Vodafone Ukraine created a subsidiary, Vodafone Retail, with the goal of becoming a notable player on the Ukrainian retail market. After a positive experience working with Uphill Partners to launch and develop product teams, company management again turned to us for help in improving results from the new subsidiary.

Sleeper came to us for help in determining a strategy and company goals until 2025. They also needed to inspire and unite a top management team that had been formed only that year.

Chain retailer EVA has been the market leader in its segment for many years according to customer opinion. The company starts dozens of new projects each year to improve service and internal optimization, but many projects from previous years remain unfinished. The company needed to accelerate project completion and strengthen its culture of project management.

Holding Fozzy Group rethought its business model when they realized that competing as a ‘traditional retailer’ is less profitable.

The company was able to establish an effective goal-setting framework that emphasized outcome-based result evaluation. By implementing OKRs, the company was able to align its goals with its overall purpose and strategy, which brought clarity to the organization's direction. With the help of the OKR framework, the company was able to set clear goals, track progress, and evaluate outcomes, ensuring that everyone was on the same page and working towards the same objectives.

Through the successful implementation of OKRs, ATLANT 3D reinforced its position as a forward-thinking leader in the field of advanced manufacturing, setting a strong foundation for continued growth and innovation.

Top management of UKRSIBBANK got a new leader, had a transformation team and the bank’s experience with agile approaches, and was familiar with the strategy and results in their European offices.

"Vivat" is one of the largest publishing houses in Ukraine, founded in 2013. Over the past years, according to the statistics of the Book Chamber, it has consistently held a position in the top three largest publishing houses in Ukraine in terms of the number of titles published and print runs. The publishing house has already earned a strong reputation in the Ukrainian literature market, hence expanding every year and facing new scaling challenges.

In order to significantly improve the quality of its products, they decided to implement IT product development with internal teams using Agile methodology. OTP had already done a pilot project internally – a new mobile application for Clients who use the bank’s credit services. This positive experience was to be scaled and implemented on the level of the entire company.

banda creative agency had started to grow both in number of projects and number of creative people in their teams. This raised the question of whether to build a traditional hierarchy in creative (executive creative director, associate creative director, group head, etc.) and in management (client service director, group account director, senior manager, etc.). That is, whether to have many management layers.