Section 1: About me. Dossier.
«Not settling for what I have if I’m not happy with it.»
Osinniy Serhii Mykolaiovych
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Join the clubSection 2. About the business. Dossier.
Section 3: Biography.
I am Serhii Osinnii, head of LLC Sidd Trans, a grain trading company that has been operating in the Ukrainian market for over 17 years. Our company is a member of the «10 Million Club». In business, I always focus on building systems: clear deal economics, the right allocation of key responsibilities among people, developing a pool of reliable buyers, and strict financial discipline.
For me, investing in people is an important part of the company’s development. We systematically develop our human resources function and support regular management practices — coordination meetings, KPIs, and clear record-keeping. This helps keep the business manageable even during periods of crisis. My management approach is based on clarity: I always strive to have a clear understanding of the product, the customer, and the source of profit. Key processes in the company — sales, operations, and finance — are documented. This builds a culture of accountability and predictability at work. To scale the business, I identified the sales manager as the primary unit of growth. That is why we built a systematic funnel for recruiting, training, and onboarding new employees.
I also actively seek to engage with professional communities. I’m interested in open-minded people who are focused on growth and practical knowledge-sharing, and with whom I can build productive partnerships. At the same time, I’m always ready to help others — particularly with building connections with farmers and systematizing business processes.
The idea came about in a fairly pragmatic way. I took a close look at the market around me and realized that agribusiness in Ukraine had significant potential. Large sums of money circulate in this sector, and the country has a strong agricultural base. That is why I decided to pursue grain trading and build a business in this field.
First and foremost, the ability to analyze information and accurately calculate the economics of processes. My experience managing a team was a great help — understanding people and knowing how to build effective collaboration. Critical thinking also played an important role, enabling me to assess risks objectively and make well-considered decisions.
One of the most serious crises was a large amount of debt owed to the company. We overcame this situation through systematic work with debtors, revising our approach to financial discipline, and tightening deal oversight. Another difficult situation arose when a key team member left the company and took a significant portion of our clients with them. It was a serious blow, but we responded by improving the quality of our service, offering better terms of cooperation, and adopting a competitive pricing policy.
Building a strong human resources department, as well as creating a system for employee training and onboarding. Investing in people and their development gave the company a powerful boost to growth. An important strategic decision was to continue operating in Ukraine after the full-scale war began. It was a difficult but principled choice that shaped the further development of the business.
One of my management mistakes was not separating procurement and sales responsibilities between different people at the beginning. Over time, it became clear that these processes needed to be handled by different specialists for the business to operate effectively. This experience helped me better understand the importance of structuring the team properly.
Section 4: How can I be useful? Experience I can share.
Connections and any issues involving farmers. Systematizing and scaling a business.
Systematizing a business starts with clarity.
First of all, you need to clearly answer the questions: What is our product, who is our customer, and how do we make money? Without this, any processes will merely imitate order. Next — document the key processes. Not everything indiscriminately, but specifically those that generate revenue: sales, production/operations, and finance. Each process must have an owner, a measurable result (KPI), and a clear action plan. Introduce tracking of key performance indicators.
The third step — structure and roles. A position is not a person, but a function. Every role must have an area of responsibility, authority, and evaluation criteria. Here, we write actual instructions for each function.
Fourth — regular management: daily, weekly, and monthly coordination sessions and meetings, financial accounting, and performance monitoring. A systematic approach is not a document, but a management rhythm. We organize working groups on various issues when necessary. And finally — culture. The team must understand that rules are created not for control, but for scaling. A well-systematized business does not depend on the owner's mood. It operates according to rules, numbers, and accountability. Systematization is the transition from hands-on management to a manageable model that can be scaled.
You need to start by getting business processes in order. They should run like clockwork. Without this, scaling turns into chaos. At the same time, you need to clearly define the unit to be scaled. In our case — it is a sales manager.
The next step — a strong human resources function. Three functions must operate systematically: recruitment, training, and onboarding. Without a steady flow of quality candidates and a quick introduction to the role, scaling is impossible. Salaries should be slightly above the market average. You need to hire specialists who can generate a healthy profit margin, rather than merely break even. In my experience, to get one strong manager after six months, you need to take 3–4 candidates on a probationary period. This is a normal conversion rate, and it needs to be built into the model from the very beginning.
It is critically important to calculate the balance: how much the company can afford to spend each month on trainee salaries and how that compares with current profit. Scaling must not put the business in the red. Growing 2x — is not about inspiration. It is about systems, numbers, and discipline.
Section 5: Club value
