From selling tomatoes in Zaporizhzhia to solar power plants in Kyiv
My name is Dmytro Trukhachov, and today I am an entrepreneur in the service industry, focused on energy-efficient solutions for homes and businesses: solar power plants, heat pumps, air conditioning, and ventilation systems. I live and work in Kyiv, but my professional journey began in Zaporizhzhia—with simple ways to earn money and the gradual accumulation of practical experience. That period shaped my understanding of the value of systematic work and accountability for results.
My company, DELS LLC, imports, sells, and installs equipment for solar power plants—including solar panels, inverters, and batteries for solar power systems. We also deliver projects involving the installation of air conditioning and ventilation systems, as well as heating systems using heat pumps. We operate on a full-cycle basis: from selecting equipment and designing alternative energy systems to professional installation, setup, and maintenance.
For me, entrepreneurship is above all about moving forward, even during periods when the economy and the country as a whole are in turmoil. Over time, I realized that business stability does not arise on its own. It is built from basic but critically important elements: sales, a team, structured processes, and the right range of equipment for energy systems. I do not consider my system perfectly designed, but I clearly understand which components need improvement to make the company more manageable and predictable. In the service industry—especially in the installation of solar power plants, air conditioning, and ventilation—it is a systematic approach that determines long-term results.
When it comes to advice for aspiring entrepreneurs, I believe that where you start matters less than how quickly you are willing to learn, adapt, and take responsibility for your decisions. Business should not be viewed as something static—it is a continuous process of testing, making mistakes, and making adjustments. It is important not to stop at the first difficulties and to build a foundation gradually, rather than trying to create a “perfect” model right away. This is especially evident in alternative energy and building engineering systems, where technologies and demand change very quickly.
For me, happiness means growth and contribution. It is the feeling that I am improving, creating value, and able to be of use—both professionally and personally. These reflections became particularly pronounced during the pandemic, when it became clear how fragile the things we take for granted can be, and how important it is to maintain inner balance.
I do not believe I have reached the finish line—there is always something to strive for. That sense of moving forward is what sets the pace. For me, freedom is not only the ability to travel freely, but also financial and operational independence: the ability to make decisions on my own, choose a direction for growth, and have several stable sources of income within the business.
An informal chat with a friend and an observation about air conditioners—that’s how the business began
How did the business idea come about?
The business idea came up during a conversation with a friend. In an informal setting, he shared his observation that air conditioner installation could provide a steady income and suggested developing that line of work together. That conversation marked the beginning of my journey into the air conditioning industry.
Sales skills and the ability to bring people together as a team—two foundations for getting started
What key skills helped you launch the business?
Sales skills, along with a basic understanding of business organization—the ability to build processes, structure work, and bring people together into a functional team—formed the foundation for getting started and growing thereafter.
Finding clients and building a team—the two challenges that shaped the early years
What were the 3 most difficult challenges you faced in the early years?
At the outset, the biggest challenges were finding clients and building a team. These tasks took the most time and energy and required the most practical experimentation. I deliberately did not single out a third challenge at the time—all difficulties felt like part of the same process of establishing the business.
2008, 2014, and not giving up—a pragmatic approach to crises in Zaporizhzhia
What crises has your business faced, and how did you overcome them?
My business went through serious financial crises—including the 2008 crisis and the events of 2014 related to the war. At that time, I was working in Zaporizhzhia. My approach was pragmatic: do not give up, and keep looking for practical solutions that make the business more resilient, even in difficult circumstances.
One effective way to adapt was to expand the product range. This made it possible to respond to changing demand, reduce financial risks, and maintain operational stability.
More skilled people mean more orders and higher-quality work
Which decisions proved most effective in growing the company?
The most effective decision for scaling the business was hiring additional qualified employees. I directly link the company’s growth to its people: strengthening the team makes it possible to improve the quality of our work and take on a larger volume of orders.
Every mistake is a resource if you look at it from the right angle
Which of your mistakes do you now consider your most valuable learning experience?
I do not single out one specific mistake as the defining one. I believe every mistake was useful, because a lot depends on how you look at a situation and what conclusions you draw from it. In this sense, any experience can be transformed into a resource for growth.
