DMYTRO SHVETSOV · STRATEGY · MANAGEMENT · TRANSFORMATION
Find what is holding your business back
I help identify the main constraint on profit, growth or management—and shape the next decision.
We can start with one specific question. If the real problem is broader, I will say so before any work begins.
01 / THE PROBLEMS I WORK ON
When the problem is already costing the business money.
At that point, another initiative or more pressure on the team is rarely enough. The real task is to understand what is eroding performance, decide what needs to change and make sure it happens.
1. The company is working harder but earning less
The product range, costs and internal complexity are growing faster than profit. People are busy and departments are delivering their plans, yet the business has less free cash.
2. The business has outgrown its management system
Important decisions still converge on the owner, accountability is blurred and the team waits for instructions where it should already be acting independently. The company loses speed; the owner loses time and control.
3. The decision has been made, but nothing changes
The strategy has been agreed, yet priorities compete, responsibility moves from one executive to another and deadlines keep slipping. Time and money have already been invested, but the business continues to operate as before.
4. Growth is constrained by cash, production or the team
The market opportunity exists, but the company lacks working capital, production capacity, the right structure or people capable of leading the next stage. While the business prepares, the market window may close.
02 / EXPERIENCE
I have made these kinds of decisions from inside the business.
My approach was formed inside operating businesses, where one decision can affect sales, profit, production, people and working capital at the same time. I have redesigned company structures, built teams, launched new business lines and secured financing for growth.
Restructured a business and doubled sales
The company was entering a new stage of growth. Reaching it required changes to the structure, a stronger team, wider market coverage, owned production and greater access to finance — all at the same time.
I redesigned the organisational structure, built the team for the next stage and developed the expansion strategy. The company began building its own manufacturing capability and moved from a pure import-and-distribution model to one combining import and production.
A soy-sauce production operation was also created from the ground up. In parallel, I worked directly with banks to explain the growth plan and substantially increase the financing available to the business.
Result
During the transformation, sales doubled. The company established its own production, added a new business line and increased its financial capacity for further growth.
I do not treat growth as a sales-department project. It has to be supported by the structure, team, production capacity, working capital and a development logic that banks can understand.
Took a regional manufacturer to the national market
The company operated primarily as a regional producer. Moving to national scale required more than higher sales: the marketing capability had to change, a strong brand had to be created and the economics of procurement had to improve at the same time.
I replaced the marketing team, studied European consumer trends and launched a new brand. The company broadened its presence and moved from a regional position to the national market.
At the same time, I moved key suppliers onto annual contracts. Longer-term agreements made purchase prices more predictable, improved cost planning and reduced production costs.
Supplier trust and longer commitments also increased the supplier credit available to the business severalfold. This gave the company more room to fund working capital without relying entirely on its own cash.
Result
The company expanded from a regional business to a national presence, reduced its cost base and substantially increased its capacity to finance working capital.
Growth is not created by advertising or the sales function alone. Brand, procurement, supplier terms, cost base and working capital have to operate as one business model.
Streamlined an overextended product range and substantially reduced losses
The company produced too many products. A significant part of the range lacked sufficient distribution, fragmented production volumes and created unnecessary complexity. Plants were being used inefficiently, unit costs remained high and some products increased losses rather than profit.
I rebuilt the product portfolio, materially reducing the number of lines and concentrating production on the core products. This improved capacity utilisation, lowered costs and focused commercial resources on products that could actually support profitable growth.
In parallel, we expanded distribution for the core products so that greater production efficiency was supported by real sales.
Result
Production became more focused, the core products achieved wider distribution and operating losses were substantially reduced.
A large assortment does not always mean more useful choice for the customer. Sometimes it simply hides weak economics. In that situation, growth begins by removing what does not work and concentrating resources on what does.
Launched a new product while the market window was open
I recognised a strong cultural trend linked to the release of a well-known film. Audience interest had a limited lifespan, so a conventional development cycle would have meant missing the opportunity.
I negotiated a one-year licence, organised the development of a product line and brought it to market quickly. The challenge was not only to see the idea, but to make the decision in time, complete the licensing, bring the right people together and take the product through to sale.
Result
The product reached the market at the right time and made money.
Speed is not haste. It is the ability to recognise an opportunity, make a sound decision quickly and organise delivery before the market changes.
03 / HOW I WORK
I do not start with a ready-made answer.
The same symptom can have very different causes. Falling profit may come from pricing, the product range, procurement, production utilisation, the team structure or decisions that were never carried through. The first task is therefore to establish where the business is actually falling short.
1. Establish what is really happening
I look at the numbers, the decisions already made, how the processes operate and the positions of the people accountable for the outcome. I separate verified facts from explanations the organisation has simply become used to.
2. Find the main constraint
I do not produce a long inventory of everything that is wrong. I look for the point that most strongly constrains profit, speed or the next stage of growth.
3. Determine which decision needs to be made
I compare the available options, their consequences and the cost of doing nothing. I then set out the decision I believe should be made. I do not promise painless change where none is possible.
4. Turn the decision into concrete work
We define what has to change, who is accountable, what resources are required and which measures will show whether the work is progressing.
5. Check what changed in the business itself
A report or presentation is not yet a result. The question is whether the economics, decision speed, accountability or capacity to grow have actually changed.
My position
A well-made presentation is not enough. Value is created only when the decision changes how the business works — its economics, speed, accountability or capacity to grow.
04 / WAYS TO START
Not every problem needs to become a large project.
We can start with one specific question. If a short review is enough, I will not propose a larger and more expensive engagement. If the underlying problem is broader, I will say so before the project begins.
One-question decision review
CHF 250
Suitable when you need to make a specific decision, test your own position or obtain an independent view before committing more time and money.
Before the meeting, you share the agreed materials and state one question. We then hold a working discussion, after which you receive a short written position covering:
- what can already be treated as fact and what is still missing;
- which options genuinely exist;
- the risks attached to each option;
- the next step I recommend.
This is not a company-wide audit and does not include implementation. Its purpose is to help you make one better-informed decision.
Project focused on one business problem
CHF 900
Suitable when one conversation is not enough: the cause needs to be understood, a decision shaped and a practical output prepared so that work can begin.
Before the project starts, we define one problem and agree the result to be delivered. I examine the information provided, identify the causes and set out what should be done.
Depending on the problem, the output may be:
- a plan for the first actions;
- a new accountability structure;
- a set of performance measures;
- decision rules for a specific issue;
- the design of a new process;
- a brief for the team or an external contractor.
At the end, you receive a written deliverable and my position on what should change, why, and where to begin.
The project is limited to one problem and one predefined result. A full company audit, large-scale implementation and day-to-day management of the team are not included.
Ongoing support for an owner or CEO
CHF 1’500 per month
Suitable for a period when the leader faces not one question but a sequence of connected decisions. Change is already under way, new facts are emerging, the team is meeting resistance and urgent work keeps trying to displace what matters most.
Our regular work can cover:
- the owner’s or CEO’s main priorities;
- decisions that cannot be postponed;
- progress on the critical changes;
- departures from the agreed plan;
- new risks and opportunities;
- next actions for the leader and the team.
My role is to maintain an independent view, test the logic of decisions and keep the change from being swallowed up by day-to-day work.
We agree the meeting frequency, availability between meetings and scope before the work begins. Management authority and final decisions remain with the client.
When the problem requires deeper change
Crisis work, a change in company structure, a new business line or a redesign of the commercial model do not fit a pre-set package.
After an initial discussion, we define:
- what has to change;
- which information and people are required;
- where my responsibility begins and ends;
- what remains with the company’s management;
- the likely time required;
- how the fee will be determined.
If the problem cannot be solved properly within the proposed boundaries, I will say so before the work begins.
05 / AI FOR BUSINESS
Where AI is genuinely useful — and where it will only add cost.
AI is not a business case in itself. The business problem comes first: which decision takes too long, where people spend time on repetitive work, which information is being lost and what should change as a result. I determine where AI could produce practical value, how the process would need to change, what should be assigned to technical specialists and where the decision must remain with a person.
AI business review
CHF 900
Suitable if you are considering AI but do not yet know which process to start with or which ideas warrant investment.
I review 3–5 processes and identify up to three well-founded opportunities to apply AI. For each one, we establish:
- the problem AI should solve;
- how business value might be created;
- the data and conditions required;
- the main risks;
- where the decision must remain with a person;
- whether a ready-made service, an integration or bespoke development is the more sensible route;
- what to do over the next 30–90 days.
The work takes up to seven working days and includes two meetings. The output is a written document of approximately 4–7 pages.
Software development, licence purchases and technical implementation are not included in the fee.
Turning an AI idea into a working business process
Suitable when an AI idea has already been selected and needs to become a working process: set a clear brief for the technical team, run a pilot and decide whether the solution should be scaled.
I help to:
- define how the new process should work;
- formulate requirements for the IT team or external contractor;
- define the roles of AI and people;
- set the conditions under which the pilot continues or stops;
- review the result and prepare the decision on a wider launch.
This type of work usually takes 4–6 weeks. The fee depends on the process, participants, data and technical environment and is determined once the problem has been clarified.
The technical work is delivered by the client’s team or a specialist contractor. I keep the original business problem in focus and help the leader decide whether to launch, modify or stop.
06 / MANAGEMENT PERSPECTIVE
How I think about power, trust and accountability in business.
Strategy does not implement itself. Behind decisions are people, interests, fear of losing control and the real distribution of power.
This becomes particularly visible when an owner delegates day-to-day management to a CEO but continues to influence decisions through the team, informal agreements or parallel centres of authority.
I have written twenty short pieces about how an owner and CEO can work together without undermining trust, accountability or the ability to manage the company.
These are not universal rules. They are my perspective, formed through direct experience of working inside such relationships.
07 / BEFORE WE START
First, we decide whether it makes sense to work together.
1. You describe the situation
Briefly explain what is happening in the business, which decision has to be made and what needs to change. An initial enquiry does not require a presentation, a detailed brief or confidential documents.
2. I review the enquiry personally
I compare the problem with my experience and assess whether I can genuinely be useful.
3. We have a short conversation
If the problem fits my practice, we clarify the context, constraints and expected result.
4. We agree the work
Before starting, we define the problem, scope, responsibilities, result, timing and fee.
If my experience is not a good fit, or the proposed scope would not produce a worthwhile result, I will say so directly.
Frequently asked questions
Can I contact you if I do not know which format to choose?
Yes. You do not need to translate your problem into consulting terminology. Describe what is happening in the business and which decision cannot be made or carried through. We will determine the appropriate scope after the first conversation.
Do I have to begin with the CHF 250 review?
No. The review is for one bounded question. If it is already clear that the problem requires a project or ongoing work, we will start with the appropriate scope.
Do you take part in implementation?
It depends on the problem and the agreed role. I can guide change from the business side, work with the owner and executives, help clarify accountability and review progress. Day-to-day management of the team and technical development are not included automatically and are discussed separately.
Can we begin without sharing confidential documents?
Yes. General context is enough for an initial enquiry. Sensitive documents and data are shared only after we have agreed that they are needed and established a safe way to work.
Do you guarantee a financial result?
No. It would not be honest to guarantee an outcome that depends on the starting condition of the business, management decisions and the team’s execution. Before starting, we define what should change and how that change can be assessed.
What kinds of companies do you work with?
I work with owners and business leaders who face a specific problem and have the ability to carry a decision through the organisation. Company size and sector matter less than the seriousness of the issue, access to facts and readiness to act.
08 / CONTACT
Describe what is happening in the business.
You do not need a presentation or a long technical brief. Explain the problem, the decision that has to be made and what needs to change.
I will review the enquiry personally. If my experience fits your situation, I will suggest a short conversation and a possible next step.
Do not include trade secrets, passwords, medical information or other sensitive data in your initial message.