Rostyslav Yefremov, 30 years

«I don't look for ideal conditions—I create them». My name is Rostyslav Yefremov, and I am an entrepreneur and co-founder of the «PARFULEND», which grew from garage repairs into a structured perfume retail business.

I think in terms of locations and foot traffic, build service through team training, keep control of the business model, and don't romanticize ideas—only results. I've been through failed locations, unsuccessful franchises, a breakup with my partner, and war—and turned every setback into an operational lesson.

My strengths are resilience, quick decision-making, discipline in processes, and the persistence to dig deep until I find a solution that works. I don't wait for ideal conditions—I create them and scale. I'm used to talking fast and acting even faster. Today I live between Kyiv and Odesa, building a team for expansion and developing the «PARFULEND» perfume retail chain. Our customers can buy fragrance in a cost-effective volume without overpaying for a bottle costing hundreds of euros. The company has been operating since 2018, but active expansion began after 2022. I've had several sources of income in my life, but perfume has become my pursuit in recent years and a point of growth.

How did the business idea come about?

The idea for the perfume business was not born as a strategic project, but as a practical family decision. In 2018, my wife at the time was having trouble finding a job, so I suggested she pursue something she genuinely enjoyed—perfume. That's how the first small store in a residential neighborhood of Mykolaiv em’erged. I took care of the lease, finding suppliers, and operational matters, while she handled sales.

What key skills helped you launch the business?

Sales became my foundational skill—from tough door-to-door sales to retailing electronics and complex products. I'm used to dealing with rejection, handling hundreds of «no»s, and moving forward without losing momentum. The second pillar was an in-depth understanding of the problem.

Since I was a teenager, I've followed this principle: there is no problem that can't be solved if you dig deep enough—from repairing a scooter to building a business model. My analytical thinking showed in how I worked with locations, foot traffic, margins, and product assortment: I made decisions not by intuition, but by analyzing actual sales and customer behavior.

Negotiation also played an important role—with landlords, partners, and suppliers, especially in times of crisis. I combined intuition with a systematic approach, which is why I didn't wait for ideal conditions but always aimed to build a model that could be scaled. Being willing to go against the market—limiting access to shelves, prioritizing service over «everything all at once»—became my key competitive advantage.

What were the 3 most difficult challenges you faced in the early years?

The first and longest-running challenge was persistent financial losses from 2016–2018. Investments made «on impulse», unsuccessful businesses, cash-flow gaps, and losing money that had been saved for a home or a car undermined not only my finances but also my faith in the long game.

The second challenge was unsuccessful locations and franchises. The sushi franchise brought contract renegotiations, conflicts, and disappointment. These mistakes taught me about the psychology of loss in business and the need to control the business model.

The third difficult challenge was conflict with partners and burnout. Disagreements with partners, the need to run businesses in parallel in different cities, and a lack of stability pushed me to the limits of my capacity, but also strengthened my resilience and discipline.

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

The key crisis was the full-scale war in 2022. I entered it with large purchases for the sushi bar season in Kryvyi Rih. When logistics ground to a halt and competitors closed down, I used the stock on hand and kept operating, becoming one of the few able to serve customers. This brought in revenue and a new customer base. Another crisis was customer churn and instability at different times. The response was not to scale back activity, but to focus on expansion, service, and a presence in strong locations. The closure and unprofitability of some businesses led me to make a strategic decision—to sell the sushi bars and focus entirely on perfume, which had the potential for repeat purchases, brand-building, and systematic growth.

What decisions proved most effective for the company's growth?

One of the key decisions was to increase activity and investment in development precisely during periods of crisis, when others were stopping.

The second was a deliberate choice of top locations and a willingness to «create the conditions», rather than wait for ideal ones. The example of the Odesa flagship—with the removal of a currency exchange booth, reconstruction of the main entrance from Derybasivska Street, and renovations paid for out of pocket—was a case in point. 

The third decision was to focus on service instead of a chaotic product assortment: limiting access to shelves and having a consultant address the customer's needs rather than simply letting them «smell everything». Delegation and building a system also played an important role: HR screening, thorough staff training, monitoring sales through cameras, feedback, regular meetings, and bringing in accounting and marketing as separate functions.

A brand and a franchise are no guarantee: location, economics, and process control are what matter

Which of your mistakes do you now consider your most valuable experience?

I consider investing in unsuccessful locations and franchises without thoroughly controlling the business model my most valuable mistake. Being attracted by the «name», format, or promises could not make up for the lack of a system and management. This experience made it clear to me that a brand or franchise is no guarantee of success, and that location, economics, and process control play the key roles.