01Sales depended on his own business trips
Before training, Oleg Kovtunenko's work relied mainly on his personal efforts. He wholesaled building materials, traveled between regions, held cold meetings and negotiated supplies.
A trip could take several days or a week. Back home, he had to call customers and follow through on verbal agreements.
This arrangement involved little teamwork or established buyer demand. Oleg gradually felt that the routine no longer suited either his business or his life.
02Someone from his own field helped him decide
An acquaintance Oleg worked with had already attended training and also wholesaled building materials.
Oleg had seen Business Factory videos, then noticed the acquaintance's posts and called for his impressions. Afterward, he continued watching videos and talking with the managers.
During a work trip to Dnipro, he attended an introductory meeting. He had never been to training like this and wanted to understand the format.
He decided to try changing his familiar approach. His explanation is simple: without trying, nothing moves; action at least creates the possibility of a different result.
03He needed an outside view of the business
Oleg names reviewing the processes themselves as a main change. He saw that constant involvement in every operation prevented the business from developing as he wanted.
He began thinking about which processes the manager needed to step away from and how to stop repeating the same actions endlessly.
He connects this realization with both the tools and the motivational elements of Power ON and Business Code. The pace of assignments helped him continue and resist returning to old inertia.
04Product questions revealed what the company lacked
Oleg highlights the exercise with 110 questions. He could not answer some because the necessary understanding of the product or company had not yet formed.
The questions also revealed gaps in working with people. He knew basic facts about employees, but that was insufficient for building a team.
He saw the website differently, too. Previously, he considered it mainly an image-building formality. During training, he began viewing a landing page as a place that could generate orders.
05Goals and deadlines made tasks more concrete
The long list of goals helped Oleg understand why he wanted money. Once wishes were written down and connected to amounts, they became clearer.
He also highlights deadlines, beginning with early assignments to earn by a particular day. Limited time changed his approach: decisions could no longer be postponed indefinitely.
The new pace was difficult. Oleg says plainly that breaking out of his routine and beginning to live differently was not easy at first.
06What he considered the outcome at the interview
Oleg discusses new contracts and expects further growth. At the interview, these remained near-term prospects; this excerpt does not describe completed deals or money received from them.
The main outcome described in detail is a different understanding of the company, the manager's role and promotion. Oleg says changes also affected everyday life and relationships with loved ones. These assessments refer to the interview period.
«Business Code» is a program by Igor Graf. More member stories