About
Overview
Tretiakov Consulting works with two broad groups of clients:
The first includes companies across Europe, including Belgium, the Netherlands, Germany, France and other Western European markets, that need experienced external support on strategic, operational and investment-related questions.
The second includes international businesses and investors entering, expanding or restructuring in CIS and CEE selected markets, where execution risk, local complexity and operating conditions matter as much as strategy itself.
The practice is built for situations where decisions carry real weight, execution is difficult and external advice has to reflect business reality rather than abstract analysis. It is not defined by one geography or one category of work, but by the need for senior-level judgment in business transformation, market entry, M&A, growth, restructuring and other mandates where strategic choices must hold under real operating conditions.
Founder: ILLIA TRETIAKOV
TRETIAKOV CONSULTING
Executive background
More than 20 years in senior management and executive leadership across manufacturing, distribution, retail, industrial production and infrastructure-related businesses. CEO and general management roles with full operational responsibility for P&L, commercial development, operations, restructuring, market development, supply chain management, digital transformation and team leadership of up to 700 people.
Direct experience includes large-scale distribution and production in the building materials industry, including one of the largest producers and distributors in the CIS market; industrial manufacturing in aluminium production, including casting, extrusion and diversification into furniture manufacturing; specialty chemicals businesses with multi-country supply chains across Europe and nationwide distribution covering DIY, industrial and retail channels; and infrastructure project work including hospitals, bridges, transport interchanges and airports.
The work has also involved cross-border M&A, including acquisition, post-deal integration and market development across CIS, European and Middle Eastern markets, as well as business transformation, production setup, cost restructuring, operating model redesign, new product development, CRM implementation, retail network rollout and commercial repositioning. These mandates involved direct leadership responsibility, close operational involvement and full accountability for business outcomes.
Consulting and advisory background
Since 2015, Illia Tretiakov has worked as an independent consultant and advisor. More than 50 projects delivered across Europe and CIS countries - covering business transformation, restructuring, market entry, commercial growth, M&A support, operating model redesign, industrial development and owner-side advisory in demanding business situations.
Education
University of Bradford School of Management (United Kingdom), Master in Management
National Technical University (Ukraine), Bachelor’s and Master’s degrees
Approach
Practical advisory for business situations where decisions have to hold under real conditions.
Business problems that involve transformation, restructuring, growth, M&A or market entry rarely sit in one category. They affect strategy, operations, people, commercial logic and governance at the same time. The approach is built around that reality working across those dimensions together rather than one at a time, and testing every recommendation against what the business can actually carry out.
The practice is informed by internationally recognised frameworks such as the G20/OECD Principles of Corporate Governance, ISO 31000 and, where relevant, IFC Performance Standards and World Bank Group EHS Guidelines. These references help keep governance, risk, execution, stakeholder and project issues anchored in recognised international practice while ensuring that strategic decisions remain workable under real operating conditions.
years of executive leadership
years in consulting and advisory
projects delivered since 2015
employees under direct leadership
Engagement Models
Why This Background Matters
Running a business and advising on one are different things. Most consultants work from the outside: they analyse, model, present and leave. They have never carried a P&L, managed a supply chain under pressure, led a restructuring from inside the company, handled post-deal integration while keeping the core business running, or made decisions that directly affected hundreds of people and real commercial outcomes. That difference matters when advice has to reflect what happens after the decision is made: how teams respond, where resistance builds, what the real constraints look like and where execution risk actually sits.
This practice is built on direct experience of managing businesses in real operating conditions. That does not reduce the work to operational issues. It means that strategic work, including transformation, M&A, market entry and growth planning, is approached with a practical understanding of what the business will face once the work begins. Strategy that ignores those realities produces presentations, not results.
01
Executive experience, not theory. Built on direct leadership of businesses, teams, operations and change, not on external observation alone.
02
Strategy grounded in execution. Strategic advice is developed with a clear view of operational reality, implementation constraints and execution risk.
03
Judgment shaped by accountability. The work reflects experience of decisions made with real commercial, organisational and leadership consequences.
04
Relevant in complex mandates. Most useful where transformation, market entry, M&A, restructuring or growth require both strategic clarity and practical realism.
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