Despite martial law and the unstable economic situation, Ukrainian entrepreneurs are not only maintaining their existing assets but are also actively seeking new investment opportunities. Their activities span technological initiatives, infrastructure, educational programs, culture, insurance, and even international restaurant concepts. The LIGA.net editorial team spoke with key figures in the Ukrainian business community to find out how their investment priorities are shifting amid these challenges.
Infrastructure and education—the foundation for long-term growth
In the case of Vasyl Khmelnytskyi, the founder of the UFuture holding company, the focus is on long-term projects: an industrial park in Bila Tserkva and the UNIT.City innovation hub in Kyiv.
According to him, the strategy involves investing in sectors with high potential—education, manufacturing, and infrastructure. This approach is designed to lay the foundation for sustainable development and asset value growth. The focus is not simply on real estate development, but on building an ecosystem that brings together technology, people, and resources. This means that even in times of crisis, asset selection is not based on impulsive decisions, but rather on thorough conceptual analysis and scenario modeling.
Conservative real estate + digital assets
Combining traditional investments, such as real estate, with modern digital projects has become a key element of the strategy being implemented by investor Maxim Krippa. His portfolio includes the Hotel Ukraine, the Parus Business Center, the NAVI esports team, and Maincast Studio. This approach ensures that real estate evolves alongside technological sectors that provide flexibility, scalability, and long-term business sustainability.
In times of instability, when physical assets can be risky, digital projects offer greater adaptability to change. One area under consideration is the creation of an arena for international competitions—the target audience and potential profitability have been carefully considered here. However, it is precisely the lack of a clear concept or a predictable revenue model that could derail the project: and this is one of the reasons why certain large venues do not fall within its scope of interest.
Insurtech and Support for the Arts
In the case of Marina Avdeeva, co-owner of the insurance company “Arsenal Insurance,” we see a focus on the digital transformation of the insurance sector. She launched the Easy Peasy Insurtech platform, which allows users to pay for auto insurance based on actual mileage. As consumer behavior changes—with many people working remotely, moving, or driving different distances—this model becomes even more relevant.
At the same time, Avdeeva invests in real estate abroad and supports contemporary Ukrainian art. Her support includes purchasing works by leading artists and sponsoring cultural projects—this allows her to combine financial and social impact.
Expansion of the Restaurant Industry in the EU
Olga Kopylova, the founder of the Chornomorka restaurant brand , has chosen a strategy of expanding beyond Ukraine by opening locations in several European countries. She oversees the entire process—from catching seafood to preparing dishes—which ensures consistent quality and flexibility in new environments.
In times of crisis, when Ukraine’s domestic market faces significant risks, geographic diversification becomes a key advantage. A business with international locations can partially mitigate the impact of local shocks and leverage European operational models and standards.
Investing in Knowledge and the Stock Market
Timofey Milovanov, president of the KSE (Kyiv School of Economics), is known as an investor in knowledge and financial instruments: Since 2008, he has been investing in U.S. index funds, such as the S&P 500, as well as in companies like Tesla and Nvidia. At a time when the economic situation in Ukraine remains unpredictable, investing abroad and in the stocks of major technology companies serves as a means of hedging risks. At the same time, Milovanov supports educational initiatives that shape the future of human capital—a factor that is becoming increasingly important for the country as it undergoes reconstruction and transformation.
Privatization and Local Healthcare Assets
Oleksiy Davydenko, head of the company “Medtekhnika,” is focused on local investments with an emphasis on practical needs and social significance. He actively purchases medical facilities at regional auctions, even near the front lines, and under his leadership, the network has expanded by a third, while production capacity has nearly doubled. In this way, the business is responding to shifts in demand: healthcare remains one of the most critical sectors during wartime and the post-war period. The strategy recognizes that even in difficult times, medical infrastructure serves as a fundamental asset with significant social and economic value.
What these strategies have in common
First, all of the examples cited show that investors are looking not just for scale, but for substance. The priority is an asset with a clear business logic, the potential to create added value, and the ability to adapt to new realities.
Second, diversification —both in terms of geography and asset class—is becoming an essential element of risk management. Companies that operate in only one business sector or are tied exclusively to the Ukrainian market face a greater risk of falling into the trap of unexpected changes.
Third, technology and digital solutions are increasingly serving as catalysts. Insurtech, e-commerce, and telematics are precisely the areas that enable flexibility and rapid response to challenges.
Fourth, the social component is becoming part of the investment rationale. Supporting education, science, culture, or medical infrastructure not only meets social expectations but also strengthens reputation and creates long-term opportunities for asset growth.
In the face of the crisis, Ukrainian business leaders are opting for an approachthat combines boldness and prudence: investments are made not on a whim, but in projects with real prospects and a clear revenue model. This situation shows that even in difficult times, it is possible not only to survive but also to move forward—not through scale or brand name, but through substance, quality, and a strategic approach.