The full-scale war has fundamentally changed the conditions for doing business in Ukraine. In an interview, Anatoliy Korchynsky, CEO of Bayadera Group, speaks about how the company manages to maintain leadership positions, develop production, invest in new areas, and build a business with an eye on the future.

— Bayadera Group is a company that not only operates stably in conditions of war, but also develops. How do you manage to maintain growth momentum?

— The full-scale invasion fundamentally changed the operating conditions for Ukrainian business, and BAYADERA GROUP was no exception. The company rapidly restructured its internal processes, adapting them to the new economic reality. Despite the challenging conditions, starting from mid-2022, the market began to demonstrate positive dynamics: imports and exports grew, and—what is especially important—national production was recovering.

The Ukrainian alcohol market grew in 2025 despite the war, strikes on production facilities, and a decrease in consumption. Bayadera Group was the industry leader at the end of 2025, with consolidated revenue of almost UAH 12 billion (excluding excise duty and VAT).

We learned to react quickly to changes, not to lose momentum, and not to postpone important decisions. One of the key advantages of BAYADERA GROUP is the multi-segment structure of our business. Today, the Group includes three separate business units: Bayadera Logistic (national production and distribution of alcoholic products), Bayadera Elite (import and distribution of global alcohol brands), and Bayadera Export.

Even amidst full-scale war, BAYADERA GROUP did not stop its development. The company is strengthening its positions in the domestic market, boosting exports, and developing its own brand portfolio, which includes Hlibny Dar, Kozatska Rada, Persha Hildiya, Oxygenium, Nikita, Koblevo, Marengo, and other trademarks. Today, the group's products are presented in the markets of 46 countries, and the company remains one of the largest alcohol producers in Ukraine.

During the full-scale war, the company paid over UAH 20 billion in taxes and directed nearly UAH 115 million to support the Armed Forces of Ukraine. The foundation of this result is a strong team, fast decision-making, a diversified business model, and the continuous search for new opportunities even in crisis conditions.

— In recent years, the world has become significantly less predictable. How is risk management changing under such conditions?

— Previously, risks could be calculated several months or even years ahead. Today, such a planning horizon is much shorter. This does not mean that strategy has lost its importance, but it has become more flexible. We regularly review our decisions, are not afraid to adjust plans, and make management decisions much faster than a few years ago.

At the same time, there are things that do not change. Financial discipline, a strong team, partner trust, and company reputation remain the best defense in any crisis. This is precisely what our risk management system is built on today.

The war showed one thing very clearly: the greatest value of a business is its people. And at the same time, it is the largest risk area. Mobilization, relocations, staff shortages—all of this is especially felt in production and logistics, where there is no opportunity to pause the process. At Bayadera Group, we felt this immediately. Therefore, the company relied not on quick fixes, but on systematic work. The power of people is especially felt in production—experienced employees don't just train; they make people "fall in love" with the profession. And this often works better than any bonuses.

In parallel, motivation is also changing. Today, it is important for people not only "how much," but also "what for." Stability, clarity, and the feeling that your work matters—that is what actually retains a team. The company supports employees in difficult life situations and tries to create an environment where people feel a sense of support.

— You have been working at Bayadera Group for over 20 years. What does it mean to be the CEO of a large company in Ukraine today?

— I started at the company in 2005 as a branch director. It was there, working directly with people and the market, that I formed the main principle of my management: results are born where there is trust, responsibility, and teamwork. The CEO function has long ceased to be just about running a business. Today, it involves great responsibility for the people who work in the company, for decisions that affect thousands of families, and for the business's contribution to the country's economy. War has changed priorities. While previously an executive could spend more time on development, today it is necessary to simultaneously think about people's safety, operational continuity, financial stability, and the company's future. At the same time, it is crucial not to lose the ability to look forward. In my opinion, this is what defines the role of a CEO of a large Ukrainian company today.

— To what extent are technologies changing the market?

— Today, technology is changing not only the way business is conducted, but also the speed at which decisions must be made. We work with data more and more, automate processes, and use digital tools in logistics, production, sales, marketing, and HR. This helps to spot changes in demand faster, use resources more efficiently, and better understand the consumer.

Starting January 1, 2025, BAYADERA GROUP began implementing the transition within the digital business transformation together with Vchasno. The savings from digitalization during this period look as follows:

• Total time savings: 301 working days.
• Environmental savings: 49.79 trees, 61.7 m³ of water, and 27,099 kg of CO₂.

Our case demonstrates how digitalization helps business optimize processes, eliminate routine tasks, and give teams extra time for development, strategic tasks, and business scaling. Furthermore, it allows us to contribute to environmental preservation.

At the same time, I do not believe that technology can replace experience and a professional team. They offer new opportunities, but the ultimate result always depends on the people who know how to use them properly.

— What results did you close 2025 with, and how do you evaluate the first half of 2026?

— Bayadera Group has three production facilities in Ukraine—Koblevo, National Vodka Company, and Mykolaiv Brandy Factory. Their revenues in 2025 amounted to UAH 346 million, UAH 3.2 billion, and UAH 749.5 million, respectively, according to YouControl data. The group's consolidated revenue was UAH 11.9 billion.

Imports generated 39% of the group's revenue. Sales of imported products in 2025 reached a record UAH 5.7 billion. Among the brands are Moët & Chandon, Hennessy, Johnnie Walker, and Jägermeister. Last year, the company signed a contract with a new wine partner from Italy—Toso, the largest producer in the Fragolino category.

We retain about 35% of the Ukrainian vodka market. For example, in the company's production structure in 2025, the vodka brand HLIBNY DAR accounted for almost 40% of the total volume of spirits production. Over 103 million bottles (0.5L, 40%) of spirits were produced in 2025, of which 42.4 million were HLIBNY DAR.

I rate the first half of 2026 as stable; we concluded the six months with positive dynamics in key business areas. We managed to strengthen positions in the domestic market, continue strengthening the import segment, and begin the implementation of important investment projects. For us, it is important that all of this is achieved not through cuts or austerity, but through increased efficiency and strong teamwork.

Despite all the challenges, the company maintains a stable pace of development, invests in production, expands the presence of brands in foreign markets, and continues to fulfill all obligations to partners, employees, and the state. I consider this to be the best indicator of business performance today.

— What, in your opinion, is the key element in running a business in modern Ukraine?

— The main thing today is responsibility. To the people who work in the company, to partners, consumers, and the state. A business must fulfill its obligations regardless of circumstances, because long-term relationships are built on trust. No less important is maintaining the ability to look forward. The war taught us all to live in conditions of uncertainty, but it did not cancel the need to develop, invest, and seek new opportunities. I am convinced that such companies are shaping Ukraine's economic resilience today and laying the foundation for its future.

— What should the business of the future look like to remain successful moving forward?

— In my opinion, the business of the future is primarily a business that knows how to change continuously. Today, no successful model guarantees success tomorrow. Therefore, the main competitive advantage is not the scale of the company, but its ability to adapt quickly, learn, and implement new solutions. At the same time, the future belongs to companies that think long-term. Investments in technology, innovation, people development, production, and international presence are not expenses—they are the foundation of sustainable growth. Business must not only react to changes, but shape them.

— You work with dozens of international markets. How much has the perception of Ukraine as a partner changed since 2022?

— After 2022, Ukraine began to be perceived not just as a market, but as a country where business knows how to operate even in extremely difficult conditions. For us, the best confirmation is that we have not only preserved, but also expanded our international presence. Today, BAYADERA GROUP products are exported to 46 countries, and this became possible thanks to the trust we built over the years. Partners see that Ukrainian companies honor agreements, ensure quality, and remain responsible regardless of circumstances. In my view, such a reputation is one of Ukraine's strongest competitive advantages in the global market today. And for our part, we want to worthily represent the "Made in Ukraine" brand to the world.

— Large companies often talk about business resilience, but less often about the resilience of the people within it. What helps the team keep going into the fifth year of the major war?

— In difficult times, a business does not hold together on processes—it holds together on people.

Over the years of the war, all of us have changed immensely. People get tired, worry about their loved ones, and many live between work, air-raid sirens, and news from the front. Under such conditions, it is especially important for the company to remain a place where people feel supported and confident about tomorrow.

Today, the BAYADERA GROUP team numbers 3,500 employees. About 10% of our employees have been working at the company for more than 10 to 20 years.

We always speak openly with the team, fulfill our commitments, and support mobilized employees and their families. But perhaps most importantly, over this time, a true sense of unity has formed among us. When people know they can rely on one another, they find the strength to move forward even in the hardest periods.

— Tell us about the company's charitable initiatives. Which areas are key for you?

— During the war, charity ceased to be a separate line of work. It became part of the daily responsibility of the business. From the very beginning, our priority was supporting the Armed Forces of Ukraine, our mobilized employees, and their families. Over the years of the full-scale war, BAYADERA GROUP has directed nearly UAH 115 million to support the Armed Forces of Ukraine, focusing efforts on supplying the military, rehabilitating defenders, demining territories, and implementing social-humanitarian initiatives. The company regularly purchases and delivers vehicles, drones, quadcopters, diesel generators, thermal imagers, medicines, medical equipment, and other equipment necessary for the Ukrainian military to the frontlines.

Creating jobs, paying salaries on time, investing in production, and honestly paying taxes are no less important today. Since the beginning of the full-scale invasion, BAYADERA GROUP has paid over UAH 20 billion in taxes and fees. According to the State Tax Service, the company is listed among the largest taxpayers in the country's alcohol industry.

— How do you see the company's prospects for the next few years?

— We operate in conditions where long-term forecasts are not easy to make, but we know for sure in which direction we want to develop. We consistently invest in the business, strengthen positions in Ukraine, expand our export geography, and develop both our own and imported brands. Our strategic goal is not only to grow in domestic and international markets, but also to represent Ukraine as a country that produces competitive, high-quality products and forms a modern, strong image on the global stage.

I am convinced that after the war ends, Ukrainian companies will receive new opportunities for growth. We want to be ready for this. That is why we continue investing in business today, so that tomorrow we don't have to catch up with the market, but set the pace of its development. As Peter Drucker said: "The best way to predict the future is to create it."

Interview published on FOCUS website:https://focus.ua/uk/ukraine/761750-biznes-maybutnogo-viperedzhaye-zmini-anatoliy-korchinskiy-seo-bayadera-group