Business Consulting in Ivano-Frankivsk — Strategy with Oleksandr Filyuk
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.
100+clients received strategic consulting
30+startups mentored
15+years in digital business
100+Satisfied clients worldwide
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Describe your business, current challenges, and goals — I'll prepare for our meeting
Free diagnostics
A 30-minute call where I assess the situation and suggest a collaboration format
Strategy & action plan
You'll get a clear strategy with specific steps, timelines, and expected outcomes
Types of Business Consulting
I help businesses at different stages of digital transformation
🎯
Digital Strategy
Development of a comprehensive digital strategy for your business. I define goals, channels, and tools for effective digital presence.
⚙️
Technology & Stack Selection
I help you choose the optimal technology stack for your project. I evaluate CMS, frameworks, hosting, and integrations based on budget and scale.
🔄
Business Process Optimization
I analyze and optimize internal digital processes: from routine automation to implementing efficient team workflows.
🚀
Startup Mentoring
Individual mentoring for startup founders in design, product, and digital. I help you avoid typical mistakes in the early stages.
📊
Digital Business Scaling
Digital business scaling strategy: infrastructure optimization, processes, and team management for sustainable growth.
💡
Digital Transformation
Planning and guidance for business digital transformation. From current state audit to implementation of new digital tools.
Work Process
1
Introduction & Diagnostics
I conduct an initial free consultation to understand your business, challenges, and goals. I identify key areas to focus on.
2
Current State Analysis
Deep analysis of your digital presence, technology stack, processes, and competitive landscape.
3
Strategy Development
I create an individual strategy with specific steps, timelines, and expected results for your business.
4
Implementation Roadmap
I build a detailed execution plan with task prioritization, resource estimation, and key success metrics.
5
Implementation Support
If needed, I support strategy implementation: advising your team, helping select contractors, and monitoring quality.
Pricing
Choose the optimal package for your project
Starter
Consultation
One-time online consultation 1 hour
$50$80What's included:
- 60-minute online meeting
- Analysis of your situation
- Specific recommendations
- Meeting recording
- Summary with action items
Response within 24 hours
Basic
Audit + Strategy
Comprehensive analysis and action plan
$200$300What's included:
- Current state audit
- Competitor analysis
- SWOT analysis
- Development strategy
- 3-6 month roadmap
- PDF report with recommendations
- Online results presentation
Results in 1 week
Business
Mentoring
1-month support
$500$700What's included:
- Everything from «Audit + Strategy»
- 4 online meetings of 60 min
- Plan execution monitoring
- Prompt feedback
- Decision-making assistance
- Tool recommendations
- Telegram support
4 weeks of support
Premium
Strategic Partner
Full 3-month support
$1200$1800What's included:
- Everything from «Mentoring»
- 12 online meetings
- Participation in strategic meetings
- Contractor selection and evaluation
- Implementation quality control
- Hiring assistance
- Priority 24/7 support
- Quarterly report with analytics
3 months of partnership
Frequently Asked Questions
Answers to the most popular questions
The base cycle is 2-3 months of intensive work plus 6 months of follow-through. Month one — diagnosis: I lay out the P&L, calculate unit economics, run 8-12 interviews with key people (CEO, CFO, lead managers, 2-3 customers). Month two — strategy: we shape the North Star Metric, an OKR tree for two quarters, an initiative roadmap scored via RICE. Month three — implementation: launch the OKR tracker, train the team, run the first check-in. After that I stay available for six months on weekly 60-minute sessions for adjustments.
Classical consulting (Big4 and local equivalents) sends a team of 5-8, drops a 200-slide presentation and leaves. I work one-on-one with the owner, dive into your specific numbers, build solutions for your team and operational context. Instead of slides — working dashboards in Notion or Google Sheets that you actually use after I exit. Instead of 'McKinsey best practices' — patterns I've seen across 130+ projects, including 30+ in Western Ukraine.
Not required. In 70% of Precarpathian SMB engagements there's either no CFO or only a part-time bookkeeper. I work directly with the owner and we build a financial transparency system from scratch: a simple P&L structure, a cash flow template, a key-metrics dashboard in Google Sheets. If you do have a CFO — even better, we jointly build a strategic layer on top of operational accounting.
OKR (Objectives and Key Results) is a goal format where the Objective describes where we're going qualitatively and Key Results are three or four measurable metrics that prove progress. Unlike KPIs, OKRs are set ambitiously (60-70% achievement = success) and reviewed each quarter. I insist on them because it's the only format that forces an owner to agree with the team upfront on success metrics, not after the fact. For Ivano-Frankivsk SMBs this is often the first time goals are stated quantitatively at all.
PMF (Product-Market Fit) is the state where your product fits market needs so well that growth becomes natural rather than squeezed by marketing. The classical signal is the Sean Ellis test: if more than 40% of users say 'I'd be very disappointed if the product disappeared', PMF is achieved. For Precarpathian SMBs I add: NPS above 40, 6-month retention above 60% for SaaS, or repeat-purchase frequency above twice a year for product businesses. Without PMF, scaling is just burning capital.
Two models. First — a fixed project across 2-3 months with a clear scope (diagnosis, strategy, OKR rollout), priced at the brief depending on business size and depth. Second — a monthly retainer as a fractional strategic adviser: 4 working sessions per month plus asynchronous support. Everything is included: the work, templates, dashboards, access to my materials. Excluded — building specific digital products (those live in UX design and development).
Unit economics isn't SaaS-only vocabulary. For a restaurant the unit is one check, for a hotel one booking, for a winery one bottle sold. For each unit I calculate: variable production cost, acquisition marketing (CAC in the narrow sense), average revenue (AOV or ARPU), margin. Then LTV — how often a typical customer returns within 12 months. If LTV/CAC is below 3 the economics are unhealthy and we either drop CAC or raise LTV. It's basic but often underused discipline.
70% of the work is online via Google Meet, a shared Notion workspace and Google Sheets. It's faster, easier to document, and lets us bring specialists from different cities. But for businesses with a physical product (winery, restaurant, hotel, manufacturing) I plan 1-2 site visits of 1-2 days: I walk operations, talk to the team, observe customer experience live. It sharply raises strategy quality. I usually visit Ivano-Frankivsk, Tysmenytsia, Dolyna, Kalush, Yaremche.
Precarpathian family wineries are a special niche. The parents' generation built operations from scratch, focused on product quality and local sales. The kids' generation wants to scale: export, e-commerce, enotourism, premium brand. Priority conflict runs deep. My job is to help articulate a shared strategy that respects the legacy while building a new economy: I produce a per-channel P&L (HoReCa, B2C, export, tastings), compute unit economics for each, and shape a 2-year OKR set. Often the first step is simply showing where money truly is made versus where the business runs revenue without profit.
Yes, oil and gas SMBs in Precarpathia are part of my portfolio. These are businesses rooted in IFNTUNG: long sales cycles, state and quasi-state customers, technical expertise as the core value, gaps in operational digitalization. Consulting here focuses on three things: customer base diversification (reducing dependence on 1-2 large contracts), digitalization of internal processes (CRM, ERP, document workflow), and preparing for adjacent markets (Poland, Moldova). I don't go into engineering specifics — I work the business model and strategy layer.
Precarpathian HoReCa has the harshest seasonality in Ukraine. The winter peak (December to March) brings 50-60% of annual revenue, summer rides on eco-tourism, the off-season is a survival zone. Consulting here works on three layers: (1) unit economics by season and channel to know where the real margin lives; (2) off-season strategy — corporates, retreats, family events; (3) a systematic approach to repeat bookings (CRM, loyalty, email marketing). Often the business earns brilliantly in peak and runs at a loss the rest of the year — the strategist's job is to balance that.
After the core 2-3 months I stay on as a fractional adviser for six months: weekly 60-minute sessions, OKR review, strategy adjustments, async support over Slack or messenger. It costs roughly 30-40% of the intensive phase per month. Some clients continue in this format for years — they want an external strategic partner who knows the business from inside. If a deep digital product restart is needed we move into UX audit or UX research.
Why choose me?
Comparison with other options
| Me | Other consultants | |
|---|---|---|
Business Consulting Ivano-Frankivsk — Oleksandr Filyuk, OKR & P&L
Why business consulting in Ivano-Frankivsk works differently
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.
What my consulting approach looks like step by step
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 for non-SaaS businesses: wineries, restaurants, hotels
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.
OKRs as a management system, not a buzzword
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.
Local specifics: family wineries, oil and gas, HoReCa
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.
What stays with you after the engagement
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.