Every business or project needs a fresh perspective from someone outside it
A store thought it had an advertising problem and had a pricing one. A drone maker thought it had too many products and had no buyer in mind. A manufacturer thought it needed a bigger hall and was using two-thirds of the one it had. I find the real cause, put the numbers next to it, and decide with you what to change. I work at the level of the owner, the founder, the CEO and the investor, across sectors that include defense tech.
I started in 2013 in customer support at a mobile operator in Kyiv and moved into marketing there, building email campaigns and customer segments from what people actually used. It was the first job where I learned to put a number next to a claim before asking anyone to act on it.
In 2015 I joined a travel company and built its marketing from nothing: a CRM, lead tracking, a separate sequence for each kind of customer, and a team of three that I hired and led. Online bookings rose 35%, a customer cost 18% less to win on the same budget, and the share of leads we could follow through to a booking went from almost none to more than 60%. Five years after I started, I was a marketing strategist.
In 2017 I went into defense and aerospace, starting with an aircraft manufacturer in Prague, where I led the UAV programs as head of product and operations. Over four years we took them from a concept to a technology transfer and to production that could scale. I built it from zero: the product, the suppliers, the sales and the line. All that time I was also consulting, which I had started the same year, for aerospace companies and for businesses that had nothing to do with aviation.
In 2022 I moved to the United States and kept doing both, business consulting and work for the aerospace industry. Since 2023 the practice has had the three parts it has now: defense tech and aerospace, business consulting, and commercial representation.
I am Ukrainian. I studied aviation project management at the National Aviation University in Kyiv, and I live in California.
Defense companies usually solve the engineering problem first. The commercial and operation questions usually appear afterward: a government buyer or prime contractor that decides through a committee and needs evidence you can deliver, a production line that has to match orders, a partner who wants technology transfer rather than a finished product. A large part of my case library is aircraft, defense and drones.
For Ukrainian manufacturers selling or producing abroad, and for European and American companies and investors looking at Ukrainian partners, I work on the commercial side of the deal. I write about how that landscape is structured in Ukraine’s defense industry in 2026.
I am not an engineer, an export-control lawyer or an arms broker. I do not draft agreements, arrange licenses or broker equipment. Counsel handles the legal side. I make sure the commercial case holds before anyone is paid to draft it.
Business can have a good product and capable people and still not know why they don't have profit. Most owners have someone running each piece and nobody looking at all of it. That includes what happens outside everyday routine: the marketing, the suppliers, the contractors, the logistics, and the deals that stall because nobody is sitting between the two sides.
I find what needs to change, give you more than one way to do it, and turn the chosen option into clear steps, owners and numbers to track. Your team or specialists do the hands-on work. I stay involved to see what is moving, what is stuck and what needs adjusting. The goal is for the change to keep working after I leave.
Companies that build or make something good often have nobody whose job is to put it in front of the right buyer or partner in another market. I do that part, in the United States first and across Europe and Ukraine, for companies across industries. I find who to talk to, make the approach, sit in the first conversations and follow the opportunity to a decision. You keep the decisions: pricing, contracts and anything binding go through you.
I have done this inside larger engagements: for a European defense and aerospace group a one-off sale became a partnership with local production rights, and for an aircraft dealer I built three long-term international partnerships in place of one-off resale deals. I also work with Ukrainian defense tech companies and with Ukrainian military units.
I do not sign for you and I do not promise a deal. Contracts, pricing and every binding commitment stay with you and your counsel.
The job changes with the direction. The way I work does not: I lead my part, help with the implementation and stay with it until it is done, and I put the numbers where you can check them.
Any plan gets worked down to a unit before the money moves: a customer, an aircraft, a contract.
Every plan has a number that looks excellent and is quietly the problem: a claimed capacity, a partner list, an ad with the best cost per lead. I ask what the line built last year, how long the last three deals took from first meeting to payment, and what the people who take the calls actually hear.
I have done good work for companies with almost no money and turned down companies with plenty. The difference was never the budget. If you already know exactly what you want done and you want hands rather than a view, I am the wrong person, and I will say so on the first call.
When a business wanted a new market, I ran the research, built the go-to-market strategy and took them into it. For a Turkish agricultural group deciding whether to enter the United States, that work avoided about $450K of first-year entry cost.
An established Czech defence and aerospace group needed more than tidier materials. The work was business development, compliance, and getting a technology transfer over the line.
A Czech manufacturer selling into fourteen countries, running four unrelated business lines, and using at least three different names for the same aircraft. It started with a European grant and ended with a product line that didn’t exist when I arrived.
A Turkish agricultural group wanted to know whether the United States was worth entering. After two months on the product line, the market, the paperwork, and the money, the answer was no.
The document sets the change. The work continues through implementation and review.
01Marketing that has to pay for itself
02Operations that run without the owner in them
03Product, pricing and what sells next
04Contractors briefed properly and actually checked
05AI only where it removes real hours
Industries I work with
Before I did this for a living, I was launching a business of my own and paying an agency to grow it. Most of what I got back was vocabulary. I spent my evenings turning their reports into questions I could check: what did this cost, what did it return, what happens if we stop. Everything I do now starts from that. I put the arithmetic where the owner can see it, in words the owner can check without me in the room.
I fly drones on a license, and aviation and defense tech are what I read about when nobody is paying me to. Out of my own work I built a framework, and I have written and published two books on it.
If you want to see how any of it actually went, the cases are written up in full. If you would rather skip that, tell me what is happening in yours and we start there.
