Business Consulting in Uzhhorod, Ukraine

Business Consulting in Uzhhorod — strategic advisory for owners who want to grow, not stagnate

Most businesses in Uzhhorod and the Zakarpattia region hit their ceiling not when they run out of money, but when they run out of strategy. You grew from zero to UAH 5–15 million in revenue on the owner's intuition, on “your own hands”, on knowing every customer by face — and suddenly you notice that the team is fuzzy, competitors have cut prices, margins are squeezed, and new locations are launching slower than the old ones start to drift. That's not a crisis — that's a signal that the model needs rebuilding. And that's exactly the point where I plug in as a strategic consultant.

I'm Alex Filiuk, Senior UI/UX and product strategist with 15+ years of experience in product, design and business consulting. My portfolio includes 130+ delivered projects, among them Uzhhorod manufacturers, agribusinesses of the Zakarpattia region, retail chains, IT startups, medical centres and service businesses. I'm not a “business coach with a motivational course” and not big consulting like BCG or McKinsey, which starts at $250k per project. I'm a practitioner who works with owners of small and mid-sized businesses in a format that actually moves the P&L: clear diagnostic, concrete decisions, action plan with KPIs and deadlines. This page brings together everything a Uzhhorod business owner should know before commissioning strategic consulting.

Why consulting is especially relevant for Zakarpattia region businesses

The Zakarpattia region is unique in its business structure. A city of 240,000+ residents and a region of 1.1+ million people host five different economies at the same time, and each has its own specifics:

• Manufacturing. Furniture factories, food industry, packaging, light industry, woodworking. Many companies are export-oriented to the EU — this drives demand for European-grade positioning and operational discipline.
• Agribusiness. Farms, processing, agro-services. Margins are squeezed by big players, so product differentiation and entry into niche B2B segments are needed.
• Retail and HoReCa. Local café networks, shops, pharmacies, restaurants. Competition for the Uzhhorod resident's wallet is at peak — winners have clear positioning, not the lowest price.
• IT and digital. Small product teams, agencies, outsourcing studios that work from Uzhhorod for the EU and US. Demand: product strategy, unit economics, ICP.
• Services. Medical centres, law firms, the beauty industry, education. Here the priority is service productisation and building processes that don't fall apart when the owner takes a week off.

Classic Kyiv consulting or international frameworks rarely account for these specifics: for them “mid-sized business” starts at $30M revenue and 200+ employees. In Uzhhorod most requests come from companies with 10–80 employees and $0.5–10M revenue, where the owner still personally makes 80% of key decisions. That's a different world and different consulting.

What requests I close — concretely

Strategic consulting isn't “came in and fixed it all in an hour”. It's systematic work across several layers of the business simultaneously. Here are the key request categories from Uzhhorod and regional businesses.

• Positioning and market. Who is your customer, what makes you different, why pay you and not the competitor across the street. The most common problem is “we sell to everyone”, which means we sell to no one in particular.
• ICP (Ideal Customer Profile). A description of the ideal customer at the level of psychographics, behaviour, triggers, willingness to pay. Without it, marketing is a lottery, not a tool.
• Business model and value proposition. How you make money, where the margin actually lives, which sales channels deserve investment and which don't.
• Pricing. Moving from cost-plus to value-based pricing, building a value ladder, testing prices without losing the existing base.
• Operational optimisation. Org structure, delegation, processes, KPIs, tooling. Especially relevant at the 10→30 and 30→100 employee transitions.
• Digital transformation. From a UX audit of processes to CRM and ERP rollout, integrations with the website and marketing.
• Investment or sale preparation. Pitch deck, financial model, equity story, due diligence folder for Uzhhorod startups and companies preparing an exit.
• Crisis management. If the business is in the red — fast diagnostics on what to fix first, where to urgently cut costs, and where on the contrary to invest.

In most cases the client comes with one request, and during the diagnostic it turns out that the root cause sits elsewhere. That's why I don't start with “let's write a strategy” but with a field diagnosis of the actual state of affairs.

How the consulting process looks — step by step

I work via a transparent process all my clients have gone through. Each stage has a fixed deliverable that you hold in your hands. No “trust me and wait for the presentation” — you know what's happening every week.

1. Scoping call (60–90 min, free). We meet, I listen to the owner's request, ask 20–30 follow-up questions. If I'm not the right person for your task — I say so directly and recommend partners.
2. NDA and data intake (week 1). We sign an NDA with concrete penalties. You provide P&L for the past 12–24 months, org chart, product description, competitors, marketing mix, a sample of customer data.
3. Field visit to Uzhhorod (week 2). 1–2 days of Zoom meetings: owner, top 5 employees, 2–3 active customers, 1–2 former customers. A walk-through of the office, production floor, point of sale. This is the foundation of all subsequent analysis.
4. Analytics (week 3). I build the model: unit economics, customer cohorts, competitor map, SWOT, market analysis of Uzhhorod and national. I formulate 3–5 key hypotheses about bottlenecks.
5. Working sessions (week 4–5). 2–4 sessions with the owner and team, 3 hours each. We work on positioning, ICP, model, operations. Not “I deliver a presentation”, but we co-decide based on my analytics.
6. Final presentation and action plan (week 6). A 30–60 page report, an action plan with KPIs, deadlines and owners. It's not “a folder for the archive”, but a working document for the next 6–12 months.
7. Implementation follow-up (60 days, included). Weekly 30-min check-ins, answers to questions, course corrections. Because strategy without implementation is hot air.

The total diagnostic cycle is 4–6 weeks. If the client chooses a strategic engagement for 3–6 months, the format changes: I plug in as an external strategy advisor who participates in weekly management meetings, validates key decisions and takes complex transformation projects on themselves. This format is especially relevant for Uzhhorod companies going through a fast-scaling phase or preparing entry into a new market.

How much does business consulting in Uzhhorod cost

The price comes from the scope and depth of work, not from geography — a Uzhhorod, Kyiv, Dnipro or American client gets the same rate for the same scope. Approximate ranges (exact figures we discuss after the scoping call):

• Strategic session (1–2 days). Basic package for owners who want to organise their thinking, get an outside opinion on a key decision (entering a new niche, opening a branch, hiring a COO). Without deep analytics but with concrete recommendations. Suitable as a “first encounter” with strategic consulting.
• Business model diagnostics (4–6 weeks). The standard package, most popular among Uzhhorod clients. Full cycle: data → field visit → analytics → working sessions → action plan → 60 days of follow-up. This is the format where you reliably get 3–5 decisions with potential to double profit.
• Strategic engagement (3–6 months). Premium format for transformations, M&A, entry into new markets. I plug into your team as a strategy advisor, attend management meetings, validate decisions, lead specific projects.
• Crisis package (2–4 weeks). Fast diagnostic for a business in the red. What to cut first, where the hidden resources are, how to pull out of a tailspin. I work with constraints — no one knows them better than the owner.

Worth a separate note: if you order consulting together with product strategy, conversion optimisation or branding, the combined package costs less than the sum of the individual ones. It's healthy business sense — savings for you and more efficient work for me (one context, one logic). I don't bill hourly $200–500/hr like many international consultants. I work on a fixed fee per project, or fixed plus success fee on concrete KPIs.

Common mistakes by Uzhhorod owners — and how to avoid them

Over 15 years of working with businesses in Uzhhorod and the region I've seen recurring mistakes that cost owners millions. Here are the key ones:

• “We sell to everyone who needs it.” That's not segmentation — that's the absence of it. A product “for everyone” resonates with no one. The first step is to narrow down to a concrete ICP.
• Price war as strategy. “Competitor's cheaper — I'll cut prices too” is the fastest path to bankruptcy. Price-based competition is won only by whoever has bigger capital reserves; the rest just burn out.
• The owner as the bottleneck. “I can't trust anyone with this” means you haven't built a system. At 30+ employees, an owner who holds all decisions becomes a chokepoint: the business doesn't grow faster than the owner can work 12-hour days.
• Marketing investment without an ICP. Launching Google Ads, SEO or SMM without a precise understanding of the target — that's burning the budget. First strategy, then channels.
• “We'll roll out a CRM and figure it out later.” A CRM without a process or an ICP is a $50/month electronic notebook. First the process, then the tool.
• Ignoring unit economics. The owner knows revenue but not profit per product/customer unit. A year later it turns out half the product lines are loss-makers.
• Export without positioning. Many Zakarpattia region manufacturers want to enter the EU but go in with the same messaging that works in Ukraine. In the EU it doesn't work — different context, different competition, different pricing.

Modern consulting trends I use in my work

Business consulting evolves alongside technology and market conditions. Here are the approaches I apply when working with Uzhhorod companies in 2025–2026:

• Data-driven decisions. No key decision is made “because I feel that way”. Everything is backed by data from CRM, marketing, sales, finance.
• Lean strategy. Instead of 200-page documents — a one-page action plan. Instead of a “five-year strategy” — a 12-month horizon with quarterly check-ins.
• Jobs-to-be-Done. Instead of abstract “customer personas” — concrete job stories: when I'm in situation X, I want to achieve Y, because Z. Works better than classic personas.
• Unique service combinations. Strategy + design + product + marketing in one head — that's a different level of cohesion than scattered contractors.
• AI as an analytics tool. AI for accelerating market, competitor and customer feedback analysis. Not instead of a consultant, but as their 5–10x accelerator.
• Agile experimentation. Instead of “decide — implement — check in a year”, we run ROBO cycles: hypothesis → 2–4 week experiment → metric → decision.

Cases: business consulting for Ukrainian and international companies

My portfolio includes 130+ projects, of which roughly a third involves strategic work — from product strategy for SaaS startups to operational optimisation for manufacturers. Among the clients are Uzhhorod furniture factories of Zakarpattia, Zakarpattia region agro-service, café chains, IT teams from Uzhhorod working for the American and European market. The client list also includes companies from Kyiv, Uzhhorod, Odesa, Dnipro, Kharkiv, the USA (New York, Los Angeles) and Europe (Berlin, London). This international experience lets me bring to Uzhhorod business what's typically only available to large capital-city companies — world-class positioning and operational standards.

If you're interested in concrete cases — go to the “Projects” section or get in touch via the contact form: I'll pick 5–10 most relevant ones for your segment and walk through the process — what hypotheses we tested, what decisions we made, what results came in at 6 and 12 months. Some cases are under NDA, but I can describe them anonymised with concrete growth figures.

What you receive at the end of the project

• Strategy report, 30–60 pages: market, competitors, ICP, business model, financial model, operations, KPIs.
• Action plan for 6–12 months with concrete tasks, KPIs, deadlines and owners on your team.
• Pricing model with a value ladder and a margin calculator per package/customer.
• ICP profile document — a detailed description of the ideal customer at the level of behaviour, triggers and communication channels.
• Org chart and RACI matrix — an updated org structure and a responsibility matrix.
• Process maps for key processes (sales, production, service) in BPMN or swimlane format.
• 60 days of implementation follow-up after the final presentation — weekly 30-min check-ins, Q&A, course corrections.
• Recommended contractor list for executing the action plan: designers, developers, marketers, lawyers, recruiters — vetted in practice.

My other services for businesses in Uzhhorod

Strategic consulting is part of an ecosystem. If you're planning a serious transformation or business redesign, a complex approach is worth considering:

• Product strategy — for companies with a clear product (SaaS, mobile app, manufacturing product): roadmap, features, product positioning.
• UX audit of a website, app or CRM system — how to find where the user gets lost and conversion drops.
• Conversion optimisation — how to lift metrics without additional traffic investment.
• UI/UX design for a website or app, aligned with your strategy and brand.
• Web development — from a landing page to a full corporate website or online shop with e-commerce.
• Branding and logo design — when strategy needs an updated visual identity.
• CRM/ERP/SaaS development — custom systems built to fit your business specifics.
• SEO, Google Ads, email marketing — so your strategy turns into traffic and leads.

Business consulting in other Ukrainian cities

I work not only with businesses from the Zakarpattia region. If you have offices in several cities or are planning regional expansion — we'll build a strategy that scales between regions. Among the locations I actively work with:

• Kyiv — national brands, IT companies, chains
• Uzhhorod — creative business, gastronomy, IT
• Odesa — retail, tourism, e-commerce
• Dnipro — manufacturing, B2B, technology companies
• Kharkiv — IT, education, engineering

The full list of locations is on the “Service Areas” page.

Ready to discuss the strategy of your business in Uzhhorod?

If you have a specific request — fill in the contact form or write to email/Telegram (contacts in the website footer). The first consultation is free, 60–90 minutes long. We'll discuss your business, key pains, an approximate budget and timeline. After that I'll send a detailed proposal with a fixed price — no surprises and no hidden fees.

I'm ready to rebuild your business in Uzhhorod or the region together with you so it grows on clear strategy, model and operations — not on the owner's heroism. Not “another consultation for the sake of a consultation”, but engineering work on the numbers in your P&L.