When Etsy showed that online sales can work systematically
How did the business idea come about?
The business idea had been taking shape since my school years: I realized that «just getting an education» would not give me a foundation for the future, and that I needed to do something practical. When I discovered US marketplaces, especially Etsy, and saw that online sales of physical products could work systematically, it all felt like a natural next step. I started testing: I learned the marketplace rules, opened several stores, and focused on the US market.
It is important that I thought globally from the start — from the very beginning, my focus was on e-commerce in the US, not the local market. This shaped the requirements for the product, service, delivery speed, and operational processes.
Taking action without overthinking: first stores at 17
What key skills helped you launch your business?
Curiosity and a willingness to learn about things independently became the foundation. When I was starting out, international e-commerce was not yet so popular among people around me, so I had to learn as I went — through practice, product testing, and analysis.
The second skill is taking action without overthinking. In e-commerce, especially on US marketplaces, the winner is the one who tests hypotheses quickly, not the one who plans for a long time. When I was about 17 and launching my first stores, I did not have the luxury of doubting myself for long: I had to launch a product, get feedback, and scale what worked.
Third, you have to keep your finger on the pulse. In my business model, marketplace rules (Etsy, TikTok Shop) change often. The winner is not the one who «set things up once», but the one who regularly updates their operating model and marketing strategy.
Logistics, marketing, competition — all without mentors
What were the 3 most difficult challenges you faced in the early years?
At the start, the most difficult things were:
- supplies and logistics in the US;
- marketing and promotion on marketplaces;
- competition in e-commerce. And the key point is that I went through it all on my own, without mentors.
Looking back, I see that these challenges taught me basic entrepreneurial discipline: to dive deep into unit economics, advertising budgets, and customer acquisition channels.
When part of the production ended up under occupation
What crises has your business faced, and how did you overcome them
The biggest crisis was the war. It hit logistics and our ability to deliver on promises to customers in the US. I sold high-priced products (furniture with an average order value of 250–350 dollars), and American customers' expectations leave no room for uncertainty. Part of the production ended up under occupation for 2–3 months, and the business was effectively on hold for about four months. There was only one way forward — relocate the warehouse to the US, relaunch operations, and rebuild logistics. I chose to relaunch because I did not want to take responsibility for a team in a situation where I could not guarantee stability. As a result, the business entered a new phase — with a full-fledged presence in the American market.
The discipline of constant launches, not one brilliant decision
Which decisions proved most effective for the company's growth?
My greatest growth came not from one «brilliant decision», but from the discipline of launching continuously. The market is dynamic. In the US e-commerce business, what worked yesterday may generate fewer sales today. So I regularly test new products, including in adjacent categories. The second growth driver is reinvesting profits. Without it, it is difficult to scale X2 in international e-commerce: you have to do things you have not done before and take financial risks. The third component is working with influencers and building a reputation. For US marketplaces, reviews and quality content are critical sales infrastructure. I invest heavily in finding relevant influencers and building long-term trust in the brand.
How handing advertising over to an agency cost 30% of sales
Which of your mistakes do you now consider your most valuable learning experience?
My most valuable mistake was handing advertising over to an agency when the budgets were already substantial (about $2000 a day). I thought I was «not expert enough» and that someone from outside would do a better job. The result was financial losses, sales dropping by about 30%, and 2–3 months of lost momentum. This experience taught me two things: - first, outside help must be vetted and accountable; - second, «turnover» is not the same as profit. If a contractor does not understand the difference, that is dangerous.
