From odd jobs and corporate IT to my own insurance business
Today, I am an insurance entrepreneur and run «TOP Insurance». My journey took shape through several different experiences that proved highly practical: early odd jobs, hands-on work, then a corporate role at an IT company specializing in computer peripherals, and finally a move into insurance brokerage. Sport has always been the foundation of my discipline: from kayaking and strength training to obstacle course racing (OCR), where you build endurance, rhythm, and the ability to push through to the finish.
Two things had a major influence on my outlook: first, living in Britain with my family for a year and a half broadened my horizons and raised my standards; second, joining Young Business Club, which became a turning point in my trajectory thanks to the community, connections, and a different level of conversation about business.
A chance meeting 2007 that led me to insurance brokerage
How did the business idea come about?
The idea and actual start of my professional journey in insurance took shape in 2007. My classmate Anton invited me to Britmark, an insurance broker. At the time, I worked for another company in the IT sector, specializing in computer peripherals, where I led the corporate division. But the meeting was ‘accidental,’ and the decision was life-changing: I moved there because I felt brokerage would be more interesting, challenging, and promising. That experience eventually led naturally to starting my own business.
Persistence, communication, and a willingness to step outside my comfort zone
What key skills helped you launch your business?
The foundations of my growth were persistence and discipline as the basis of daily operations; strong communication skills, without which there can be no sales or partnerships in brokerage; a partnership-oriented approach—the ability to build trust and long-term relationships; and an ingrained habit of not settling in, but constantly stepping outside my comfort zone through new challenges and networking.
Finding the right client and keeping your word in the market
What were the 3 toughest challenges you faced in the first few years?
At the start, three things were the most challenging. First, finding clients and understanding who exactly was the right fit. Second, building sales channels and a repeatable way to attract clients, rather than relying on one-off deals. Third, the need to stand out in the market constantly and keep my word: in insurance, taking responsibility for what you promise can build a reputation—or destroy it—very quickly.
COVID and the war as two waves of digitalization
What crises has your business faced, and how did you overcome them?
The crises I remember most clearly are COVID and the full-scale war. During COVID, the market came to a standstill, and the key for me was to digitize as much as possible: move away from paperwork, transfer processes to IT, and make work faster and easier to manage.
The war was a second wave of the same process, but with a different focus: it underscored the value of trust between partners and clients, and pushed us to go even further with digitalization to meet new market demands, including emerging risks and large-scale assets.
Networking and unconventional challenges as drivers of growth
Which decisions proved most effective in growing the company?
The biggest growth came from decisions that involved momentum and complexity. First, consistently stepping outside my comfort zone, avoiding stagnation and getting stuck in old ways of doing things. Second, doing more networking as a way to create opportunities and partnerships. Third, taking on unconventional challenges: complex types of insurance and high-quality claims support, which creates real value for the client rather than simply selling a policy.
Letting things take their course always comes at a cost
What mistake do you now consider your most valuable learning experience?
My most valuable mistake was letting things take their course. I learned that it always comes at a cost: it takes time, money, and energy. For me, this became a clear argument for systematic oversight and management discipline.
