For manufacturers
Assess product readiness and economics, select sales channels, prepare buyer proposals, and support the commercial launch.
Maxim Fedorenko
Business development. Product launches.
Retail market entry.
I help business owners turn production capabilities and product ideas into working sales. I connect strategy, assortment, economics, and commercial execution — from project assessment to buyer negotiations and supply launches.
Practical commercial development
From production capabilities to sales on the shelf
Maxim Fedorenko — a partner in developing manufacturers’ sales and retail chains’ assortments. I help prepare products for retail entry, select partners, negotiate, launch supplies, and improve ongoing sales performance.
For retail chains
Identify manufacturers and products for category needs, assess assortment and commercial terms, coordinate launches, and develop sales.
Product preparation
Assess the project, assortment, pricing, and margins. Shape the offer around the selected channel’s requirements.
Partner selection
Identify retail chains, distributors, and other buyers. Prepare targeted commercial proposals.
Negotiations and supplies
Discuss assortment, pricing, and commercial terms. Coordinate preparations for initial supplies.
Sales development
Review sales, stock turnover, and economics. Refine assortment, promotions, and terms to improve performance.
Measurable impact
Numbers, not generic promises
Every engagement starts with a diagnosis and ends with a system the team can use independently.
market coverage growth
business scaling
EBITDA in business model
target transformation ROI
When growth stops feeling good
Revenue is growing. Why does the owner not feel the result?
The issue is rarely the market or a lack of effort. Value is often lost between functions, decisions, and daily execution.
Margin is falling
Promotions, discounts, and costs absorb the effect of sales growth.
Sales lack control
Results depend on individuals instead of a transparent system.
Growth creates chaos
New channels and products add revenue but increase complexity.
Strategy is not implemented
Good decisions remain in presentations instead of changing practice.
Consulting
From precise diagnosis to working change
Three consecutive blocks. Start with the audit and decide on the next stage based on facts.
01up to 6 weeks
Audit
We examine economics, the commercial model, processes, the team, and management data.
- Profit leakage map
- Priorities and quick wins
- Decision base for the owner
02up to 3 weeks
Strategy
We design the target growth model with clear initiatives, owners, and economics.
- Growth scenarios
- Financial model
- Implementation roadmap
03up to 3 months
Pilot implementation
We launch change in a selected area and embed new tools into the team’s daily work.
- Pilot management
- KPIs and control rhythm
- Capability transfer
Partner practice
Learning that changes working practice
GTSGlobal Tavrida Service
Together with Global Tavrida Service, we build corporate programs around real business challenges — from diagnosis to impact measurement.
Focus areas
- ↗Sales and key accounts
- ↗Management and leadership
- ↗Business communication
- ↗Team effectiveness
- ↗Corporate academies and knowledge management
Formats
- ↗Corporate training
- ↗Facilitation sessions
- ↗Project-based work
- ↗Online courses and webinars
- ↗Games and simulations
- ↗Corporate academies
Methodology
1Diagnosis
2Solution design
3Delivery
4Implementation
5Evaluation
growth in selected commercial metrics
growth in meeting conversion
shorter sales cycle
Experience in action
Cases where strategy became a measurable result
01Commercial transformation
Philip Morris
+60%market coverageJoint coverage model, partner selection and development, accessibility and execution KPIs.
02New business strategy
Alma Processing
38%target EBITDAA functional beverages model: portfolio, channels, operating architecture, and investment logic.
03Scaling
Polygrain Trading
€2M → €52Mbusiness growthInternational development, distribution, and commercial system building across multiple markets.
Implementation approach
A consultant is accountable for business movement, not a report
The work happens alongside the owner and the team: decisions are tested through economics, translated into actions, and embedded in the management rhythm.
Facts first
One view of the business and precise questions instead of generic templates.
Then choice
Focus on initiatives with the strongest impact on profit and control.
Then action
A short pilot, transparent KPIs, and a fast correction cycle.
Finally, a system
Tools, roles, and rhythms that continue to work after the project.
International Business Development
Enter new markets without losing control
I turn international expansion from a collection of hypotheses into a controlled commercial program.
Russia • Europe • Balkans • CISMarket map
Opportunity size, segments, channels, and competitive logic.
Partner network
Search, assessment, and negotiations with distributors and key clients.
Launch model
Portfolio, pricing, terms, logistics, KPIs, and first-sales control.
Maxim FedorenkoAbout Maxim
20+ years on the side of results
Executive and advisor with experience in transformation, scaling, and international growth for manufacturing and distribution businesses.
“My role is to help the owner see the whole business, choose the few decisions that truly matter, and lead the team to a measurable result.”
Experience
Philip Morris, 3M, Russian Post, Polygrain Trading
Industries
FMCG, manufacturing, distribution, e-commerce
Geography
Russia, Europe, Balkans, CIS
Format
Direct work with the owner and the key team
FAQ
How we get started
01Can we focus only on retail market entry?+
Yes. We can start with a specific product, partner selection, or preparation for buyer negotiations. The first meeting defines product readiness, scope, and success measures.
02How does an engagement begin?+
With a focused 45–60 minute conversation to define the challenge, desired outcome, available data, and first-stage format.
03Do I need to commit to all three stages?+
No. You can start with the audit. Strategy and pilot decisions are made separately after the facts and recommendations are clear.
04Do you only work with large companies?+
The core focus is manufacturing and distribution businesses whose owners are dealing with growth complexity and want more profit and control.
05How do you measure results?+
Before we start, we agree the baseline and KPIs: margin, EBITDA, coverage, conversion, stock turns, receivables, or other task-specific indicators.
06Can we start with learning?+
Yes. A program can be a standalone solution or part of a broader transformation, always designed around a specific business challenge.
First step
Let’s identify where the business is losing growth potential
Leave a short message. In the first conversation, we will unpack the context and determine whether I can add value.