SURVIVING UNTIL THE RIGHT MOMENT

           Ifa crisis didn't destroy the company, it made it stronger. I've seen this manytimes through my own experience. My business grew during crises: the deeper theslump, the stronger the impulse for subsequent growth. It's worth noting thatI'm not involved in a hype-driven or volatile business; Pet Technologiesdesigns equipment for producing PET bottles.

           Afterthe 2004 crisis, we doubled our production. After the 2009 crisis, we foundclients beyond the CIS, opened an office in Austria, and established ourselvesin the European market. And since 2014, we've entered the US, Canada, and LatinAmerica.

            What'sthe reason behind such dynamics? The reasons depend on the nature of thecrisis. For example, losing a strategic market forces you to focus on findingnew partners.

            DoI expect business growth after the current, radical crisis? I think the scaleof the crisis is directly proportional to the scale of subsequent changes. Whatthose changes will be, as always, will be revealed by time. Previously, everytime the realization of company growth and the essence of that growth cameabout a year or a year and a half after the onset of the crisis.

            Predictingsuch things is difficult, especially now. What should an owner do? Choose theright personal strategy. I emphasize - PERSONAL! Because the changes happeningnow are primarily personal transformational changes. Right now, more than ever,the future of most Ukrainian companies depends on the internal transformationsof their founders, their decisions, and personal strategies. Even if thefounder hasn't been involved in operational management for a long time. Likeme, for example...

            Recently,at a business club meeting, someone asked me for advice. What to do? Shouldthey invest in new projects, enter new markets, keep money in cash, moveproduction, etc.? I answered that I didn't know. Giving advice now is anungrateful task, as each person has their own story, opportunities, businessspecifics, and risk tolerance levels. All I can do is share my personalstrategy. I called it "Surviving Until the Right Moment."

            Itinvolves:

           1) Not losing oneself  in the desire tosatisfy the internal urge for active action. Entrepreneurial energy is both ablessing and a curse. An entrepreneur can't sit still - they need to runsomewhere, do something, so as not to miss the moment. And if there's nomovement, the sense of guilt and bitterness over wasted time takes over. Ithink that right now is that situation where it's better to do nothing than todo something just for the sake of being in the process. Less hustle and bustle,less wasted energy. This also applies to important decisions regardinginvestments and business development. Experience suggests that significantdecisions should be made from a calm state, not an agitated one. Guided by thislogic, I didn't relocate the factory from Chernihiv. The relocation attempts bymy fellow businessmen, and the costs associated with them, didn't inspire me.The risk of failure and financial losses was too high.

           2) Focusing on what works best - the familiar old business. Even if it'slow-margin and the prospects of breaking even, let alone turning a profit, inthe next six months are very uncertain. Another crisis is another test of thecompany's resilience. Let's remember the history of Porsche. The Second WorldWar dealt a severe blow to the company's business, and after the victory overNazi Germany, it was essentially dismantled. Porsche held its ground andresumed making cars. War is not the end, but only an episode in the country'shistory and the company's history. Acknowledge this and convey it to the team.

            3) Not taking risks with new projects.  Acrisis brings new opportunities. But not all crises are the same. Jumping outof what seems like an opportunity window can lead to a fall and failure if donewith the wrong mindset and low energy. Engaging in new projects should be donewhen you have the energy to crush anything in your way and tear the market topieces. Right now, that's definitely not me.

            4) Being more attentive to internal changes and not resisting them. War not onlyreveals hidden facets of our nature but also changes a lot within us. Ifbefore, I merely appreciated the simple workers in the shop for their diligenceand skilled hands, now my respect for regular people - not businessmen orelites, but the common folks - is soaring. Because it's mainly them who arefighting for our future now. This newfound respect fuels the desire to help,support, and value. I wanted to do even more for the restoration of my hometownand country. My attitude towards taxes changed, and priorities in the order ofregular payments shifted. The internal changes of the owner directly affect thecompany's work: processes, finances, management, partnership, corporate values.

            Thiscrisis will certainly affect business - I believe in victory and theopportunities that will open up for the country and its economy after thevictory. This could include grants, financial support programs from theEuropean Union to improve the technical characteristics and quality ofUkrainian products, etc. Western partners will willingly work with us, newmarkets and customers will emerge. However, besides external factors, internalfactors will play an important role in recovery and growth. By becoming betterand cleaner ourselves, we will transform our companies and make the necessaryleap at the right moment. It's important to survive until then, maintaining aclear mind, a reserve of energy, and oneself. So as not to miss it.