Taras Kovatsenko: Reputation Is the Most Important Asset

1. From purchasing grain from farmers to selling it abroad—your business is a key link in the chain. What is most important to you in ensuring the smooth flow of “Vilia” products through all these stages?

It’s very important to be able to manage the flow. In trading, there’s the concept of a trading position: we operate precisely on a positional basis. We constantly analyze and forecast how much grain we’ll purchase and how much we’ll sell, and we structure this process well before the harvest begins. In our industry, planning and continuous analysis are extremely important: we need to combine a large volume of data and integrate various links into a single, seamless system. In addition, it’s essential to be flexible and versatile—to diversify our activities, work with different markets, buyers, logistics routes, and trading instruments. This provides stability and ensures a predictable level of profitability.

2. Your work involves many important and diverse areas (grain trading, grain storage, the flour business, and rail logistics). What is the “magnet” that most captures your attention and sparks your particular interest?

Trading. It’s a very interesting and dynamic field. You constantly have to make decisions and think analytically—that suits me well and really drives me. When you work in trading, you handle large volumes, and a single correct decision can yield significant financial results. Trading appeals to me the most because it’s always in motion and constantly changing—no two seasons are ever the same. And it’s precisely this constant dynamism that motivates me the most.

At the same time, other areas are also very important and interesting in their own way. The grain elevator business is all about constantly optimizing processes, paying attention to detail, and ensuring efficiency at every stage. The flour business is a long-term game: here, it’s important to build a strong brand, establish a reputation, and foster long-term relationships with end consumers. We consistently apply this approach across all areas of our business. This is one of the things that sets our vision apart. If we’re faced with a choice between a short-term result and a decision that will have a long-term impact, we always prioritize the latter. Even if it doesn’t yield immediate benefits today, we’re ready to invest time and resources in what will create value in the future.

3. What motivates you the most today in your work and in managing the commercial division?

I’m inspired by the opportunity to create a space where people can grow. I myself work in an environment that constantly encourages growth, and it’s important to me to apply this approach to the areas under my responsibility. We strive to create the most favorable conditions possible for the team’s professional development.

The “trust–responsibility” dynamic is very important to me. When you trust someone, you’re also entrusting them with responsibility. And it’s important that people aren’t afraid to take on that responsibility. I really love responsibility—it motivates me, puts a healthy amount of pressure on me, and I value people who aren’t afraid of it. It should be inspiring. That’s how we create an environment where we empower and help each other grow.

At the same time, this model only works when we call things by their proper names. There can be neither genuine trust nor accountability if we avoid frank conversation. For me, loyalty to the company isn’t silent consent, but the ability to speak honestly about problems and propose solutions. If someone sees that something can be done better and comes forward with a proposal for change—that’s one of the best signs of commitment and loyalty.

Lately, I’ve really started to enjoy managing people and systems. It’s much more challenging and interesting than doing everything myself. For me, this is professional growth: when you’re not just doing operational work, but building a team, communicating, sharing knowledge—and seeing your people grow as professionals and leaders. It’s not easy, but when it works out, it’s incredibly motivating.

4. What qualities are essential today for success in the field of trade and exports?

Don’t be afraid to make decisions or get stuck in a rut. Just because a decision yielded good results today doesn’t guarantee it will work the same way tomorrow. You need to constantly think flexibly, adapt to change, and seek new approaches.

Empathy is just as essential. It’s impossible to work effectively with people if you don’t understand them and can’t build a connection with them. Even in the B2B sector, it’s important to remember that there are people behind every business. We’re currently focusing a lot on customer-centricity: for us, there are no “big” or “small” clients—everyone should feel valued. This can’t be done in a formal or mechanical way—it requires genuine engagement and connection.

And, of course, you have to remain open-minded. You can’t limit yourself solely to your own developments or achievements. Yes, we have many exclusive and effective solutions, but we don’t rule out the possibility that someone might come along with an even better idea. You have to respect the external environment, identify best practices, and implement them in your own work. That’s exactly how development happens.

5. You talk a lot about long-term relationships with partners. What principles underpin this kind of collaboration?

Reputation is very important to us. Historically, the grain trade market in the post-Soviet era was shaped by rules where, in order to achieve commercial results, approaches were often used that could not always be described as open and transparent. We are consciously building a different model. It is important for us to be a clear, predictable, and reliable partner who is trusted over the long term.

That is precisely why, in our interactions with clients, farmers, and partners, we emphasize fulfilling our commitments and consistency in our decisions. This is especially true in the trading and grain storage sectors, where trust between parties is critical.

Moreover, we strive to foster this culture of cooperation around us. In Ukraine, the concept of reputation is not yet as strong as in many European countries, but we believe that the market changes precisely through practice. Today, we collaborate with hundreds of counterparties and strive to lead by example: if the parties honor their commitments, everyone wins. Only on the basis of such mutual trust can a healthy and strong business environment be built.

6. What aspect of your work brings you the most satisfaction or a sense of fulfillment?

Positive momentum—when you look back and see how things used to work and how they work now. It’s very motivating when you manage to find new solutions and tools that truly improve and streamline the work. It’s very rewarding to implement innovations, especially in the face of resistance—because this process is never easy. But when you see that it works and delivers results—you realize it was all worth it. It’s inspiring to launch new projects when they unfold exactly as planned. It’s especially rewarding to watch strong specialists grow—people you’ve helped shape into professionals.

And most importantly—it’s the feeling of being part of large-scale projects, of creating something meaningful. It gives you the understanding that you’re generating real value. My fundamental approach is this: first, you create value—and only then can you monetize it. If that works out, it means everything is going the right way.