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.
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
| 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 |
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.
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.
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.
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 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.