01Business growth came with exhaustion
Veniamin Rudnitskiy and Valentin Lubyanetskiy sold water filters directly. They already had one project and were starting a second with differently priced equipment.
The partners say the business had stopped bringing its former satisfaction. One reached a point where he no longer knew where to go. They wanted a different direction or way of working, without a clear answer.
Turnover grew, but management experience lagged. They handled many functions while figuring out staffing and company organization. One partner managed an office in Dnipropetrovsk from Odesa; these city names reflect the recording period.
They came seeking energy, recruitment skills and a clear development direction.
02From repeatedly paying for vacancies to working with contacts
A recruitment problem had lasted around two years: money and effort went into finding people without enough results.
Early in coaching, they reconsidered their usual spending on vacancy listings. Instead of repeating the old approach, they gained access to a contact database and organized regular calls to candidates.
One partner estimates costs fell by more than tenfold. He separately clarifies that candidate numbers did not increase. Recruitment became cheaper with a comparable flow of applicants.
The conversation changed, too. Instead of briefly inviting someone to a job, they were advised first to understand the person's needs, build contact and explain why the offer might interest them.
03One main task a day helped them stop scattering their efforts
Previously, days could pass in constant switching: calls, office questions and several tasks started, leaving uncertainty about what was actually completed.
The partners began choosing one main task a day and discussing tomorrow's work in advance.
They describe an everyday difference: sometimes they finished at three, sometimes seven, but the chosen task was done from start to finish. A sense of results replaced endless busyness.
They had practiced this for roughly two weeks by the interview and found it useful for concentration.
04They wanted to move repeated training into video
Another source of exhaustion was explaining the same things to new employees every day.
The program prompted an idea: record repeated material, arrange a week's sequence and give newcomers a clear route from initial assignments to the next level.
They considered GetCourse, familiar from the training, as one example, but did not tie the solution to a single platform. The system mattered more.
At the interview, this still needed implementing. A completed corporate library and its results are not demonstrated.
05Accounting and rest became part of the working routine
The partners highlight an income-and-expense spreadsheet. Filling it manually made them notice earnings and spending more carefully.
They also describe beginning to account for car expenses within the company. They present this as a change in accounting and their perception of money, rather than additional profit.
One participant says he began trying to finish after seven in the evening, spend weekends with family and rest regularly. He also sent his manager on holiday after a long period without one.
They connected these changes with how uninterrupted work affected energy and family life.
06Online sales opened a new direction but remained development work
By the end, the partners saw possibilities for selling water-purification equipment online. Previously skeptical, they now wanted to develop it separately.
The interview includes ambitious plans for new markets. These describe their view of the company's potential then, rather than confirmed market expansion or achieved turnover.
The immediate plan still needed to be written and broken into steps. Among changes already tried, they describe different recruitment, one main daily task, more careful accounting and a more deliberate working routine.
«Business Code» is a program by Igor Graf. More member stories