—You were almost absent from the public space for a year. Why?

After my last project, I experienced serious burnout. Completely.
I realized that if I kept going at the same pace, I would either start making the wrong decisions or end up in a psychiatrist’s office.
So I took a pause. I recovered, focused on myself, and spent a lot of time thinking. I looked at the industry without the usual rush and without the need to prove anything to anyone. I had to answer one question honestly: do I keep running the race, or do I build something of my own, on my own principles?
Sometimes you need to slow down before you accelerate. That’s how BEAUTY/BUILDER came to life.

—What exactly stopped working for you in the previous format?

The feeling of an endless race.
When everything revolves around the monthly number, and there is barely any time left for strategy. When a brand becomes a turnover tool rather than a development project.
I like speed. But if speed is not built on a foundation, sooner or later it affects quality.
I wanted to work in a format where decisions are made from a position — not under pressure. Where strategy matters more than reporting, and long-term reputation matters more than short-term metrics.


—What are you no longer willing to tolerate in your work?

Meaningless struggle.
It drives me crazy when energy goes not into development, but into constant “fighting windmills”: internal resistance, endless explanations of obvious things, attempts to implement systems where systems thinking is not a priority. At a certain point, you realize: either you keep heroically saving the situation, or you admit that it is easier to build an environment where no one needs saving.
I chose the second.
Sometimes business turns into an argument with reality.
I’m no longer willing to argue.
I prefer creating the rules of the game to proving why they are necessary.


—You speak a lot about systems, but you also emphasize the importance of relationships. What matters most to you in that balance?

For me, business is about people.
Yes, I value structure, strategy, and discipline. But in the end, everything comes down to a simple question: are partners and clients genuinely satisfied?
It is important for me to see results not only in numbers, but also in how it feels. When a partner says, “It’s great to work with you.” When a client comes back. When a brand feels stability and sees efficiency.
Honestly, that is what real satisfaction is — when both sides know everything is built the right way.
A system without relationships is cold.
Relationships without a system are chaos.
What matters to me is combining both.

—What kind of leader are you?

Demanding. First of all, toward myself.
I don’t work at an “okay” level. My team doesn’t work at an “okay” level. In my projects, “okay” is not an option — it is either good, or not at all.
I pay close attention to details, numbers, and deadlines. Mistakes are possible. Negligence is not.
It matters to me to have people around me who care about the result just as much. Weak discipline always affects quality.
When I am fully engaged, it is always about results.

—What drives you?

Ambition and passion.
Ambition — because settling for less is not my story.
Passion — because without inner fire, this business cannot be done truly well.
It matters to me to feel that I am creating, not just managing a process. That behind the numbers there are people, decisions, and results.
If there is no energy, there is no growth.
And I live to grow.

—What does success mean to you?

Success is when, after some time, partners say:
“We grew. It would not have happened without you.”
And at the same time, I know that the result is not an accident — it is a system.
When growth is not random, but consistent.
When decisions are intentional.
When a project is sustained not by heroics, but by a model.
And yes — when I feel that I have raised the bar.
For myself. For the team. For the market.
That is success.

—What are your plans for the next year?

Big plans.
I want to bring to the market not just another “decent” brand, but a truly strong and distinctive one — the kind of brand that makes a statement about who we are as a distributor.
Since the beginning of the year, I have been in discussions with two European niche brands. They have the potential to stand on the same shelf as names like Allies of Skin, Jan Marini Skin Research, and Ultraceuticals. For me, this is not about quantity — it is about the bar.
The second direction is a beauty academy. I want to build a space where leading experts share knowledge in cosmetology, sales, and service. I talked about culture and systems thinking — this is the practical expression of that. Build beauty is not a slogan. It is infrastructure.
The third direction is media — and not just media, but genuinely high-quality media.
Not a news feed. Not an advertising showcase. I am not interested in retelling press releases. I want to build a strong business platform about beauty — one that can become for our industry what leading entrepreneur-focused media platforms have become for business audiences.
Case studies, interviews, and podcasts with major market figures have long existed in IT, finance, and retail. In beauty, the conversation about business is still fragmented.
It matters to me that the industry develops a stronger focus on strategy, management, and the quality of decisions — not only on the product, but also on the model.
And one more priority is the employer brand. I want it to be prestigious to be part of the BEAUTY/BUILDER team. I want people to come to us for growth, for the environment, and for ambition.
I want to bring strong people around the project — people who think deeper and do not work “for one season.”
Scale will come.
But it will grow from quality, not from haste.