He joined Avrora as a logistics assistant when the company had only a few dozen stores and a strong belief in the future. Today, he leads the direction that shapes the partnership strategy of the entire network. Behind him are the first container from China and the feeling that something big was ahead, the first warehouses, the first major contracts, and a team he built with his own hands. Over twelve years at Avrora, he has seen how dreams turn into strategies, and opportunities into a system where everyone can grow.
Recall how your journey at Avrora began.
At first, my future wife joined Avrora, while I was working at another company at the time. She told me the company was interesting and перспективна, that there was movement and ambition here. You could feel that Avrora had potential.
I remember that in the autumn of 2013, a vacancy opened up in the logistics department. Back then, it wasn’t a large, structured department yet — just a team handling the movement of goods. I joined as an assistant to the head. My tasks varied: reports, schedules, purchasing small supplies, and handling organizational matters. It might have seemed like nothing major, but that’s exactly where everything began. Even then, there was a sense that the company was at the start of something big. It was clear that Avrora was growing, and that this wasn’t just a “job,” but an opportunity to prove yourself. I wanted to be part of something that was growing and to contribute to that story.
How do you remember your first days at work?
Honestly — with warmth. The team was small but very driven. Everyone supported each other, and we were all passionate about a shared goal. There was a lot of manual work, improvisation, and constant searching for solutions. Back then, we didn’t even realize that we were laying the foundation for the company’s future logistics system.
I quickly got into the flow because I was genuinely interested. Every day brought new tasks, and that was exciting. I think that’s when I realized that Avrora is a place where you can grow not only in your career, but also professionally, as a person.
What tasks did you have at the start?
At the beginning, it was truly an “all-around” role. My task was to assist the head of the logistics department with everything — from preparing reports and schedules to purchasing household supplies and organizing internal processes. At that time, there were no clearly defined roles or structures — things just needed to work. And I liked that: you could learn by doing and see how a system is built out of chaos.
What did the company’s logistics look like at that time?
It was a completely different scale. The company had around thirty stores, and logistics was just beginning to take shape as a function. We were essentially building processes from scratch — receiving goods, picking, distributing, figuring out how to do things faster and more efficiently. There was no automation or ready-made frameworks, just initiative and a desire to improve. Every new solution felt like a small discovery, and every day was a step forward.
At the time, we didn’t even realize we were creating the foundation of a future department. It felt more like we were simply solving day-to-day tasks. I remember new people joining, teams forming, the first rules, standards, and internal processes appearing. Looking back now, I understand that those were the very first steps that shaped Avrora’s logistics as it is today.
Do you remember how many people were in the department and how the work was organized?
The department was small but very dynamic. Probably around a hundred people if you count everyone working in the warehouse — loaders, packers, receivers. The office team was about thirty people. We all knew each other by name and worked as one team. There were no strict boundaries between “mine” and “yours” — everyone stepped in wherever needed. The work was very intense, but it also brought us incredibly close together.
How did you adapt to a new field — category management?
After several years in logistics, I already had a solid understanding of how product flow works, and I wanted to influence not just the process, but also the assortment itself — what the customer sees on the shelf. When I learned about the category manager vacancy, I hesitated for a long time about whether to apply. But my colleagues supported me, including my future manager, who was already working in the commercial department at the time. He said: “Give it a try.”
In the new role, everything was different: a different pace, logic, numbers. I had to learn a lot — from analytics to negotiations with suppliers. But that’s exactly what drove me. It felt like a new horizon was opening up, and all I had to do was keep moving forward.
As for the hardest part… probably learning to let go. When you’ve been responsible for a direction for a long time, it’s difficult to hand it over to someone else. But if you want to grow, you have to delegate. It’s not always easy, especially when you’re emotionally involved in the process.
What do you remember about the interview when you changed your position? After all, you had already been working at the company for many years…
It really was a special one. It was conducted by the then Head of Commercial, Taras Panasenko, who combined this role with that of CEO. I clearly remember the atmosphere: both formal and human at the same time.
One of the tasks was to read a text in English and retell it. It was a story about a person who won the lottery, spent everything down to the last penny, and returned to their usual life.
I think that’s when I realized that at Avrora, it’s important not just to know your job, but to think more broadly and see the bigger picture. And also that people who want to grow are valued here — even if they don’t know everything perfectly yet.
Tell us about your first business trip to China — what did you feel at the time, and what stood out the most?
It was a real shock — in the best possible way. It was 2017, my first work trip abroad. Everything was new: a different culture, a different scale, a different attitude toward work. I remember walking into a huge exhibition venue for the first time — everything shining, hundreds of suppliers, thousands of products, dozens of categories. And somewhere in the middle of it all — us, a Ukrainian team looking for partners for future contracts.
What stayed with me the most was the feeling of being part of something important. You’re standing in China, selecting products, negotiating production under your own brand, and realizing: this is where the company’s story is being created. That’s when we signed a contract with a battery manufacturer that Avrora still works with today.
Was it difficult to build relationships with foreign partners?
Honestly — not as difficult as it seemed. We came well-prepared, with a clear understanding of what we wanted. Of course, there was a language barrier at first, but calculators, gestures, smiles, and a willingness to reach an agreement helped a lot. It worked (smiles).
Gradually, mutual trust developed. Suppliers began to see that Avrora is a reliable partner — one that grows, develops, and keeps its word. Over time, we built our own network of contacts and even started receiving offers before meetings. It was an important stage of professional growth — learning to operate on an international level while staying true to yourself.
You worked during the time when the company began actively expanding its network. What did that feel like in your work?
Oh… Every year meant new cities, dozens of openings, changes in assortment, logistics, and formats. We were constantly on the move. I remember that even at the planning stage of the year, we understood: now we have 200 stores, and in a year there will be 400. Behind those numbers was double the workload, new people, and new processes.
I remember how partners sometimes didn’t believe in such pace. When we said we would double sales, they looked at us with some skepticism. But then they saw the results — and started to believe. In moments like that, I realized I was working in a company that wasn’t just growing, but changing the rules of the game.
What challenges did the team face during periods of rapid growth?
The main challenge was keeping up. With everything — the pace, the scale, the quality. When everything changes every month, you have to quickly adapt processes without losing efficiency. There was a period when new stores were opening so активно that we had to simultaneously plan закупівлі, negotiate with suppliers, and control deliveries.
That constant movement became a serious school for me… We were all learning to work in conditions of uncertainty while still maintaining high standards.
Has your perception of the company changed from the beginning of your career to today?
At the beginning, Avrora was a place where it was interesting to work and where you could learn something new. Today, it’s a part of my life. I see how the company has grown into a large-scale system that impacts society, the economy, and people. It’s long been more than just a business…
Now I see Avrora as a great Ukrainian success story — with its own culture, principles, and soul. What we do truly matters for the whole country.
What makes you feel the greatest pride in the company?
Today, Avrora is one of the largest taxpayers in the Poltava region, a major employer, and a strong social partner. This is important not only from an economic perspective, but also from a human one. And I’m proud to be part of it — to contribute to its development and to see how our decisions turn into results, and results into success stories.
What results or projects do you consider the most important in your professional journey?
Probably what I’m most proud of is building a team of people who have now become leaders themselves. When you see those you once mentored leading направления and delivering strong results — that’s the best reward.
Among specific projects — the development of the electrical category, which grew over a few years from a small segment into one of the key contributors to the company’s turnover. Also, the creation of private labels, work with partners, and building a systematic procurement strategy and a partnership ecosystem with suppliers.
What qualities do you value in your colleagues and team?
First and foremost — openness and responsibility. In our team, people aren’t afraid to ask questions or stand up for their opinions. There’s no fear in saying “why exactly this way?” — and that’s very valuable.
I also value sincerity. We don’t have showy pathos or status games. There’s respect for results and a willingness to support each other. And of course, a sense of humor — without it, you won’t survive at scale (smiles). But seriously, I’m not sure you can find a team as strong as ours anywhere else.
For you, Avrora is…
…taking responsibility and gaining opportunity. Here, you can learn, bring ideas to life, grow, and create something that truly matters. That’s why I’m proud to have been part of this story for over ten years.
What would you say to those who are just starting their journey in the company?
Don’t wait for someone to give you a chance — create it yourself. Avrora gives opportunities to those who aren’t afraid of responsibility and want to move forward. Here, you can grow from a beginner to a leader if you’re truly passionate about what you do. And most importantly — don’t lose your curiosity. Because it’s what opens the door to everything that seems impossible.
