As companies grow, services and processes often become more complex than the product itself. Clients expect speed and quality, which must be delivered while simultaneously addressing the company's internal needs. In such conditions, the productizing operations help—an approach in which business is viewed not as a service, but as a full-fledged product with its own life cycle, opportunities for continuous growth, and revenue generation.
Eugene Tymchenko, a global product manager with extensive experience in B2B and venture companies, has applied this approach in various industries. In one Ukrainian business, productizing services became the basis for growth: the company, which started as a logistics outsourcer, transitioned to an alternative financing model and became the next Ukrainian unicorn. In this article, Eugene shares how to implement a product mindset in your company and achieve effective results.
Identifying Operational Bottlenecks
"I always start from the upside, where exponential growth can actually come from, and only then look at what's blocking it. Once the growth vector is clear, everything else becomes a constraint to remove. That's usually where you find process overlap, manual routines, and data gaps that quietly eat potential revenue. You fix those not for the sake of optimization but to unlock the next level of growth," Eugene shares.
This thinking later evolved into what Eugene calls Discovery-Led Growth (DLG)—a structured, data-driven approach built on hypothesis testing and measurable results. While DLG defines the mindset, his IDEAS framework translates it into execution. IDEAS—Identify, Design, Experiment, Adapt, Scale—is a repeatable system for turning client challenges into business results:
- Identify where value is lost or can be created.
- Design focused solutions that directly unlock that value.
- Experiment through pilots and data-driven validation.
- Adapt workflows around what proves effective.
- Scale what works and let discovery fuel the next growth cycle.
Using DLG and IDEAS, Eugene doesn't optimize everything, only what clearly connects to revenue, scale, or market position. Each change serves one goal: unlocking the next level of growth.
One such case of Discovery Led Growth was Done, an import financing product. Eugene worked on product operations to find new opportunities for conversion and revenue growth. He focused on the highest-revenue potential—alternative financing—and built around it the systems for credit scoring, data infrastructure, and supply chain optimization that made the model scalable. As a result, the company increased its throughput and began to generate more revenue, currently with an annual turnover of $150 million.
"Automation and data transparency shouldn't be an end in themselves," Eugene Tymchenko believes. "These are basic tools that help businesses understand where they're losing value and promptly find new sources of efficiency and revenue."
Turning Operations into Products
Internal company processes should be viewed as an underestimated source of value. Instead of strengthening control and reporting, Eugene Tymchenko built a data architecture that enabled fact-based decision-making. This is where Done's growth began: a unified data warehouse solution was introduced, credit scoring became automated, and supply chains ceased to depend on manual actions.
Product principles such as the discovery approach, short feedback cycles, and experiments help make each action a separate product with its own goals and measurable results. Instead of managing tasks, the team learned to manage hypotheses: what will generate more revenue, where to cut costs, which processes should be turned into independent products, etc.
Eugene had previously used similar methods at Zakaz.ua, where systematic work with metrics helped increase conversion and purchase frequency, and later at Dnipro, where he applied product thinking to venture processes, turning startup analytics and scoring into a decision-making tool.
As a result, the companies where he started with operational restructuring reached a new level: some managed to attract new funding or increase their profits many times over. "All internal systems can work as separate products and deliver clear results," Eugene is convinced.
Scaling the Framework Across Ecosystems
The system that Eugene Tymchenko developed early in his career has been applied in a wide variety of industries, proving its effectiveness time and time again. He brought the principles of product management and continuous research to Zakaz.ua, Neew Ventures, and Dnipro, companies operating in different fields.
For example, at Zakaz.ua, the largest e-grocery platform, Eugene became the head of product and implemented the principles of continuous testing of hypotheses and metrics. The team began working in discovery and delivery cycles, which allowed them to focus on clear data. As a result, the web and mobile product underwent a complete overhaul and attracted the attention of Glovo, another delivery company, which acquired Zakaz.ua for $60 million.
At Dnipro, where Eugene was responsible for scouting and analytics, he applied Discovery Led Growth to venture activities. Here, Eugene used this approach to identify critical growth points for Dnipro's portfolio startups, helping each project develop based on productized operations. This subsequently became a symbiotic advantage: portfolio startups received assistance in growing and generating their first profits, while Dnipro's venture capital company itself grew and attracted more and more new projects seeking to gain a high position in the market.
And at Neew Ventures, a Berlin-based startup studio, Eugene's approach became the basis for the operating model. Using his discovery frameworks, the team reduced time-to-market and launched two MVPs in six months, including a project to optimize waste incineration using computer vision and sensors, which gained its first customers in just three months.
Today, Eugene's product approach is used in various ecosystems—B2B, B2C, and VC. His Discovery Led Growth helps implement evidence-based management principles in any environment with data, hypotheses, and users. This experience sets a new standard for product leaders who build businesses on proven solutions.
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