Yuliia Zემბitska, 37 years

From a family dynasty of dentists to a clinic of 18 specialists in 5 years

My name is Yuliia Zembitska, and today I am the co-owner of a private dental clinic in Kyiv, which has grown into a team of 18 specialists in five years.

My professional journey began in a family dynasty of dentists: my parents started building their private practice more than twenty years ago. After graduating from university, I had a ready-made platform to get started—a place where I could work, gain experience, and grow.

At the same time, over the years I clearly saw that even in a strong family business, there comes a point when further growth is possible only with a strategy of your own, clearly defined roles, and transparent management. This realization eventually led my husband and me to decide to build a separate business. Two early turning points had a significant influence on the way I think. The first came when I was still at school, when I gave up the idea of studying law and chose dentistry. To me, it was a field where results depend directly on practice, responsibility, and daily decisions. The second turning point was being turned away from a university department as a student because my English was not good enough. That was when I first realized that the word «no» is not the end. It can be the beginning of a different path—in your career as well as in your personal life. During that period, a key idea took shape in my life, one that still guides me: balance.

I became convinced that family and professional fulfillment can coexist, and that life goals do not have to be limited to a single scenario. When it comes to women in business, I do not believe women are the weaker side. On the contrary, multitasking, keeping several processes in view at once, and quickly setting priorities are natural strengths of ours. In business, there is rarely just one task at a time: challenges arise simultaneously from different directions, and the ability to operate in that environment is critical. In addition, empathy and flexibility in communication give women an added advantage in managing teams.

I am convinced that women and men are on equal footing in business today, but often use different tools. Business is not only about positive emotions; it is also about resilience, perseverance, and the ability to get through difficult periods without losing yourself. So my main advice to women starting out as entrepreneurs is not to undervalue yourselves and to be honest with yourselves about whether you are in the right place. If the business you have entered brings not only difficulties but also a sense of inner satisfaction, then it is your story. And if things are hard, it is important to remember: there is always a way out, even if you cannot see it at a particular moment. The only question is which path you will choose.

Today, happiness for me is a state of balance. Balance between family and professional life, between responsibility and inner peace. And most importantly, the knowledge that my loved ones are close, alive, and well. The war has shown us that this is what matters most.

We outgrew the family clinic—and opened our own

How did the business idea come about?

The idea for our own clinic took shape in practice. We outgrew one family clinic—both physically and in terms of our approaches. After university, we worked together at my parents' clinic for about fifteen years: my parents, my brother and his family, and later my husband and me. My brother was the first to start his own business. In time, my husband and I realized that models that worked twenty-five years ago are no longer effective today. In management, it is important to have one or two owners who set the strategy and take responsibility for it, rather than having decisions scattered among many people.

My first HR experience at the family clinic gave me a clear idea of who I did not want on the team

What key skills helped you launch the business?

Communication and practical HR skills were the foundation for launching the business. Even at the family clinic, I effectively performed the initial HR function: screening resumes, conducting first interviews, passing candidates on to management, and handling administrative tasks alongside that. This gave me the opportunity to gain experience on an established platform. I developed a clear understanding of who I wanted on the team, how to build a structure and ground rules for working together, and which approaches should not be carried over into my own business.

Launched during COVID, through lockdown—with candidates driven in cars

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

The first challenge was launching the business during COVID, when public transport was not operating, people were staying at home, and we had to assemble a minimally functional team. The second was organizing recruitment during lockdown. We literally drove candidates by car from the metro station to the clinic and back so we could keep the interview process going. The third was unexpected expenses for protective equipment and sanitation requirements. Costs were rising at a time when every hryvnia mattered.

Evacuation, rebuilding the team from scratch, and the hardest winter of power cuts

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

The biggest crisis was the beginning of the full-scale war. People left Kyiv, work stopped for almost a month, and there was complete uncertainty. We left for western Ukraine , but my husband returned because of his responsibility to his patients. The clinic operated with a minimal staff for a while. In effect, just a year after opening, we had to rebuild the team from scratch. The crisis then evolved into a prolonged staff shortage, which continues today. There is a shortage of junior medical staff and doctors, who are actively recruited abroad.

The winter crisis, with power cuts and the costs of backup power, was another challenge. In medicine, mistakes are unacceptable, so that winter was the hardest of all the years we have been in business.

Dividing candidate assessments and establishing a clear hierarchy of responsibilities drove growth

Which decisions proved most effective in growing the company?

The greatest growth came from management decisions about the team and the quality of hiring. I gave up the approach of making candidates feel «comfortable in the interview» and moved to systematic assessment. We divided candidate evaluations: I am responsible for values and communication, while the clinical director assesses professional competence. We introduced several interview stages and structured onboarding. I also clearly separated management roles and established a hierarchy of responsibilities to prevent communication chaos.

The wrong person at the door can destroy a team—the most valuable lesson

Which of your mistakes do you now consider your most valuable experience?

I cannot name one «big» mistake that became a turning-point disaster. But the most valuable lesson has been about hiring mistakes. The wrong person at the door can destroy a team. That is why multi-stage selection and careful onboarding have become essential principles for me.