Business Consulting in Khmelnytskyi — from chaos to OKR and ROI
I am Oleksandr Filyuk, 15+ years and 130+ shipped products. I help Podillia owners build P&L discipline, OKR cycles, MRR/ARR/LTV/CAC unit economics, and reach sustainable PMF without burning out the team.
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
Three main profiles: 1) second-generation family businesses scaling up (manufacturing, retail, services); 2) early-stage digital products and SaaS pre-PMF; 3) mid-size B2B companies with EUR 1-20M annual revenue. In Khmelnytskyi these are often Podillia textile manufacturers, agritech startups, "7th Kilometer" wholesalers, food industry and instrument-making. Consulting for businesses with annual revenue below EUR 200K usually does not justify the cost — I propose a different format via /services/ux-audit.
The biggest OKR risk is making it a ritual nobody reads. I start with 2-3 quarterly objectives, no more. Each has 3-5 measurable key results with numbers and deadlines. The first quarter we run together: I facilitate goal-setting, then weekly 30-minute check-ins, ending with a quarterly retrospective. In the second quarter the team runs it solo, I drop in biweekly. After six months OKR is part of the culture, not a Notion folder.
P&L shows what the whole business earned. Unit economics show what one customer or transaction earns. That is CAC (acquisition cost), LTV (lifetime value), payback period, contribution margin per unit. Without unit economics you do not know whether scaling adds profit or burns it. I often see Khmelnytskyi owners ramp marketing budget while CAC already exceeds LTV — every new customer is a loss. Step one of consulting is building unit economics in Google Sheets that the owner reads every Monday.
Yes, but I start not with CRM selection but with process mapping. I often see companies deploy Salesforce or HubSpot for EUR 50K and revert to Excel within a year — because the CRM did not solve the real problem. I do process mapping of key sales, customer service and warehouse JTBDs. Only then we pick a CRM (often KeyCRM, Pipedrive or BAS). For Khmelnytskyi wholesalers with 1C integration and "7th Kilometer" specifics, this is its own discipline.
Success is not "client is happy" but measurable P&L lift in 6-12 months. I fix baseline metrics at start: revenue, EBITDA, margin, MRR/ARR, churn, LTV/CAC. The contract sets target values at 6 and 12 months. At final retrospective we calculate consulting ROI: incremental earnings divided by my fee. Target ROI is 5:1 or higher. If results lag, I revisit the approach and often offer partial refund.
Base "Diagnostics + Strategy" package (5-7 weeks) starts at EUR 5,000. Full "Diagnostics + OKR rollout + 6 months accompaniment" starts at EUR 18,000. For mature SaaS I offer fixed fee + bonus from result (e.g. % of MRR uplift). Payments: 30% upfront, 30% after strategy phase, 40% monthly during accompaniment. For Khmelnytskyi businesses with revenue under EUR 1M — flexible installment terms.
Only alongside. I never take operational roles — it creates dependency that is hard to undo. My goal is that in 3-6 months your CEO, COO or PM runs the OKR and unit-economics cycle solo. I leave all templates (P&L, MRR/ARR dashboard, Notion or Linear OKR tracker), record training sessions, hand over playbooks. If the team is missing, I help hire key roles: Head of Product, Head of Operations, Head of Growth.
A UX audit answers "why is the product losing conversion". Consulting answers "how to build a company that systematically improves the product". Projects often run in tandem: /services/ux-audit first to diagnose the digital channel, then consulting to build the operating model, OKR and unit economics. In 60% of my Khmelnytskyi cases clients arrive with a UX problem but the real fix lies in business processes and prioritization. Then we expand the contract.
Yes, the Podillia textile industry is a separate specialty. I worked with apparel makers shipping to EU chains and the "7th Kilometer" wholesale market. Key challenges: 4-6 month sketch-to-shelf cycles, FX risk on Turkish raw materials, sales seasonality, import competition. In consulting we build S&OP (Sales & Operations Planning), factory OEE, seasonal margin dashboards. Separate topic: digitalization — B2B portal for wholesalers replacing Excel price lists. Details in the local package /locations/khmelnytskyi/ux-audit.
This is the most delicate format. Conflict between founder-father and MBA-fresh son or daughter is standard in Khmelnytskyi. I start with separate sessions: understand each person's JTBD, fears, ambitions. Then I facilitate a joint strategic session where both generations articulate a 5-year shared vision. Older generation often is willing to hand off operations but fears losing quality and reputation control. We then build governance: quarterly Board meetings, OKR, transparent P&L. This removes 80% of emotional tension.
Yes, agritech is my focus area in Podillia. I worked with companies supplying field monitoring software, agrochemistry, yield tracking. Key challenges: long B2B sales cycles to agro companies, cash flow seasonality, partial user tech-readiness (50+ agronomist with a feature phone). In consulting we build a hybrid model: SaaS subscription + service contract. OKRs focus on activation rate (fields actually digitized) and retention after season one. ROI is measured via dealer network NPS and farmer/agroholding LTV/CAC segments.
Yes, confidentiality is foundational. I sign an NDA before first data exposure. All working documents live in your corporate space (Notion, Google Workspace, Microsoft 365), not mine. Access is handed back at project end. I do not publish cases without written consent. For sensitive industries (food, instrument-making with potential military application, agritech with land data) we sign additional industry-specific NDAs. Khmelnytskyi business often carries family and financial sensitivity — I respect that. Details discussed pre-contract; complementary services in /services/ux-audit.
Why choose me?
Comparison with other options
| Me | Other consultants | |
|---|---|---|
| Depth | P&L + unit economics + JTBD interviews | Template SWOT |
| Tools | OKR, RICE, ICE, North Star, AARRR | Generic "expand" advice |
| Metrics | MRR, ARR, churn, LTV/CAC, ROI | Revenue and profit only |
| Format | Weekly work with the team | Slide deck and goodbye |
| Engagement length | 3-6 months with retrospectives | Single 4-hour session |
| Experience | 15+ years, 130+ products | MBA without operations practice |
Business Consulting in Khmelnytskyi — Oleksandr Filyuk, OKR & ROI
Business consulting in Khmelnytskyi: why Podillia owners need an outside view
Khmelnytskyi, with around 270,000 residents on the Southern Bug river, sits at the heart of Podillia. Recent decades produced a unique economic fabric: the "7th Kilometer" wholesale market as one of Eastern Europe's largest textile clusters, instrument-making enterprises with Soviet engineering heritage, food industry on local raw materials, Podillia's agriculture exporting to the EU, the IT community of Khmelnytskyi IT Cluster, and graduates of KhNU and PDU. As Oleksandr Filyuk with 15+ years and 130+ shipped projects, I work with owners of these businesses and see a recurring pattern: the company grew on the founder's energy, hit a plateau at EUR 5-15M revenue and got stuck. Ambition is not the missing piece — the system is. My business consulting is not a deck but engineering of the operating model: P&L, OKR, unit economics, North Star Metric, RICE prioritization.
I do not propose copying a McKinsey case from a Fortune 500. Instead, I take your reality — a second-generation family business on Kamianetska, an agritech startup born at KhNU, a textile manufacturer shipping to Poland — and build a system your team runs solo within 6 months. The ROI of this work must be 5:1 or higher, otherwise consulting does not justify its cost.
Diagnostics: 2-3 weeks of honest P&L deep-dive
Phase one is the most important. I do not start on strategy until I understand current unit economics. In 7 of 10 cases the owner has no live P&L: there is a quarterly accounting report that is not used for decisions. Together we build a management P&L in Google Sheets or Notion: revenue by channel, COGS, gross margin, OPEX by category, EBITDA, net profit. Separately — unit economics: CAC, LTV, payback period, contribution margin per unit. For SaaS models I add MRR, ARR, churn, NRR (Net Revenue Retention).
In parallel I run 8-12 JTBD interviews: top team, key clients, churned clients, partners. This is not a focus group but structured deep interviews using Clayton Christensen's methodology — what did the customer hire your product/service for, when did it work flawlessly, when did it fail. Khmelnytskyi owners often learn more about their business in this stage than in the previous 5 years of solo work.
Strategy: North Star, OKR and RICE prioritization
With the bottleneck map ready, we move to strategy. Step one is the North Star Metric. Not revenue (revenue is a consequence). For a "7th Kilometer" wholesaler it could be "active B2B partners with monthly orders above X". For an agritech startup — "hectares actively digitized in the system". For a textile manufacturer — "days from sketch to shelf". North Star must be a single, numeric metric available to the team in real time.
Next — quarterly and half-year OKRs. No more than 3 objectives at once, no more than 5 key results per objective. I facilitate a goal-setting session with the top team: a 1-day workshop. Output: OKRs signed off by all participants. Then cascading to departments and key executors. Step three — initiative prioritization. We take a backlog of 30-50 ideas (new products, channels, optimizations) and run them through RICE and ICE. Top-5 by RICE become quarterly projects. The rest is a guilt-free backlog for later.
Unit economics and financial discipline
The biggest gap in mid-size Khmelnytskyi businesses is the absence of unit economics at the daily-decision level. You know what the business earned this month. But do you know what one paying customer earned? What it cost to acquire them? What they bring over 1-2-5 years? If CAC is EUR 200 and LTV is EUR 800 — healthy economics with 6-month payback. If CAC is EUR 200 and LTV is EUR 350 — every new sale shrinks the bank account because servicing eats the margin.
I build unit economics as a live dashboard: Google Sheets auto-updated from GA4, ad accounts and CRM. The owner opens it Monday morning and grasps business state in 5 minutes. A separate block — 13-week cash flow forecast: where the cash is, where it will be, whether it covers payroll, taxes, investments. For Khmelnytskyi businesses with FX exposure (Podillia textile manufacturers buying Turkish raw materials) we add FX scenario modeling.
OKR cycle and operational cadence
OKR without cadence is dead paper. So we build the rhythm separately: daily 15-min team stand-up, weekly 60-min business review (key metrics, risks, decisions), monthly 90-min OKR retrospective (key results progress, hypothesis adjustments), quarterly all-day strategic session (next quarter goals). I run the first 3 months personally, then hand off to the COO or CEO. By end of 6-month accompaniment the team runs the cycle solo, and I drop in quarterly as an outside advisor.
For second-generation family businesses I separately build a governance layer: quarterly Board with founder-father and operating son or daughter, decision logs, transparent P&L for both sides. This removes the classic "father does not believe my ideas" tension — decisions are data-driven, not emotional. If your business first needs digital channel diagnostics, I recommend starting with /services/ux-audit or the local package /locations/khmelnytskyi/ux-audit, then expanding into full consulting.