Chief Executive Officer, СЕО

CEO, ZNOHUB

ZNOHUB – one of the leaders in the Ukrainian EdTech and a large digital company in the field of preparation for NMT.

In five years, with ZNOHUB products, more than 200,000 students have been trained. Today it is a team of about 100 people, its own technological platform and a comprehensive educational product that combines live classes, recordings, study materials, tests, trial NMTs, progress tracking and student support.

ZNOHUB already has what most startups only try to achieve: a strong brand, confirmed demand, a large core business and a team capable of launching new products.

Take responsibility for the commercial, financial and operational results of ZNOHUB.

Formulate a growth strategy, translate it into annual and quarterly priorities, determine where to invest resources, and ensure the achievement of goals in terms of revenue, profitability and business development.

Strengthen the ZNOHUB core product through the development of the product portfolio, pricing, marketing, sales, conversion, retention and monetization.

Ensure that the product, marketing, sales and operations are prepared for each new seasonal cycle in advance.

Build a unified picture of marketing, sales and retention:

• Where customers come from;
• Which channels provide the best economics;
• Where conversion is lost;
• What affects retention and repeat sales;
• Which products and segments have the greatest potential.

Use this data to make decisions on budget, pricing, product and growth priorities.

Identify and test new opportunities beyond NMT preparation, in particular products for younger students, support for studying abroad and other educational services.

Quickly test demand and unit economics, scale strong areas and stop those that do not confirm business potential.

Evaluate the current structure and team of leaders, determine clear areas of responsibility and decision rights.

Build a management cadence in which the company works through clear goals, metrics, regular forecasting and accountability, without constant involvement of the founder in daily decisions.

• Deep understanding of the business model, product, team, finances and customer journey.
• Written diagnosis of key opportunities and bottlenecks.
• Understanding of where the company earns, what limits growth and what areas need the most attention.
• Without premature structural changes.

• Diagnosis translated into a focused plan.
• Defined main growth priorities.
• The company starts working through shared goals, metrics and areas of responsibility.
• A regular management rhythm has been launched: planning, business reviews, forecasting and reporting.

• CEO is an obvious executive leader for C-level and the whole company.
• The founder is no longer the default point for daily operational decisions.
• There is a measurable plan for the development of the core business and new directions.
• The first improvements in growth, management or economics are visible.

• The core business grows according to the agreed plan.
• Marketing, sales and retention work through a unified system of metrics.
• One or two new directions have been validated, scaled or stopped according to clear criteria.
• ZNOHUB is ready for the next seasonal cycle without constant involvement of the founder.
• CEO fully owns P&L and the overall result of the company.

• Experience in managing a company or a large business unit with real responsibility for P&L.
• A specific track record of revenue growth and profitability.
• Experience with marketing funnel, sales, conversion, retention, monetization and unit economics.
• Experience in EdTech (a big plus) or in digital B2C, subscriptions, marketplaces and other consumer products.
• Understanding of how digital consumer products grow.
• Experience in managing senior leaders in several functions: product, marketing, sales, operations, finance and people.
• Ability to combine strategic thinking with hands-on execution.
• Experience in a founder-led company or close…