SALES FORUM’2025 “Code for Profit. Sales of New Thinking” was held in Kyiv, an event that brought together 300 business owners, CEOs, commercial directors, and heads of sales, marketing, analytics, and export departments. The event was organized by KA Group, which has been forming a professional community of leaders for over 13 years, strategically helping them grow despite challenges and uncertainty.
“We are here to talk about the most important thing – how to build a sales system that grows faster than the team wears out. Today, we are looking for the code for profit: behavioral changes, channel architecture, export potential, and systems thinking,” emphasized Alona Zhupikova, founder of KA Group, in her welcoming speech.
Behavioral economics: why customers are no longer rational buyers
Andriy Dligach (Advanter Group) showed in his analytical presentation that customer decisions are largely shaped by unconscious biases. Ukrainian culture remains paternalistic, and this dictates new rules for communication, service, and sales architecture.
He emphasized that over 70% of Ukrainian consumers’ decisions are made unconsciously, through quick mental models, rather than through rational analysis. That is why brands that operate “logically” lose out to those that work with behavioral triggers, emotions, and trust.
Who really sells in the company
In the MHP case study, Denis Korabliov, Oksana Bornak, and Alexander Palamarchuk showed how focusing not only on transactional relationships but also on the development of clients’ businesses allows you to synchronize roles and eliminate conflicts that slow down sales.
According to Denis Korabliov: “Instead of a sales department, MHP has a customer business development team that focuses not on product shipment volumes, but on the efficiency of the partner’s business: logistics, warehouse, team, motivation, the work of sales representatives and sellers, and internal processes. If necessary, we help to reorganize these processes, set goals, training, motivation, and reporting—everything that really affects the result. It is this approach that allows us to maintain a balance between marketing, sales, and category management and ensures the manageability of the commercial model.”
A unified growth system: when numbers become the language of business
Participants in the discussion included Andriy Myroniuk (Myroniuk Consulting), Anton Fedulov (Sales Label), Oleksandr Kolb (Promodo), and Anastasia Gerasymenko (Kasta SuperApp).
The panel was dedicated to building an integrated revenue system: combining Sales, Marketing, Analytics, and Customer Success. They discussed metrics as a common language for teams, the role of the CEO in synchronizing processes, and a culture of data-driven decision-making.
Export and global competition
Moderator Dmytro Shvets (Start Global) led a discussion with the participation of Iryna Zelenina (Ukrainian Export Alliance), Vasyl Yatsyshyn (Kormotech), and Dmytro Kazavchynskyi (CLIXAR).
Focus: the transition from Made in Ukraine to Trusted in Ukraine, the digitization of export sales, and new rules for working with international buyers.
Invisible barriers in channels
Oleg Koss (LANKA.CX) showed where conversion disappears and why companies often fail to notice the real points of loss. Omnichannel works only when channels do not compete with each other but support a single customer journey.
CX and EX increase LTV only when they work in sync.
Sales culture as a team strength
Marina Avdeeva (Arsenal Insurance / Easy Peasy Insurtech) spoke in a motivational speech about the importance of ambition, service, and discipline:
“Strength is in action. Sales culture is clarity, speed, and consistency.”
Digital transformation at PUMB
Dmytro Polishchuk (PUMB) shared his experience of digitally restructuring the retail business: from the Agile management model to rethinking the role of physical and online channels.
The main focus: sales quality and moving away from a “zoo of products.”
CRM as a company’s operating system
Spartak Polishchuk (Uspacy / RUBICON) outlined three typical CRM pitfalls and showed how to turn it into a growth management system with pipeline health, stage velocity, and conversion loops.
CRM should reflect the real path of the lead, not the picture that the manager sees.
Funnel audit: where businesses lose profits
The final workshop by Vadim Martsenko (Martsenko Sales) allowed participants to see their own “loss zones” in sales funnels, those places where the customer seems to be “thinking” but has actually already dropped out of the process.
Participants’ voices
Oleksandr Dzekan (Factum Auto): “Today, for the first time, I saw our funnel the way it should be. We lose sales where we unconsciously shift responsibility to the customer — and the forum highlighted this very clearly.”
The event was supported by: General Partner MHP, Official Partners KORMOTECH, Linkos Group
Media contacts KA Group – www.kagroup.ua info@kagroup.ua
Interfax-Ukraine – information partner
