BIO

My story has never been about one industry. It has always been about seeing an opportunity and building around it.

I started thinking like an entrepreneur long before I knew what the word meant.

When I was about eight years old, I began selling things I no longer needed to other kids in my neighborhood. At ten, I sold the bicycle I had outgrown, added the money I had saved, and bought myself a new one.

I still remember how proud I was.

It wasn’t really about the bicycle. It was the realization that I could create an outcome for myself by seeing value, making a deal and turning what I had into something better.

That instinct never really left.

Over nearly two decades, the industries have changed dramatically. Construction. Automotive. Entertainment. Software. Marketplaces. International trade. Superyachts. FinTech.

But the pattern has stayed remarkably consistent:

See an opportunity. Build around it. Prove the market. Scale.

It started with $100.

In 2008, I opened my first real business with roughly $100, a laptop and a desk in an office barely two meters by two meters.

I had noticed a simple imbalance. Roofing materials such as metal tile and profiled steel were difficult to source in parts of the region, while manufacturers in neighboring areas had supply.

I established an exclusive supplier relationship and built the business around a straightforward model: customers paid upfront, and we handled production and delivery.

Within two years, that tiny office had become a network of 15 retail locations across 10 cities.

We began winning contracts worth millions of Ukrainian hryvnia, including projects supplying critical infrastructure and railway depots.

Then the company evolved again.

I built construction crews and expanded into commercial development, including small retail plazas, garage complexes, timber homes and other projects.

In 2010, I sold the company at its peak.

My first exit.

Then I found an underserved market on four wheels.

After the sale, I moved to Vinnytsia and invested in something I had always loved: cars.

I bought a fleet of several dozen vehicles and launched a car-rental company.

The opportunity was obvious to me. The region had meaningful tourist demand, but professional car-rental supply was limited. Major international brands such as Sixt, Hertz and Avis were concentrated primarily in Kyiv.

So I built where the market was underserved.

The fleet became consistently overbooked, and the business generated a strong and relatively fast return on capital.

More importantly, it created the problem that would eventually lead me to one of my most important ventures.

If a fleet of several dozen cars was already fully utilized, how could I expand across an entire country without buying thousands more?

I would return to that question a few years later.

I also learned that opportunity can appear anywhere.

In 2016, nearly every major cinema in Vinnytsia temporarily closed for renovation.

Most people saw an inconvenience.

I saw an empty market.

I created Broadway Cinema, but I didn’t want to open another conventional movie theater.

We built an unusual VIP concept. One theater featured oversized comfortable seating. Another featured large six-person canopy beds that customers could reserve for private screenings.

Local journalists wrote about the concept as something without a direct analogue in Ukraine.

It quickly became a popular destination, the initial investment paid back in approximately six months, and we expanded into a neighboring city.

In 2018, at the height of the business, I sold it.

My second exit.

Not every business taught me to stay.

Around the same period, I wanted to understand the software industry.

In 2015, I founded SkySoftMob, assembled a team of software engineers and built an outsourcing business focused on U.S. clients.

The economics made sense. Ukrainian engineering talent was highly competitive, while labor costs were dramatically lower than in the United States.

I handled U.S. market development and negotiations with American customers.

The company operated successfully for almost two years.

But it taught me something equally valuable: I didn’t want to spend my life building other people’s products.

I was much more energized by creating my own.

So in 2017, I made the deliberate decision to close the company.

Sometimes a good business is still the wrong business for the person building it.

Then a morning run changed how I thought about scale.

By 2016, my rental fleet was heavily utilized, and I was thinking seriously about expansion.

The traditional solution was obvious: buy more cars.

But expanding nationwide that way would require thousands of vehicles, enormous amounts of capital, parking infrastructure, offices and constant fleet management.

During a morning run, another model came to me.

What if I didn’t need to own the cars at all?

What if ordinary people could list vehicles they weren’t using, earn additional income, and a platform could take a commission every time a car was rented?

That idea became SizeCar.

The concept was simple:

Need a car? Choose your size.

We built a peer-to-peer car-rental marketplace that allowed supply to grow without SizeCar owning thousands of vehicles.

The company gained traction quickly.

Dozens of media outlets covered the story. I was invited onto national television and interviewed about the business and its expansion plans.

SizeCar ultimately operated across 40 cities and three countries.

Ukraine was our core market, and we also tested the model internationally in Warsaw, Poland, and Ljubljana, Slovenia.

By early 2018, I was traveling to New York and Washington, D.C., preparing for U.S. expansion and looking for investors. We established a U.S. company, and the story received significant media attention in Ukraine.

By the time I decided to exit later that year, SizeCar had grown to more than 5,000 vehicles and several thousand customers.

I sold my stake to my partners.

My third exit.

After marketplaces came international trade.

I had spent years around cars, but after SizeCar I wanted to understand the industry from an entirely different angle.

I built a cross-border business importing cars, yachts, construction equipment and agricultural machinery from the United States to Ukraine and Europe.

I opened an office in Ukraine, built a team and traveled to the U.S. to establish the operational infrastructure myself, including sourcing, shipping, port relationships and international logistics.

Over time, the ecosystem around the business involved more than 100 people across multiple countries.

We moved thousands of vehicles.

Voice of America interviewed me about the business and the U.S.-Ukraine automotive trade.

Then came circumstances no business plan could fully anticipate.

COVID disrupted global supply chains.

The business continued.

Then, in 2022, Russia’s full-scale invasion of Ukraine closed Ukrainian seaports and shattered established logistics routes. Some vehicle deliveries were delayed by as much as six months.

Eventually, I made the decision to close the operation.

That chapter taught me something very different from growth: how businesses behave when the external environment changes completely.

Miami opened another world.

After moving to the United States in 2022, I became fascinated by the global superyacht industry.

At YATCO, I worked on international go-to-market and market expansion for a marketplace where yachts ranged from roughly $3 million to $200 million, with more than $5 billion in yacht sales annually through the platform.

My work involved international expansion across 35+ countries.

For someone who had spent years building companies from the ground up, it was a completely different vantage point: global markets, ultra-high-value transactions and an industry where individual assets can be worth hundreds of millions of dollars.

Then technology, FinTech and superyachts converged.

In 2025, Australian company Ankor, headquartered in Sydney, asked me to lead the expansion of two products across North and South America.

One was a private superyacht charter platform with more than 2,200 yachts across 40+ countries, including yachts chartering for approximately $1–1.5 million per week.

The second was AnkorPay, a FinTech platform serving yacht management companies and family offices with APA and spend management across an industry where hundreds of millions of dollars move globally.

I worked with organizations and offices across Monaco, Palm Beach, Canada, Asia and other international markets.

By then, my career had taken me through businesses that could hardly look more different from one another.

But I kept being drawn to the same thing:

markets in motion.

And then cars pulled me back again.

While working in the United States, I began noticing another problem.

Across America, enormous numbers of used vehicles sit on dealership lots waiting to be sold.

Every day they sit, they depreciate.

To most of the industry, that is simply inventory.

To me, it looked like an underutilized asset.

And I found myself asking almost the same question that had led to SizeCar years earlier:

How do you turn an idle vehicle into an income-producing asset?

That question became MyMonthlyCar.

We are building a marketplace that allows local dealerships to offer vehicles on flexible monthly terms, generally from one to twelve months, turning idle inventory into recurring revenue while giving customers an alternative to traditional rental and long-term leasing.

The model can also create a path toward Rent-to-Own, allowing customers who discover that a vehicle fits their needs to potentially purchase it afterward.

For dealers, the opportunity is to monetize inventory that would otherwise sit and depreciate.

For customers, the opportunity is flexibility and potentially significantly lower monthly costs than traditional rental.

In 2026, MyMonthlyCar was selected from thousands of global applicants for TechCrunch Startup Battlefield 200 as one of the world’s most ambitious and innovative startups.

And once again, I find myself exactly where I have always been most comfortable:

at the beginning of something that could become a new market.

The industries changed. The instinct didn’t.

When I look back at nearly two decades of entrepreneurship, I don’t see a straight career path.

I see a series of opportunities.

A shortage of construction materials became a distribution company.

An underserved regional rental market became a fleet business.

Closed movie theaters became Broadway Cinema.

A capital-intensive rental model became SizeCar.

Differences between U.S. and European automotive markets became an international trading operation.

Miami led me into a multi-billion-dollar superyacht market.

Idle dealership inventory led to MyMonthlyCar.

That is the thread connecting everything I have built.

I’ve never been particularly interested in staying inside one industry simply because I already know it.

I’m interested in seeing what can exist before it becomes obvious, understanding how the economics work, and turning that possibility into something real.

I Turn Ideas Into Markets.