Valentyn Storozhuk, 37 years

Today, I run a family-owned metalworking manufacturing business, Storozhuk LLC (UASTAL™)  in Ukraine. We manufacture custom metal parts and also import and service metalworking equipment (CNC machines) that we use ourselves. I live in Kyiv, and my main focus is on operational efficiency across the entire production cycle, from drawings to finished parts, maintaining consistent quality and meeting deadlines.

I joined the business through my family: my parents founded the company, and I came on board in 2009–2010. At first, I handled practically every function, from receiving orders and operating machines to shipping products and working with clients. Over time, we grew into a full-scale metalworking operation with an established team, including a dedicated design department that now has eight engineers. My first trip to China in 2011–2012 had a significant impact on my outlook. It was a turning point: I saw how manufacturing technologies and CNC equipment determine the pace and scale of development, and realized that we needed to move toward laser cutting, waterjet cutting, and modern metalworking.

Other important personal milestones were the birth of my daughter in 2013 and the experience of living through the war in Ukraine. These changed my attitude toward risk, the resilience of a manufacturing business, and personal values.

How did the business idea come about?

The idea took shape after a trip to China and visits to industrial trade shows. There, I saw CNC metalworking machines and the possibilities of waterjet technology: in practice, there are almost no “impossible” tasks when working with different materials. I was drawn to the manufacturing-as-a-service model—business-to-business manufacturing—becoming a production partner for companies that create products but do not build their own factories. At the same time, a second part of the business emerged: importing equipment from China, selecting and servicing metalworking equipment that we use ourselves.

What key skills helped you launch the business?

The foundation was not so much “unique talents” as practical qualities: perseverance, self-discipline, the ability to learn independently, and deep immersion in metalworking technologies and manufacturing processes. At the time, there was no structured training in Ukraine for operating this kind of equipment, so I had to learn everything quickly on my own as I went.

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

1. Building a skilled production team
2. Managing operations independently (sales, production, logistics)
3. Making up for a lack of technical education through intensive self-study

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

The most difficult year was 2022: orders fell sharply, funding was unavailable, and we had a large team and payroll responsibilities. At a critical moment, a partner from Moldova helped us by buying part of our inventory, which allowed us to hold on for several months even without operating at full capacity. After 2022, exports nearly came to a halt. They gradually began to recover: small orders came in from the United States, and our business in Poland also picked up through partners who opened a local office. In particular, we manufacture metal assemblies and equipment for sorting lines as part of made-to-order business-to-business production.

Which decisions have proved most effective in growing the company?

Consistency brings the greatest results: we continually upgrade our equipment, explore new technologies, and implement them quickly in production. Our growth has been gradual—from waterjet technology to laser cutting and other modern solutions—with no pauses after each stage of growth.

Which mistake do you now consider your most valuable learning experience?

My biggest mistake was taking on too much. In 2017–2018, overwork effectively cost me about three years of a full life: burnout, loss of motivation, and health problems. It was a harsh but important lesson: without managing workload, it is not only the leader who suffers, but the business itself. Delegation is critical, but I also need to consciously manage the number of tasks I take on.