Manufacturer of dry and liquid building mixes. 2 plants (Pavlohrad, Kyiv), 80-90 employees. Full P&L ownership: direct control of finance, operations, HR, marketing, legal, logistics and procurement; commercial, production and technical functions managed through their heads.

Results: reversed the business from a -26% YoY decline to +6-8% YoY growth in Q3 2025, the first revenue growth in several quarters; closed the UAH 13M cash gap within 5 months; restarted the Kyiv plant; built a new C-level team and full management reporting from scratch.

Situation at entry: revenue -26% YoY, negative EBITDA, UAH 13M cash gap, Kyiv plant only partially operating, demotivated team, lost trust of key partners, no management reporting in place.

Key actions:

• Finance: monthly P&L planning, cash-flow forecasting, management reporting, receivables control
• Operations: Kyiv plant restart, asset audit, quality control, reduced losses and downtime
• Team: replaced 60-70% of administrative and commercial headcount, new C-level structure, KPI and incentive system
• Commercial: rebuilt the go-to-market model (distribution / DIY / B2B projects) with margin focus, implemented CRM, regional expansion strategy across 5 new regions
• Partnerships: restored cooperation with key distributors, retail chains and B2B clients on upgraded commercial terms

Craft coffee and tea manufacturer and distributor

Corporate restructuring: reorganized the business from a startup model (individual entrepreneur structure) into a corporate entity (LLC)

Financial performance: delivered +31% revenue growth YoY while sustaining EBIT at 12.9% through the transformation period

Team building: rebuilt the C-level team, rotating 6 out of 9 directors to raise decision-making quality and accountability

Procurement & M&A: implemented a green coffee hedging strategy, fixing prices for ~75% of annual demand; executed an M&A transaction to strengthen market position

Operational efficiency: reduced per-kg production cost, ensured financial sustainability through structured planning and cost discipline

FMCG, household and hygiene products.

Returned to a large FMCG structure with focus on crisis sales management during the full-scale war.

Crisis Management: Led distribution sales across Eastern, Southern, and Central Ukraine during wartime, successfully retaining sales at pre-war levels.
Channel Expansion: Tripled sales in the Pharma channel by securing distribution agreements with Top-10 pharmacy chains and distributors.
Network Optimization: Restructured the distributor network across 6 regions. Restored partnerships with Key Accounts in Odesa, Kharkiv, Kyiv, and Dnipro on improved commercial terms.
Business Development: Developed wholesale channels and established partnerships with charity organizations/funds.
Performance: Met all targets for revenue, margin, and bad debt control while building a resilient sales organization.

Launched and managed a profitable small business in retail during COVID restrictions.
Full P&L responsibility: purchasing, pricing, operating costs, and cash flow management.Built core processes: supply chain, warehousing, accounting, online sales, and customer service.
Ensured sustainable operating model allowing the business to operate without external financing.
Handed over the project to external management upon transition to corporate leadership role.

Portfolio Strategy: Developed a dual-brand strategy (Premium: Whirlpool, Hotpoint / Mass: Indesit, Stinol), delivering +2pp market value share and +6pp net sales growth above the market. EBITDA grew by +18% vs. LY.
Brand Building: Launched 5 national IMC 360° campaigns (budget >$1M), significantly improving brand health: Brand Love +1.5, NPS +27, Awareness +32.
Digital Transformation: Established Digital Marketing as a core channel (SEO, SMM, PPC), building a full digital consumer journey.
RGM & E-commerce: Implemented pricing strategies that added +7% to Gross Margin. Launched direct-to-consumer (DTC) and marketplace sales, contributing +5% to annual incremental revenue.
Team Leadership: Achieved a record-high Employee Engagement Index (93%) and successfully calibrated talent for the global talent pool

Market Leadership: Strengthened market leadership (+3.4pp value share), increasing the leadership ratio vs. the key competitor to 1.13.
Premiumization: Successfully launched premium brands (Schweppes, Rich), capturing new segments. Increased Net Sales Revenue per Liter (NSR/L) by 9pp through portfolio premiumization.
Commercial Strategy: Drove +13% revenue growth (outpacing volume) via tailored customer plans and a dual-pricing strategy (recognized as a Best Practice in CEE).
Customer Engagement: Ranked as "Best Beverage Partner 2017, 2018" across Modern Trade, Traditional Trade, and HoReCa.
Talent Development: Improved team engagement by +3pp vs. country average; developed successors for key roles.

Strategy Execution: Developed Trade Marketing strategies recognized as best-in-class within the CIS region (2013–2014)

Manufacturer of bulk chocolate launch and gained +12% of country revenue, +1.7% market value share and +8% of Net Contribution in P&L

Revenue Growth: Generated +2% incremental Net Sales via trade programs with a solid ROI of 0.89.
Portfolio Management: Maintained 90% of the core assortment (Must-Stock List), adding +1.5% to Net Sales Revenue.
In-Store Excellence: Achieved 72% compliance with Perfect Store standards nationwide.
Major Launches: Orchestrated the launch of the Bulk Chocolate category, delivering +12% to country revenue and +1.7% market share