About belief in growth, strategies that work, and a furniture industry that refuses to give up.

“The best way to predict the future is to create it.”
— Peter Drucker

Running a business during wartime isn’t just about survival. It’s about reinvention.

In peaceful times, building a business is a challenge. In wartime — it’s that same challenge multiplied by uncertainty, risk, and responsibility. But it’s precisely in such moments that the strongest ideas, most resilient teams, and true leaders emerge. Even those working in relatively “safe” regions are not living in a vacuum. Their reality is different — they’ve been given a chance not just to stay afloat, but to grow. And that comes with immense responsibility.

For such companies, “survival” is no longer the goal — it’s the starting point. The real mission is to recover lost ground, rebuild teams, discover new products, new markets, and most importantly — a renewed sense of purpose. They’re no longer just producing paints, furniture, or technologies. They’re repainting reality — with a new palette of experience, loss, and hope. And somewhere in the stillness between air raid sirens, a space opens up for breakthrough.

Even in our industry, there are now more breakthroughs than we ever imagined possible two years ago. These are no longer isolated stories — they’re a trend. Businesses have learned to thrive not in spite of, but because of the new reality.

To better understand how Ukrainian manufacturing is transforming during war, we spoke with someone who didn’t just preserve his company — he infused it with new energy. Meet Vyacheslav Kovalchuk, Director of Lacover, one of Ukraine’s leading manufacturers of powder coatings — including for the furniture sector.

 

Vyacheslav Kovalchuk: War is a point where the familiar stops working. Everything you once considered “normal” suddenly becomes irrelevant. You learn to act on the go. To create from scratch. And not just to adapt — but to build a new business ecosystem in real time.

We rightly call heroes those defending our country with weapons. But there’s another front — quieter, invisible, but no less important. It’s the front of entrepreneurs. People who stayed in Ukraine. Who didn’t hide. Who showed up to work the morning after a missile strike and opened the factory. They don’t just keep the economy afloat — they provide jobs, pay taxes, and uphold stability.

And what amazes me most: despite everything, there are still people bold enough to start new businesses. Not “later” — now. Because they understand: a new country needs a new economy. This is no longer just about profit — it’s about responsibility.

To be fair, the state has played a role — with tax breaks, grants, and loans. These truly help. But financial aid is only part of the picture. What’s still lacking is a systemic support infrastructure for business. That’s why some companies have been forced to relocate abroad. They’re not chasing better weather — they’re seeking a stable environment for growth.

But we — we’ve stayed in Ukraine. And we’re growing here.

– How did the first years of war affect your company?

– The first year was a cold shower for the entire sector. No one was ready. We didn’t just lose revenue — we lost our bearings. But we quickly realized: stopping was not an option. So we kept moving forward — not at full speed, and not always in the right direction, but we moved. Some started from scratch, some brought teams back from evacuation, others had to replace mobilized staff. We were among those who regrouped and began searching for a new business logic.

By 2023, we had entered a phase of new strategies. We stabilized, developed new products, invested in training, and strengthened our internal expertise.

2024 was a year of growth. Not a triumph — but real progress. We saw market response and customer appreciation for quality, reliability, and thoughtful service.

Like many others in our industry, we believe that even a brief ceasefire will reignite construction — and with it, demand for furniture. In that cycle, our coatings will also find their place. Because furniture in a new home isn’t a luxury. It’s a necessity. A symbol of rebirth.

– Has the company’s export strategy changed during the war?

– Yes, it has — not in essence, but in form. We didn’t lose exports, we transformed them. Before the war, we had efficient logistics and stable presence in the Caucasus region — Azerbaijan, Georgia. But war reshaped those routes. Instead of fighting the current, we changed direction.

We’ve remained active where there’s stability, partnership, and appreciation for our product’s value. Moldova, Romania, EU countries — these are markets where Lacover doesn’t just operate — it matters. For example, 25% of all powder coatings in Moldova are ours. That’s not just a number — it’s recognition.

The world is changing. But companies that think globally and act boldly will always find new doors, even when the old ones close.

– Have new products been added to your portfolio?

– Yes. But for us, a new product is never “just another formula.” It’s a response to the moment. It’s empathy through innovation.

We developed a powder coating with antibacterial properties. Not because it’s trendy — but because it’s needed. It’s already being used by furniture makers producing for hospitals, labs, and food service. Its applications are expanding daily — because hygiene is no longer a privilege, but a baseline standard.

Our mission is to create a product that not only looks good but makes spaces safer. Every coating we produce is not just pigment — it’s care, science, and a vision of a world where safety is part of design.

– Can you give examples of customized solutions for specific clients?

– Absolutely. We believe true partnership starts with listening — and responding. One example is our long-term client, Kharkiv-based company “New Style” — a brand that knows exactly what it wants. When they approached us with a request for a coating that was not only beautiful but also highly durable, we didn’t offer a standard — we offered a solution.

We created a scratch-resistant finish. But we went further. We factored in the reality that even the best surfaces get scratched — and made those scratches nearly invisible. That’s not just technical innovation — that’s a commitment to aesthetics, functionality, and longevity.

– Looking back at the three years of war — what has changed inside the company?

– We didn’t just survive three years of war — we used them as a launchpad. When everything around is burning, you either hide or become the light. We chose the latter — and turned every challenge into an opportunity.

Our operations and commercial performance stabilized. But beyond that, we:

• expanded our knowledge base and internal team,

• earned more certifications than in all previous years combined,

• built a laboratory that drives innovation rather than just supporting it,

• and invested in education — because we know: a company grows only when its people grow.

It was a transformation. From a company that made quality products — to one that sets the standard.

– What are your plans for 2025?

– We’re not slowing down. 2025 is our year of going beyond the expected. We’re preparing for new certifications — especially international ones. It’s hard, requires effort, knowledge, and operational shifts. But it opens doors to the EU market — where quality isn’t a plus, it’s a requirement.

These certificates aren’t just pieces of paper. They’re symbols of trust — and strategic tools. Each certification unlocks a market. Each new market is a step into a future we are building ourselves.

But what truly helped us stand and grow through the hardest times? The team.

Not just employees — a living organism, where every person is a link that supports the rest. We are a mechanism — aligned, reliable, focused.

From lab to factory floor, from warehouse to office — every single person played a part in ensuring Lacover stayed not just active, but a market leader. When the night brings sirens and the day brings work — that’s not just labor. That’s purpose.

I want to emphasize: no strategy works without people. Every business owner must realize: your team is the engine. Not the logo. Not the tech. The people who choose not to give up, every single day.

The expertise of our team is what sets us apart. Our staff includes high-level scientists and practitioners who not only create products but anticipate future trends. Our service is a benchmark — recognized by partners in Ukraine and abroad.

Innovation is what separates a leader from a follower.

An entrepreneur during wartime isn’t just someone trying to survive. It’s someone building the future, no matter what. Lacover didn’t wait for better times — it created them. That’s not the exception — that’s leadership. And true leadership means never settling for “good enough” — it means always asking: what can I do better?

And if you, like Vyacheslav and his team at Lacover, are still asking that question — then your business is already one step ahead.