Senior-level strategic and operational advisory for companies, investors
and business owners facing complex business situations - built on direct
executive experience, not consulting theory.
Overview
Tretiakov Consulting works with two broad groups of clients:
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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.
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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
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
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.
12
years of executive leadership
4+
years in consulting and advisory
20+
projects delivered since 2015
690
employees under direct leadership
Business reality first
Every engagement starts from how the company actually operates,
including its economics, constraints, management capacity and pressure
points, not from a template or a framework
Advice built for execution
Recommendations account for what happens after the decision: who
implements, what can go wrong, and what needs to be in place for it to
work.
Clear priorities
The problem in complex situations is rarely lack of information. It is
too many competing issues at once. The work focuses on what needs to
happen first, what can wait and what should be stopped.
Cross-functional perspective
Transformation, M&A, restructuring and growth never sit in one
department. The advisory work does not sit in one silo either.
Direct personal involvement
The work is done personally. No junior team, no delegation, no handover
after the first conversation. Senior engagement from start to finish.
Honest assessment
If a direction is wrong, the timing is off, or the organisation is not
ready - that gets said clearly. The point is not to extend the
engagement. It is to give the business a real basis for its next
decision.
Engagement Models
The practice works in different formats depending on what the business
requires at a given stage: a focused review, ongoing senior support or
closer involvement in execution.
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.
