TRETIAKOV CONSULTING
TRETIAKOV CONSULTING
Strategic and Operational Advisory for Complex Mandates
Strategic and Operational Advisory for Complex Mandates
Strategic and Operational Advisory for Complex Mandates
Trusted by owners, investors and senior executives
Trusted by owners, investors and senior executives
Senior advisory and operational leadership for companies in difficult, high-stakes situations. Grounded in years of running businesses, not advising from the outside.
Built for international companies pursuing cross-border mandates in selected CIS, Central Asia and the Caucasus, and for European companies facing transformation, execution pressure and critical business decisions.
Senior advisory and operational leadership for companies in difficult, high-stakes situations. Grounded in years of running businesses, not advising from the outside.
Built for international companies pursuing cross-border mandates in selected CIS, Central Asia and the Caucasus, and for European companies facing transformation, execution pressure and critical business decisions.
Senior advisory and operational leadership for companies in difficult, high-stakes situations. Grounded in years of running businesses, not advising from the outside.
Built for international companies pursuing cross-border mandates in selected CIS, Central Asia and the Caucasus, and for European companies facing transformation, execution pressure and critical business decisions.
Trusted by the leaders
Most relevant to owners, investors, boards and senior executives facing business situations that require experienced judgment, operational depth and direct personal involvement.
Most relevant to owners, investors, boards and senior executives facing business situations that require experienced judgment, operational depth and direct personal involvement.
Based in Brussels, Belgium, working with clients across:
European Union
CIS and CEE selected markets
Central Asia and the Caucasus
An independent advisory practice built on direct executive leadership in distribution, manufacturing, industrial operations and cross-border business, combined with more than a decade of consulting and advisory work. Over 50 projects delivered across Europe, selected CIS and other international markets since 2015.
12
12
12
12
12
12
years of executive leadership
years of executive leadership
20+
20+
20+
20+
20+
20+
projects delivered since 2015
projects delivered since 2015
4+
4+
4+
4+
4+
4+
years in consulting and advisory
years in consulting and advisory
695
695
695
695
695
695
people in largest team led directly
people in largest team led directly
TRETIAKOV CONSULTING
TRETIAKOV CONSULTING
TRETIAKOV CONSULTING
Advisory Areas
The practice supports companies, investors and business owners across strategic, operational and transaction-related work in Europe, selected CIS markets, Central Asia and the Caucasus. Each area is built on a single principle: advice has to survive contact with real business conditions.
The practice supports companies, investors and business owners across strategic, operational and transaction-related work in Europe, selected CIS markets, Central Asia and the Caucasus. Each area is built on a single principle: advice has to survive contact with real business conditions.
Interim Management and Operational Leadership
Direct leadership capacity for companies during demanding transitions, execution-intensive initiatives or periods where advisory alone is no longer sufficient, including multi-market situations where execution control becomes critical.
01
Interim Management and Operational Leadership
Direct leadership capacity for companies during demanding transitions, execution-intensive initiatives or periods where advisory alone is no longer sufficient, including multi-market situations where execution control becomes critical.
01
Interim Management and Operational Leadership
Direct leadership capacity for companies during demanding transitions, execution-intensive initiatives or periods where advisory alone is no longer sufficient, including multi-market situations where execution control becomes critical.
01
Business Transformation and Operating Model Redesign
Advisory on broader organisational change that requires a more coherent operating model, management structure and execution architecture across functions, markets or business units.
02
Business Transformation and Operating Model Redesign
Advisory on broader organisational change that requires a more coherent operating model, management structure and execution architecture across functions, markets or business units.
02
Business Transformation and Operating Model Redesign
Advisory on broader organisational change that requires a more coherent operating model, management structure and execution architecture across functions, markets or business units.
02
M&A Transaction and Post-Deal Integration
Support for owners, investors and management teams before and after transactions in Europe and cross-border investment situations involving selected CIS, Central Asian and Caucasus markets, where value depends on strategic fit, operational due diligence, integration discipline and post-deal execution.
03
M&A Transaction and Post-Deal Integration
Support for owners, investors and management teams before and after transactions in Europe and cross-border investment situations involving selected CIS, Central Asian and Caucasus markets, where value depends on strategic fit, operational due diligence, integration discipline and post-deal execution.
03
M&A Transaction and Post-Deal Integration
Support for owners, investors and management teams before and after transactions in Europe and cross-border investment situations involving selected CIS, Central Asian and Caucasus markets, where value depends on strategic fit, operational due diligence, integration discipline and post-deal execution.
03
Commercial Transformation and Strategic Growth
Advisory for companies that need stronger commercial architecture, clearer growth priorities and more disciplined execution across channels, markets and management teams.
04
Commercial Transformation and Strategic Growth
Advisory for companies that need stronger commercial architecture, clearer growth priorities and more disciplined execution across channels, markets and management teams.
04
Commercial Transformation and Strategic Growth
Advisory for companies that need stronger commercial architecture, clearer growth priorities and more disciplined execution across channels, markets and management teams.
04
Market Entry and Business Expansion Advisory
Support for international and European companies assessing new markets, expanding commercial presence or entering selected CIS markets where partner logic, execution capacity and operating reality must be tested together.
05
Market Entry and Business Expansion Advisory
Support for international and European companies assessing new markets, expanding commercial presence or entering selected CIS markets where partner logic, execution capacity and operating reality must be tested together.
05
Market Entry and Business Expansion Advisory
Support for international and European companies assessing new markets, expanding commercial presence or entering selected CIS markets where partner logic, execution capacity and operating reality must be tested together.
05
Industrial Investment and Capital Projects
Support for companies and investors launching new industrial assets, expanding production capacity or delivering capital-intensive projects in demanding execution environments across international European CIS and selected complex markets.
06
Industrial Investment and Capital Projects
Support for companies and investors launching new industrial assets, expanding production capacity or delivering capital-intensive projects in demanding execution environments across international European CIS and selected complex markets.
06
Industrial Investment and Capital Projects
Support for companies and investors launching new industrial assets, expanding production capacity or delivering capital-intensive projects in demanding execution environments across international European CIS and selected complex markets.
06
Board Advisory and Governance Support
Independent support for owners, investors, boards and senior executives who need external perspective, stronger governance and structured oversight on decisions that carry material consequences.
07
Board Advisory and Governance Support
Independent support for owners, investors, boards and senior executives who need external perspective, stronger governance and structured oversight on decisions that carry material consequences.
07
Board Advisory and Governance Support
Independent support for owners, investors, boards and senior executives who need external perspective, stronger governance and structured oversight on decisions that carry material consequences.
07
Engagement Models
The depth of involvement is matched to the situation, not fixed in advance. It ranges from a focused assessment, to sustained judgment as decisions evolve, to direct involvement in execution. What sets the practice apart is that this range reaches all the way into running the work itself, not advice that stops at the recommendation.
Industries
The practice works across sectors where performance depends on how well strategy, operating model and execution hold together under pressure, including multi-market, capital-intensive and transformation-driven environments.
Client Perspective
Selected feedback from owners, investors and senior executives reflecting the depth of involvement, quality of judgment and practical value delivered across complex mandates.
What changed first was not structure on paper, but the way decisions were made across the business. The revised operating model reduced management friction, improved coordination across markets and created a more workable base for growth.
Sophie L.
Executive Director, industrial group, Belgium
Our production model had become harder to manage than it looked from the outside. The transformation brought shorter lead times, better internal coordination and a level of acceptance the business had not achieved in earlier attempts at change.
Markus H.
Managing Director, manufacturing company, Germany
Moving from market entry concept to something operational was where the real value came in. Partner structure, distribution logic and compliance requirements were addressed early enough to make the first phase of rollout far more controlled.
Jan S.
Testimonial 3 Role
What made the difference after closing was the discipline of the integration, not the deal itself. Commercial alignment came faster, organisational friction was lower and the combined business had a firmer base for growth in its first full year.
Clémence A.
Managing Director, investment and advisory group, France
From the start, the expansion was treated as an operating decision, not only a market opportunity. That made the launch sequence more realistic, reduced avoidable delays and gave management greater confidence in the investment path.
Emily T.
Managing Director, industrial and investment company, United States
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Previous
Previous
What changed first was not structure on paper, but the way decisions were made across the business. The revised operating model reduced management friction, improved coordination across markets and created a more workable base for growth.
Sophie L.
Executive Director, industrial group, Belgium
Our production model had become harder to manage than it looked from the outside. The transformation brought shorter lead times, better internal coordination and a level of acceptance the business had not achieved in earlier attempts at change.
Markus H.
Managing Director, manufacturing company, Germany
Moving from market entry concept to something operational was where the real value came in. Partner structure, distribution logic and compliance requirements were addressed early enough to make the first phase of rollout far more controlled.
Jan S.
Testimonial 3 Role
What made the difference after closing was the discipline of the integration, not the deal itself. Commercial alignment came faster, organisational friction was lower and the combined business had a firmer base for growth in its first full year.
Clémence A.
Managing Director, investment and advisory group, France
From the start, the expansion was treated as an operating decision, not only a market opportunity. That made the launch sequence more realistic, reduced avoidable delays and gave management greater confidence in the investment path.
Emily T.
Managing Director, industrial and investment company, United States
Next
Next
Next
Previous
What changed first was not structure on paper, but the way decisions were made across the business. The revised operating model reduced management friction, improved coordination across markets and created a more workable base for growth.
Sophie L.
Executive Director, industrial group, Belgium
Our production model had become harder to manage than it looked from the outside. The transformation brought shorter lead times, better internal coordination and a level of acceptance the business had not achieved in earlier attempts at change.
Markus H.
Managing Director, manufacturing company, Germany
Moving from market entry concept to something operational was where the real value came in. Partner structure, distribution logic and compliance requirements were addressed early enough to make the first phase of rollout far more controlled.
Jan S.
Testimonial 3 Role
What made the difference after closing was the discipline of the integration, not the deal itself. Commercial alignment came faster, organisational friction was lower and the combined business had a firmer base for growth in its first full year.
Clémence A.
Managing Director, investment and advisory group, France
From the start, the expansion was treated as an operating decision, not only a market opportunity. That made the launch sequence more realistic, reduced avoidable delays and gave management greater confidence in the investment path.
Emily T.
Managing Director, industrial and investment company, United States
Next
Next
Next
Previous
Get in touch
A focused discussion can help clarify where to begin.
Get in touch
A focused discussion can help clarify where to begin.
Get in touch
A focused discussion can help clarify where to begin.
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If your business requires strategic clarity, structured advisory or deeper operational support, this is the right place to start the conversation.
Get in touch.
If your business requires strategic clarity, structured advisory or deeper operational support, this is the right place to start the conversation.