt decisions are critically important.
I take a pragmatic approach to business: it is important to stay focused, understand the numbers, and still not be afraid to move forward.
I do not make rigid five-year plans. My experience has shown that strategic frameworks often fail to survive contact with reality. Instead, I have a vision and a direction — in both business and my personal life. Family, developing the company, and an inner sense that I am on the right path matter to me. I respect people who plan clearly for years ahead, but I have chosen a different model for myself — flexible, adaptable, and grounded in experience and a feel for the moment.
For me, the key is feeling that you are moving in a direction that is «your own». Business should not be only about money. If you consistently choose a path that does not align with your values, sooner or later it becomes exhausting.
I believe it is important to move toward what sparks your interest and gives you energy. That is what delivers long-term results.
For me, happiness means being connected to life: being here and now, feeling that you are living your own life. It is about understanding your path and accepting each moment as it is.
Everyone finds their direction gradually — through experience, mistakes, and choices. The key in this process is to stay in touch with yourself and follow your inner compass.
Supplier problems pushed us to launch our own production
How did the business idea come about?
I returned from the war after volunteering practically the day after the full-scale invasion began. Before leaving, I told the team I was stopping work, and that what happened next would depend on how things unfolded.
When I returned, I had to rebuild the tire business, which had declined significantly in my absence. The market had changed, the team had broken up, and it became clear that we needed to look for new opportunities.
I began exploring other niches and, in the process, met a partner who pointed out the potential of the business-to-business market. We tested the hypothesis — and saw our first tangible results within two months. That was a signal to explore it further.
Initially, I did not plan to launch our own production — I was considering a model based on branding and marketing someone else's product. But supplier problems and working with major retail chains forced us to rethink our approach. At a certain point, it became clear: if substantial resources needed to be invested in production, we had to do it.
An adventurous spirit, managed risk, and a programmer's financial literacy
What key skills helped you launch the business?
I have a certain adventurous streak — and that helps me start new things. At the same time, the risk needs to be manageable.
Earlier, as an employee, I considered myself effective because I achieved strong financial results without investing my own money. Later, I realized that this was only preparation. The real satisfaction comes from creating your own product.
For me, business combines risk and creativity. You are not just earning money; you are constantly learning, sometimes through mistakes.
Key skills include:
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the ability to change and adapt;
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a willingness to take risks;
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an entrepreneurial mindset;
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financial literacy.
I have a technical education in programming and experience in finance, which help me manage resources effectively.
At the same time, I believe that business is always about creating something new. Even when you adapt or copy existing models, you are still creating your own product. That is where its value lies.
Family, friends and fools, and a first contract through personal connections
What were the 3 toughest challenges you overcame in the early years?
At the start, the two key challenges were funding and contracts.
First — working capital. Like many entrepreneurs, I started with the «family, friends and fools» model. I raised money from every available source: family, friends, and bank credit lines. This was not always the most financially efficient approach, but it got things moving.
Second — access to supplier contracts. I secured my first significant contract through personal connections: a woman I knew had joined an international company that was looking for a partner in Ukraine. That provided the initial impetus for growth.
Working with customers and building a dealer network, however, were not problems for me — those were my strengths. I understood the market well, knew how to sell, and could build relationships. The main challenge was elsewhere: having a product to offer and the resources to support it.
A split with a partner during COVID and turbulence as the norm for Ukrainian business
What crises has your business faced, and how did you overcome them?
One of the toughest periods was the split with a partner. It happened against the backdrop of the COVID crisis and involved grievances on both sides.
COVID-19 had a major impact on the business overall: logistics changed, demand shifted, and we had to adapt our operating model quickly.
More broadly, running a business in Ukraine means constantly operating amid turbulence. Economic crises, market fluctuations, and external factors all create an environment where you need to make decisions quickly and remain resilient.
The right partner — a multiplier for results
Which decisions proved most effective for the company's growth?
Partnership was the most effective driver of growth.
My experience shows that the right partner multiplies results. This principle is what enabled me to develop brands in the Ukrainian market.
In particular, working with international tire manufacturers showed that a shared vision, trust, and a clear strategy allow a business to scale quickly. One example was introducing a new brand to the market: within three years, we had achieved a leading position in our segment.
When partners have synergy and a shared goal, the business moves much faster.
Doing work that is «not yours» leads to exhaustion, not growth
Which mistake do you now consider your most valuable learning experience?
The most valuable lesson is not to pursue work that is «not yours».
I have repeatedly taken on projects that did not give me any inner energy. Over time, it became clear: if a business does not resonate with you, it either fails to grow or drains you.
Focusing on what is «your own» is critical to long-term results.
