From public service in Ukraine to building a cleaning business from scratch in Poland
Today, I am the founder of two companies in the cleaning (Onyks Sp. z o.o. and Andy Sp. z o.o) and outsourcing sectors. They operate in several European countries and bring together a team of 35–40 specialists.
My path into business was not typical and did not begin with childhood entrepreneurial ambitions. I earned my first money as a teenager, selling vegetables at a market. Even then, I understood the basic principles of trade: analyzing demand, setting prices, and making decisions quickly. I earned my first more substantial income at 16, working in construction abroad. That experience became an important turning point for me: I clearly understood that I wanted to build my future through education, management, and systematic work, rather than physical labor.
In Ukraine, I began my career at a district state administration. I took the position at 22, and by 25 I was heading one of its departments. This stage shaped my systematic thinking and gave me a deep understanding of the inner workings of institutions and processes, and of how management structures are built. Equally important, it was there that I gained confidence in dealing with government bodies and working in a regulatory environment.
After moving to Poland, I had to start practically from scratch. A new country, a different language, and a lack of business experience presented a serious challenge, but also a new opportunity. I understood that I would have to build a system on my own, adapt to a new market, and learn quickly.
The decision to open my own company in Poland became a turning point not only for me, but also for my family. That step marked the beginning of my journey in international business, team scaling, and developing operations in several European countries.
Acquaintances with no experience opened a cleaning business in Poland—and I realized the model worked
How did the business idea come about?
The idea of starting a business took shape gradually, influenced by the people around me. My acquaintances, who had moved to Poland earlier, started a cleaning business there and achieved good results, despite also having no business experience. Watching their journey, I realized that the model worked and that I already understood some of the processes and potential challenges.
My previous experience dealing with government institutions in Ukraine was an additional advantage. I had already gone through administrative and organizational processes, so I only needed to adapt that knowledge to the Polish system. The first practical step was learning Polish, as I did not speak the language when I decided to open the company.
A civil servant’s systematic thinking and persistence without fear of regulations
What key skills helped you launch the business?
Systematic thinking and an understanding of how institutions, processes, and structures work became the foundation of my professional growth. I gained much of this experience while working in public service.
Self-confidence and a lack of fear of new rules, regulations, and government agencies also played an important role. I am used to figuring out how systems work rather than avoiding difficulties.
Persistence was another strength. Once I make a decision, I pursue my goal consistently and do not give up, even when I face skepticism or external resistance.
We opened in January 2020—and immediately faced COVID, lockdowns, and expansion into Sweden
What were the 3 most difficult challenges you addressed in the first few years?
The first serious challenge was the start of the COVID-19 pandemic. The company opened in January 2020, and just a few months later the market effectively came to a standstill, right as we were beginning to attract our first clients.
The second challenge was finding clients during lockdowns and closures. Initially, we planned to develop our business in the Polish market, but circumstances forced us to look for opportunities to enter the Swedish market at the same time.
The third challenge was building an effective management system and team. We needed to find people with whom we could build long-term working relationships and create a well-managed system instead of chaotic processes.
A client went bankrupt in Belgium, a partner shut down in Sweden—two blows in 2023
What crises has your business faced, and how did you overcome them?
The most significant crisis occurred in 2023, when two negative factors coincided. First, one company failed to pay substantial invoices. We tried to recover the money through the courts, but the situation was complicated by the fact that we were operating from Poland while the case involved Belgium. We later learned that the company had gone bankrupt and owed money to many partners, so we accepted that the money would most likely not be recovered.
Second, we stopped operating in the Swedish market because of internal problems at our partner company: a conflict between the owners, inspections, and the subsequent closure of its operations.
During the crisis, my main strategy was to preserve the company’s financial stability. I focused on minimizing costs, avoiding operating at a loss, and paying the team’s wages on time.
At the same time, we quickly reviewed our client portfolio. After we stopped operating in Sweden, where about 17 employees had been working, we managed to find three new companies to work with in Belgium within two months and partially transfer the team there.
A Swedish partner propelled us from 2 to 17 people and our first million in revenue
Which decisions proved most effective in growing the company?
The greatest boost to our growth came from focusing on international clients and choosing the right moment to scale.
Although the company was established in 2020, active growth began in early 2021 after we started working with a Swedish company. We started with two employees, grew to 12 people in six months, and later reached 17.
After the turbulence of 2023, the company reached a turnover of around a million, referring to total revenue rather than net profit.
Operationally, an important decision was to gradually move from complete personal control to delegating responsibilities to the team. My advantage is a deep understanding of processes from the inside, which allows me to distribute roles effectively, identify people’s strengths, and assign responsibility for specific areas and markets.
We use a variety of channels to attract clients: marketing, e-mail communication, in-person meetings, referrals, and the team’s professional networks.
We also pay special attention to the team’s internal motivation. We have introduced elements of team-based competition focused on results, which increases engagement and fosters healthy competition.
Partners who want the benefits without doing the work—the most costly lesson
Which of your mistakes do you now consider your most valuable experience?
The most valuable lesson for me was not to trust too readily, especially when it comes to partnerships.
At the beginning, I considered joining partnership projects and came close to working with people who were primarily interested in financial gain, without being genuinely prepared to put in the work.
This experience taught me that any partnership must begin with a deep understanding of the person: their mindset, values, working style, and level of responsibility. That is why today I am much more careful when choosing partners and forms of cooperation.
