I'm Oleksandr Filyuk, 15+ years and 130+ projects in. I help Ivano-Frankivsk and Precarpathian business owners build OKR-driven strategy, compute unit economics via P&L and LTV/CAC, and find PMF in new niches without marketing noise.
Describe your business, current challenges, and goals — I'll prepare for our meeting
A 30-minute call where I assess the situation and suggest a collaboration format
You'll get a clear strategy with specific steps, timelines, and expected outcomes
I help businesses at different stages of digital transformation
Development of a comprehensive digital strategy for your business. I define goals, channels, and tools for effective digital presence.
I help you choose the optimal technology stack for your project. I evaluate CMS, frameworks, hosting, and integrations based on budget and scale.
I analyze and optimize internal digital processes: from routine automation to implementing efficient team workflows.
Individual mentoring for startup founders in design, product, and digital. I help you avoid typical mistakes in the early stages.
Digital business scaling strategy: infrastructure optimization, processes, and team management for sustainable growth.
Planning and guidance for business digital transformation. From current state audit to implementation of new digital tools.
I conduct an initial free consultation to understand your business, challenges, and goals. I identify key areas to focus on.
Deep analysis of your digital presence, technology stack, processes, and competitive landscape.
I create an individual strategy with specific steps, timelines, and expected results for your business.
I build a detailed execution plan with task prioritization, resource estimation, and key success metrics.
If needed, I support strategy implementation: advising your team, helping select contractors, and monitoring quality.
Choose the optimal package for your project
One-time online consultation 1 hour
$50$80What's included:
Comprehensive analysis and action plan
$200$300What's included:
1-month support
$500$700What's included:
Full 3-month support
$1200$1800What's included:
Answers to the most popular questions
Comparison with other options
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Precarpathia runs on its own business logic. Side by side you find second-generation family wineries in Tysmenytsia, oil and gas SMBs in Dolyna and Kalush rooted in IFNTUNG, Precarpathian HoReCa serving tourist flows to Bukovel, and young digital teams from the Ivano-Frankivsk IT Cluster. They share strength — operations are solid because owners are experienced practitioners. They share weakness — the strategic layer: there is rarely a clear per-product P&L, unit economics, LTV/CAC, an OKR tree. Without those, decisions rely on intuition that works up to a certain scale and breaks at the next one.
Across 15+ years and 130+ projects I've seen this pattern dozens of times. An owner running 30-100 million UAH in annual revenue often doesn't know which product channel is genuinely profitable and which runs at a loss. That's not the owner's mistake — it's the structural reality of Ukrainian SMBs. My job as a consultant is not to criticize but to quickly build a transparency system the business can grow on next.
Stage one — diagnosis, 4-5 weeks. I dive into your real numbers: lay out the P&L by product and channel, calculate unit economics (CAC, LTV, AOV, margin), build the AARRR funnel. In parallel I run 8-12 interviews with key stakeholders: CEO, CFO or chief accountant, function leads, 2-3 customers. This produces a two-sided picture: numbers show the fact, interviews show context and causes.
Stage two — strategic architecture, 3-4 weeks. We shape the North Star Metric — one key metric reflecting customer value. We build the OKR tree for two quarters: 3-5 company-level Objectives, each with 3-4 Key Results. We create an initiative roadmap prioritized by RICE or ICE. We strip from priorities anything that doesn't move the North Star — often 40-50% of current team activity.
Stage three — implementation, 3-4 weeks. We launch the OKR tracker in Notion or Asana, run a team kickoff, establish a weekly check-in and quarterly retro rhythm. I build dashboards: financial (MRR/ARR, runway, gross margin), operational (NPS, churn, active users), marketing (CAC, LTV, ROAS).
Unit economics isn't SaaS-only language, but Precarpathian SMBs often assume it doesn't apply. It does, profoundly. For a family winery the unit is one bottle sold, and its economics differ dramatically by channel: HoReCa yields one margin, direct B2C through tastings yields a second, export to Poland a third. Without per-channel unit economics the owner can't see that tasting tourism delivers an 8x margin versus wholesale supermarket sales.
For a Bukovel-area restaurant the unit is one check. Analyzing it by season and time of day often reveals: a December evening turns a profit, a February lunch loses money. The off-season strategy gets built on those exact findings. For a hotel the unit is one booking, and LTV is critical: a returning guest costs five times less than a new one, so repeat-booking programs aren't a marketing whim but a mathematical necessity.
OKR (Objectives and Key Results) is the best publicly available goal-setting framework for SMBs and scale-ups. For Precarpathian companies where management is often intuitive and authoritative, OKRs are a cultural revolution. For the first time in the business's life the team agrees with the owner upfront on measurable success criteria. This sharply reduces subjective conflicts at retros.
I install OKRs not as corporate bureaucracy but as a light system: 3-5 company-level Objectives per quarter, each with 3-4 Key Results. Separately — daily or weekly metrics feeding the KRs. Tooling — Notion or Google Sheets, no heavy platforms.
Second-generation family wineries carry a classic intergenerational strategy conflict: parents focus on quality and local sales, kids want export, e-commerce, premium branding, enotourism. Consulting here is facilitator work for strategic decisions, not top-down expertise. I help articulate a shared vision that honors the legacy while building a new economy.
Oil and gas SMBs in Dolyna and Kalush face a different challenge: long sales cycles, dependence on 1-2 major customers, low digitalization. Strategy here means customer base diversification, phased operational digitalization, and preparation for adjacent markets. Precarpathian HoReCa carries the harshest seasonality: December to March brings 50-60% of annual revenue. Strategy means building parallel off-season products (corporates, retreats, family events) and a repeat-booking system.
Not a 200-slide PDF but working assets: a P&L dashboard in Google Sheets with monthly updates, an OKR tracker in Notion with check-in history, a cash-flow forecast template, a North Star Metric document with reasoning, a two-quarter OKR tree map, an initiative backlog scored via RICE. All of it keeps working after I exit — and that's what separates practical consulting from presentation consulting.
If a next step is needed — deeper digital product analysis — we move into UX audit Ivano-Frankivsk, into UX research for a new segment or into UX strategy for systemic digital transformation. The base service page lives at business consulting.