I help companies redesign how they are managed when growth has outpaced the old operating model.
I work with owners, CEOs, and executive teams to identify what is holding back the company's growth and to restructure the management system to align with the business's new scale.
When an old model stops working, I help identify not only the symptoms but also the underlying causes: where decisions get stuck, how roles and responsibilities are distributed, and why departments operate in isolation while the leadership team fails to function as a cohesive unit.
The result is clearer roles, faster decisions, a stronger leadership team, greater autonomy for business units, and a management system capable of supporting the continued growth of the entire company.
EVIDENCE OF EXPERTISE
For over twenty years, I have been working with businesses in various roles—from analytics and product launches to operational management, developing large teams, and organizational transformation.
Sales, marketing, products, projects, IT, strategy, and operations management. From opening branch offices to taking responsibility for financial results.
From compact management teams and growing businesses to international, distributed units with more than 200 employees.
Mobile apps, CRM, e-commerce, and other solutions—from concept and team building to business launch.
Process improvement and automation, implementation of CRM and ERP systems, and design of new processes using artificial intelligence.
A PERSONAL STORY
Each stage expanded the scope of my work: from an individual process to a team, a department, a company, and a business ecosystem.
1
PUBLIC SECTOR · IIBA UKRAINE
I began in the public sector with a digital registry of powers of attorney, systems and business analysis, and CMMI in IT. I later founded IIBA Ukraine to make international standards and certification more accessible to Ukrainian analysts.
2
ALFA-BANK UKRAINE (SENSE BANK) · ZEPPELIN
My work covered Lean Six Sigma, strategic planning, sales, branches, and business operations. I was accountable for performance and financial results and worked across IT, logistics, CRM, ERP, and change portfolios.
3
GLOBALOGIC · LUXOFT · CUSTOMERTIMES
I worked with international distributed units and the full people-development cycle: hiring, onboarding, professional levels, resource planning, motivation, and leadership development.
4
KANTAR CONSULTING · RAIFFEISEN BANK
At Kantar Consulting, I worked at the intersection of technology, research, and retail optimization. At Raiffeisen Bank, I developed a product management center of excellence and product leaders.
5
KUIAVETS · LEVITA
As an external consultant, I align strategy, structure, culture, and leadership behavior. I am developing the KUIAVETS approach and deliver larger transformation programs through LEVITA.
WHAT SHAPES MY PERSPECTIVE
Mathematics and systems analysis taught me to see structure and causality; psychology, sport, and group work taught me to read living dynamics. My perspective is shaped by more than corporate experience.
Frequent changes in my environment since childhood have taught me to quickly pick up on the rules of a new group, its informal roles, and ways of interacting. Storytelling helps transform complexity into a shared, understandable picture.
Psychology and coaching help me see role expectations, boundaries, defenses, and behavior under pressure—without losing the business context.
I hold a PhD and research adult learning and development at Uman National University. I am currently completing a master’s degree in psychology.
Sports teach us how to perform under pressure and deal with mistakes. Improvisation develops presence, active listening, and the ability to come up with solutions together without a set script.
HOW IT WORKS
The six pillars that guide how I analyze a company, make decisions with my team, and turn changes into tangible results.
Start with careful listening, evidence, and questions—not a ready-made answer
Be honest about evidence, tensions, and the consequences of decisions.
Read each decision in the context of the system’s history, culture, business model, and constraints.
Distinguish friction that blocks progress from friction that protects quality, accountability, and mature decisions.
Turn understanding into concrete decisions, tests, and next steps.
Leave the team better able to see, decide, and act without permanent external support.
READY TO GROW?
A brief conversation to see where growth is creating friction and identify the most useful next step.
