On our investment platform, we aim to share real success stories that can inspire and help readers make the right decisions. Today, we spoke with an entrepreneur from Odesa who invested in the “Galia Baluvana” franchise — a popular Ukrainian chain of frozen food outlets. He shared his journey: from first steps to managing six stores, the challenges he faced, the profitability, and gave valuable advice for those considering investment in this field.
Interviewer: Hello! Thank you for agreeing to this interview. Could you tell us if you had any investment or business experience before you discovered “Galia Baluvana”?
Entrepreneur: Hello! Yes, I grew up in a business family, but eventually realized I wasn’t playing a significant role — it was something any hired employee could do. So I decided to build a career in sales. I started as a sales representative and by the age of 35, I had worked as a sales director and commercial director in various companies. I almost always had some side business, but I only managed it in my free time. “Galia Baluvana” was the first project where I took on full management responsibility.
My family and I searched for a promising direction for a long time. In 2021, there were many franchises in this niche. I traveled across Ukraine — from East to West, Kyiv to Kharkiv — talked to owners, studied formats. Eventually, I chose “Galia Baluvana” because of its strong brand recognition. People would even come to Odesa and look for the stores because they knew the brand from Kyiv — tasty and convenient.
Interviewer: So you believed in the idea right away?
Entrepreneur: Yes, I had no doubts. I saw how the brand performed and knew it had potential. We opened two stores almost at the same time. The first was harder to launch, but the franchisor helped — they shared equipment supplier contacts, advised on space layout — where to place the tables, meat section, displays. Still, without experience, we had to learn on the go. Preparing the first store took a month, and a month and a half later we opened the second one.
I always planned to scale — I knew one store wouldn’t be enough. The first was 150 square meters with production; the second, 80 square meters without production. They’re located about 3–4 km apart. We managed to launch the larger one in 2.5 months, and the smaller one in 1.5 months. Back then, four partners bought the franchise in Odesa, so I rushed to secure the best locations.
Interviewer: How long did it take from idea to first profit?
Entrepreneur: About seven months from the decision to open a business. I spent six months studying the market, traveling around Ukraine, then another three months on the agreement, renovations, and equipment purchase. We saw profit from the very first month — each store became profitable as an independent unit.
Interviewer: Now you have six stores. How did the scaling happen?
Entrepreneur: The first two stores opened in the fall of 2021. The third opened in December the same year, and we signed the lease for the fourth in February 2022, but it opened in May due to the full-scale invasion. Then we added two more stores approximately every six to twelve months.
Interviewer: Were there any surprises that delayed new openings?
Entrepreneur: Apart from the war, nothing critical. There were cases where I planned to open a store but hadn’t coordinated with the central office, and later discovered that another “Galia” store already existed 300 meters away — that spot was off-limits. But this happened before launch.
Interviewer: How did the war affect your business?
Entrepreneur: In the beginning, it was tough for everyone — regardless of store count. Sales dropped, and we donated a lot of products to volunteers and territorial defense. People were focused on survival, not dumplings. But it wasn’t about the franchise or scale — just the overall situation. Our partner community helped a lot: we shared leftover stock, equipment, etc.
Interviewer: You mentioned franchisor support at the beginning. How has that changed over time?
Entrepreneur: It’s stayed the same. Initially, their help was crucial — I didn’t know the details and had no experience in setting up production. They advised us on everything. Now that I have experience, I can decide for myself where to place a table or sink. Their support is still available, but I rely on it less.
Interviewer: What challenges do you face now with six stores?
Entrepreneur: The usual issues: staffing — we have up to 40 employees, including 12 salespeople and 30 cooks; rising raw material prices; and blackouts. Blackouts are the biggest challenge since everything is frozen. Without electricity, we can’t produce or store products. If we don’t switch on the generator in time, we can lose inventory worth 500,000–700,000 UAH.
Interviewer: How do you handle logistics and quality control in these conditions?
Entrepreneur: We have clear protocols for each employee — what to check, how to prepare, how to store. For example, salespeople know what to do before opening the register, and cooks know how to monitor freezer temperatures and handle raw materials. All meat delivered today is processed the same day — nothing is left for tomorrow. That’s how we’ve maintained quality for over three years. We developed this system ourselves, though we could ask the franchisor for help.
Interviewer: Do you think the franchise provides enough support for newcomers during war and blackouts?
Entrepreneur: Yes, the franchise helps. Plus, we have a partner community — Telegram channels, Viber groups — where you can get advice from experienced people. Someone will tell you where to get raw materials, someone else will help solve a problem. This informal support is invaluable.
Interviewer: What concerns you the most in your business right now?
Entrepreneur: There’s nothing unsolvable. Everything depends on your willingness to grow, invest time and resources. If you’re ready to work, you’ll find the answers.
Interviewer: Can you talk about profitability using one store as an example?
Entrepreneur: Profitability increases with each new store. I have two production facilities and six stores — four of them without production. Initially, one store can be 5–7% profitable, but with every new location, volumes and net profit grow. If you’re the manufacturer, logistics manager, and seller, the margin can reach 45–50%, compared to 15–25% for those who buy ready-made products. Production is a big advantage of this franchise.
Interviewer: Is there anything you would do differently if starting over?
Entrepreneur: No. I did everything myself — from procurement to interviews. My advice to newcomers: don’t start from a “big boss” mindset. You must be ready to dive into the process — control production, check quality, be on-site every day. Some people invested, thought the brand would do everything, and closed within six months. It doesn’t work without personal involvement.
Interviewer: The food business is considered risky due to quality and inspections. What’s your take?
Entrepreneur: Yes, there are risks — if something goes wrong, consumers can suffer. But it’s all about control. If you’re responsible and stay on top of everything, there won’t be problems.
Interviewer: What advice would you give someone considering investing in “Galia Baluvana”?
Entrepreneur: The most important thing is choosing the right location. Study the traffic, the target audience. You can do everything perfectly, but if the spot is wrong, sales won’t happen. Also, be responsible, believe in yourself, and know how to work with numbers — forecast, analyze, adjust.
Interviewer: Would you recommend this franchise to your friends? Why?
Entrepreneur: Yes, if they find a good location. “Galia Baluvana” is highly developed — even small towns have partners now, so it’s hard to find open areas. But if you find one and are ready to work, it’s a worthwhile investment. There’s competition — many local shops make dumplings — but the brand and support give you an edge.
This story is a great example of how preparation, responsibility, and self-belief can turn a franchise into a thriving business. “Galia Baluvana” proves that Ukrainian projects can be profitable even during challenging times. If you’re thinking about investing — consider this entrepreneur’s experience. It might be your chance!