Yevhen Didovets

From Foreman and Site Supervisor to Owner of a Construction Company with a Team of 100

Today, I am an entrepreneur in the construction industry, where I have worked for more than 23 years, focusing on the regional market in Kyiv and the surrounding region. My professional journey began as an employee: first, I worked as a foreman, then as a site supervisor. Only after that did I make a conscious decision to go into business for myself. This was not a romantic or impulsive decision—it was based on a pragmatic vision: I understood where the real economic value lay in the profession, and that became my starting point. Over time, I gained experience working on private projects, then gradually moved into the public and infrastructure project sector. This is where I work today, growing the company and building a systematic approach to delivering large-scale projects.

A Mathematical Calculation That Became a Lifelong Pursuit

How did the business idea come about?

At first, the business idea was purely a pragmatic, mathematical calculation for me. I saw that this field had significantly greater profit potential. At the time, it was a relatively new market in Ukraine, taking shape after the nineties and opening up promising opportunities for growth. Later, when I began working in this field, I became genuinely fascinated by it, and it turned into a lifelong pursuit.

Communication and the Ability to Negotiate — Are the Foundation of the Construction Business

What key skills helped you launch your business?

Communication skills and the ability to negotiate were the foundation of my professional growth. In the construction business, a project's success often depends on the ability to find common ground with clients, contractors, and government and municipal organizations. I believe that business is built not only on quality workmanship, but also on effective cooperation among everyone involved.

Taxes, Corruption, and a Shortage of Skilled Workers — Three Systemic Challenges in the Construction Industry

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

The first challenge was constant changes in tax legislation and the transformation of the business from a cooperative into a limited liability company. This required continuous adaptation to new rules and processes. The second challenge was corruption, especially when working with public funds. This is a systemic problem that has a significant impact on the market. The third challenge was, and remains, the shortage of qualified workers. The lack of skilled professionals is now one of the main factors holding back business growth.

Closed the Business and Joined Kyiv's Territorial Defense — Then Reopened the Company Four Months Later

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

The most serious crisis was the full-scale war in 2022. I closed the business and joined Kyiv's Territorial Defense, where I served for four months. At the time, it was difficult to predict the future and assess the prospects for resuming operations. At the end of 2022 and beginning of 2023, I decided to return to entrepreneurship and restart the company. In addition to the challenges posed by the war, the business continually faces a shortage of workers and a lack of professional skills in the labor market.

Moving into Public Projects and Raising Prices — Two Decisions That Changed the Scale of the Business

Which decisions proved most effective in growing the company?

The biggest boost to growth came from the decision to move from the private sector to public and infrastructure projects. This allowed us to significantly expand our operations and gain access to higher-quality contracts. Another important decision was to substantially raise the cost of our services. Despite our concerns, the number of orders did not decrease; on the contrary, it increased. For me, this confirmed that clients often choose not the lowest price, but quality, professionalism, and a contractor's confidence in the value they offer.

Mistakes Are Acceptable — But They Must Not Be Repeated

What mistake of yours do you now consider your most valuable learning experience?

I cannot name one specific mistake as the most valuable, because each one taught me something different. The main lesson I have learned over the years as an entrepreneur is that mistakes can happen, but they must not be repeated. This approach builds professional maturity and helps you move forward.

From renovating Prominvestbank to government tenders — the journey in numbers

How did you earn your first $1 000?

I earned my first thousand dollars before starting my own business, while working as a tradesman for a construction company. I took on an additional contract to renovate the Prominvestbank premises, where I fitted out the manager’s office and reception area. The work was done to a high standard, bringing not only my first significant income but also a long-term collaboration with the client.

How did you earn your first $10 000?

I earned my first ten thousand dollars on a private construction project, when I already had a steady flow of orders. It was a natural stage in my professional development and the expansion of my business.

How did you earn your first $100 000?

I earned my first hundred thousand dollars through work on government and infrastructure projects. We began participating in tenders, winning them, and delivering large-scale projects. This became the foundation for the company’s significant financial growth.

How did you earn your first $1 000 000?

I have not yet reached this financial milestone.

Government projects, tenders, and cost estimate expertise — how Yevhen can help YBC members

My practical experience will be especially useful for entrepreneurs and companies that work or plan to work with budget-funded and municipal organizations in the construction sector. I understand the entire process of delivering a project: from design and cost estimate review to carrying out the work, preparing completion certificates, and, when necessary, participating in court-appointed expert assessments. I also have extensive experience working with design organizations and delivering urban infrastructure projects, including irrigation systems. This gives me a practical understanding of how to navigate approvals and bureaucratic procedures effectively.

Owners need to understand the logic of every process — even if they do not carry it out themselves

Your experience: how to systematize a business?

In my view, systematizing a business starts with a deep understanding of all its components. Owners do not have to perform every function personally, but they need to clearly understand the logic of every process: from developing a concept and choosing materials to design, delivery, and commissioning. A systematic business is one where it is clear what is being done, why it is being done, and how all the processes work together.

Prices tripled — and there were more clients

Your experience: how to grow x2 in a year?

I do not have a classic story of doubling a business in one year, in the modern sense of that metric. However, there was a period when, due to intense competition in the private sector, I decided to triple the prices of my services. Despite all my concerns, this not only did not reduce the number of clients, but also increased demand. This experience showed me how important proper positioning and confidence in the value of your product are.