Today I am an entrepreneur in the book business and co-owner of two projects: T&G Publishing and InstantBook. The first publishes and sells books on Amazon in the global marketplace. The second is an educational venture in the book-business niche.
I live in Brighton, United Kingdom. Before that, I lived in London for a long time, and in Ukraine I lived in Kyiv, Cherkasy, and Dnipro. I’m building a business that doesn’t tie me to a particular location and gives me the freedom to move and choose.
My professional journey began in dentistry. I received specialized education, completed an internship, and had all the prerequisites for a stable career. But at some point, I answered honestly to myself: this wasn’t quite my story. Dentistry was more my parents’ expectation than my own inner choice.
I wanted something different—to work online, travel, and build my own business. When the business began generating the steady income I was aiming for, I left dentistry completely. That became a clear “before” and “after” point in my life.
From my own experience, I can say that it’s important to be proactive and see things through to results. At the beginning, people may underestimate you, especially when you enter an environment of highly skilled professionals. But when you consistently demonstrate results and take responsibility, perceptions change—and people start treating you as an equal.
I look to the future with ambitions to scale. Over the next five years, I see the book business growing, new brands launching, and me reaching an international audience as a speaker. I’m interested in developing the English-language side of the business and working more broadly with the global market.
I’m also considering launching new projects and startups. I’m already testing several ideas through conversations, analysis, and hypothesis testing. For me, it’s important not simply to launch something new, but to choose a direction with potential that also resonates with me.
At the same time, I want to diversify the business—not focus on just one niche, but build a portfolio of projects with different approaches and models.
In my personal life, growth and balance are important to me. I see myself in a house, with a family and children. It’s a natural next stage that I’m gradually moving toward.
When it comes to happiness, for me it’s not about external trappings. It’s about feeling inwardly satisfied with your life. It’s about the people around you, support, and the quality of your relationships.
It’s also about balance across key areas: health, family, career, growth, and energy. When these elements are in sync, I feel happy. And at this stage of my life, I can say that I have this balance.
How did the business idea come about?
The idea for the book business came to me during my internship—a friend told me about the opportunity to publish books on Amazon in the United States. It sounded too good to be true, so I decided to test it in practice.
My partner and I bought a beginner course and got started.
The first earnings seemed unreal: payments came through systems I didn’t understand at the time, and I couldn’t quite believe that it was real income. But the model proved itself, and we began to scale.
The second business also started with a test. Before partnering up, I independently tested demand: I created a new Instagram account, recorded the first 7-day course on my phone, launched an ad campaign, and made the first sales. This proved that there was demand and that I could, as an expert, turn it into results.
What key skills helped you launch your business?
First, hard work. You need to put in a lot of effort: figure things out, learn, and follow through until you get results.
Second, a willingness to take risks. Leaving a stable profession after many years of study is always a risk.
Third, discipline. I combined work, studying, and launching a business, finding time even in a very packed schedule. It wasn’t easy, but my desire to move forward was stronger.
What 3 most difficult challenges did you overcome in the first years?
The first challenge was validating the business model and its scalability. At the start, the key was not simply to get the first result, but to understand whether the model worked consistently and could be scaled.
In the book business, this meant building a process for creating products, testing niches, and making decisions based on results rather than intuition.
In the educational venture, I also started by testing a hypothesis: I created a new profile, launched a basic product, and made the first sales. This gave me a clear understanding of demand and became the foundation for further growth.
The second challenge was managing business growth and focus. At a certain point, it became clear that the main constraint wasn’t resources, but the number of directions and decisions.
The key was learning to work with focus: to let go of secondary priorities and concentrate on what delivers the greatest results.
This made it possible to move toward more strategic management and create a foundation for scaling.
The third challenge was moving into the role of a public-facing expert and accepting responsibility for results. This involved not only earning the audience’s trust, but also being internally ready to become the “face” of the product.
Working with criticism and external pressure was another part of this process. I learned not to take it personally, but to use it as a tool for growth and feedback.
Over time, this developed into confidence: when you have results and a system, trust forms naturally—and that makes it possible to scale further.
What crises has your business faced, and how did you overcome them?
I believe that no business is free of crises, especially if it operates for a long time.
One of the first serious challenges was Amazon account suspensions. At the beginning, we had only a few accounts, and when one of them was suspended, we effectively lost half our income. It was a very painful experience, but it taught me the most important lesson: don’t concentrate everything in one place. After that, we increased the number of accounts and began systematically diversifying our risks.
Another case involved ineffective investments in products. There was a period when I invested significant budgets in books that I liked more than the market did. For example, we invested several thousand dollars early on just to create a children’s book. It paid for itself, but from a business perspective it wasn’t the best decision—those resources could have been used more effectively.
This experience taught me to balance “what I want” with “what works,” and to rely more on analytics than on emotions.
What decisions proved most effective for the company’s growth?
One of the most powerful decisions was adopting artificial intelligence early to create books.
We began using these tools when they weren’t yet a mass-market trend. This allowed us to speed up content production significantly and improve efficiency.
Compared with the beginning, when we worked with contractors who didn’t always meet our expectations, artificial intelligence provided more consistent quality and control over the process.
What mistake do you now consider your most valuable learning experience?
My key mistake, which also became an area of growth, was trying to do too much on my own.
Both in the past and now, I sometimes take on too many tasks and lose focus. The most effective strategy, though, is to concentrate on the key areas that deliver the greatest results and delegate the rest.
It’s a skill I continue to develop.
