Dmitriy Misarenko: Building Consulting Practices That Outlast Any Single Market
Business Economic Syndicated News 
Misarenko started his career in the financial sector with institutions such as Raiffeisen Bank, before moving into entrepreneurship and consulting in 2017. Alongside his brother, he co-founded two Poland based consulting firms, advising clients across Europe on e-commerce strategy, brand development, and operational scaling.
His work brings together financial discipline with hands-on execution. Clients came to him and his partners for help building structures that could survive beyond a single product launch or a single market cycle, covering fulfilment logistics, HR outsourcing, and marketing research.
Having lived and worked across several jurisdictions, Misarenko has a practical grasp of how businesses behave differently once they cross a border. Banking gave him an early view of risk and process. Consulting gave him the freedom to apply that view to fast-moving companies that didn’t always have the patience for it.
He is now a long-time resident of Monaco and is shifting his focus away from running his own companies day to day. Instead, he is looking to collaborate with established firms on larger, more complex consulting projects, where his background in finance and hands-on experience in e-commerce can support bigger decisions.
His approach stays consistent regardless of the project’s size: build something that works without needing constant intervention. That means clear structures, realistic timelines, and decisions grounded in data rather than assumption. It’s a mindset shaped as much by his years in banking as by the entrepreneurial side of his career, and it’s one he continues to apply as he takes on new, larger-scale work.
Interview with Dmitriy Misarenko
You started in banking before moving into consulting. What made that shift happen?
Banking teaches you to think in terms of risk and process. Everything has a procedure, everything gets checked twice. When I moved into e-commerce consulting with my brother, I noticed most young companies didn’t have that discipline yet. They were moving fast, which is good, but a lot of them didn’t have the structure underneath to support the speed. That gap is where I found the most useful work to do.
What kind of problems were you solving for clients in those early years?
A lot of it came down to operations that weren’t built to scale. A brand would get traction, then the fulfilment side couldn’t keep up, or the HR side was too thin to handle growth. We worked on brand development, logistics, HR outsourcing, and marketing research, but the common thread was always the same: put a structure in place before growth outpaces it, not after.
Did banking and e-commerce ever pull you in different directions?
Less than people assume. Banking gave me a way of thinking about numbers and risk. E-commerce gave me speed and direct contact with how a business actually runs day to day. Put together, they complement each other. A finance background stops you from making decisions that look good short term but create problems later.
You’ve worked across several jurisdictions. What’s the biggest misconception people have about running a business across borders?
That the rules are roughly the same everywhere, just with local variations. In practice, banking relationships, reporting requirements, and even basic logistics can work completely differently from one country to the next. You learn quickly that a setup that works in one place might create friction in another. It’s less about finding one perfect model and more about staying flexible enough to adjust it.
How has living in Monaco shaped the way you approach your work?
Monaco puts you close to a lot of international business activity, but it also gives you a clear view of how much local presence matters, even in a globalised industry. You see firms that combine a strong local footprint with reach across other markets, and that’s the kind of setup I find most effective. It’s part of why I’m looking to bring my experience into a more established firm rather than keep running smaller ventures on my own.
What are you looking for in the next stage of your career?
Bigger, more complex projects. Running two consulting companies with my brother taught me a lot about the practical side of business, from operations to client relationships. But I’ve reached a point where I want to apply that experience within a larger structure, one with more resources and a wider network, where the projects have more moving parts and higher stakes.
Looking back at those years building the Poland based companies, what would you say mattered most?
Consistency. It’s easy to have a strong quarter or land a good client. What’s harder is keeping the same standard over years, across different markets and different teams. That’s the piece I’d tell any consultant starting out to focus on first: not the big win, but whether what you build still works a year later, without you having to fix it every week.
What’s the one thing your banking background still shapes today?
Patience with numbers. Even in fast-moving consulting work, I still go back to the data before making a call. It’s a habit from banking that never left, and honestly, it’s saved me from a few decisions I would have regretted otherwise.
