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Development of the Concept and Assessment of the Investment Attractiveness of New Projects

This service is a condensed version of what we provide to clients as part of our more comprehensive service – Strategy Development and Implementation. Interim Management. Crisis Management. As a result of this engagement, we deliver a developed informational/intellectual product (such as a project concept, business plan, etc.) to the client and do not necessarily participate in its subsequent implementation. During the early years of RAIN, assessing the commercial/investment attractiveness of projects was our core service. Over time, however, it was surpassed in volume by our more comprehensive services. Nevertheless, it remains something we do regularly for our clients.

There are three typical situations in which a project initiator may find themselves:

The project initiator has a business idea that appears commercially attractive but lacks a sufficient informational and analytical foundation to make a final investment decision.

The project initiator owns a resource that is being used inefficiently (for example, an idle production facility, a plot of land, an unused energy resource generated by an existing production process, certain know-how, or a patented technology) and would like to identify its best possible use. However, the project initiator lacks a sufficient informational and analytical foundation to make key investment, strategic, or operational decisions.

A situation somewhere between the first and the second: the project initiator has already invested part of the required capital into the project but has paused at a certain stage to think again before investing the remaining funds.

In the first situation described above, we typically:

- conduct an assessment of the investment attractiveness of the business idea (see diagram);

- compare the findings with the client’s capabilities and continue focusing on one key question: what exactly will make this particular new project to remain relevant to the market and maintain a sustainable long-term competitive advantage? Based on this, we provide a balanced recommendation: “Proceed with planning and implementing this idea!”, or “This idea should not be developed further!” (or, in some cases, a combination of the two, subject to specific conditions).

Although “This idea should not be developed further!” usually means that we will not continue cooperating on the development of that particular idea, we issue a negative conclusion in more than 30% of cases. Clients whom we helped to save money often return to us with new ideas.

In the second situation described above, we:

- generate business ideas (a regular part of our practice, based on our extensive cross-industry experience); sometimes as many as ten ideas, though usually fewer;

- work closely with the client to select the most promising ideas (typically two or three) for more detailed analysis;

- assess the investment attractiveness of the shortlisted ideas; and then

- compare the findings with the client’s capabilities in order to provide a recommendation: “Proceed with implementing this idea!”, or “Let’s continue looking for better ideas!”

Unlike the first situation, where we may provide a negative recommendation (“Don’t do it”), in the second situation we continue working until we identify a commercially attractive idea for the client.

The partners of RAIN accumulated extensive business experience in launching new projects both before and after the company was founded in 2002. We consider this body of experience to be one of the company’s unique assets.

We believe that selecting the right business or investment project at a particular point in time is by far the single most important factor determining success, well ahead of everything that can be done after the project begins. Therefore, it is impossible to overstate the importance of collecting and analyzing business information and making the right decision at an early stage.

In other words, assessing a project’s investment attractiveness is typically a relatively small expense compared to the overall project budget, yet it can save the entire investment from being lost.

Market Entry Strategy for Foreign Companies Entering a Specific Segment of the Ukrainian Market

In essence, this service does not differ significantly from the first and second situations described above.

The primary difference is that, in this case, the client usually already knows its own business and has experience entering other markets but wants to make the right decisions from the very beginning when entering a new market that is unfamiliar to them. As part of this service, we also typically help the client identify and establish relationships with suitable commercial partners.

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Andriy Boyechko, CFA Managing Partner

Professional experience:

More than 25 years of hands-on experience in delivering complex business projects for clients across a wide range of industries, including food manufacturing, healthcare, IT, apparel, e-commerce, retail, real estate, and, more recently, defense technologies.

He has led the development of numerous national and regional market leaders in Ukraine — several of them built from zero — as well as one global industry leader, working closely with business owners and management teams.

His core expertise includes strategy and go-to-market execution, sales and marketing, organizational design, corporate finance, and investments, with a clear focus on delivering measurable practical results.

Alongside his client work, Andriy has also built a number of his own growing businesses, which further shapes his pragmatic and results-oriented approach.

Andriy studied business in universities in Ukraine, the United States, and Austria. In 2001, he became one of the first Ukrainians to earn the Chartered Financial Analyst (CFA) designation through the globally recognized CFA Institute program.

Roman Baranov Project Manager

Professional experience:

20 years of practical experience in strategy development and implementation, online and offline marketing, sales, as well as various HR-related areas.

He has a significant number of successful cases in the development and launch of new products (more than 40) across various industries. He also has successful experience in rebranding and relaunch campaigns for several leading national and regional brands.

His greatest experience is in the following industries: food production and distribution, FMCG, healthcare, retail, e-commerce, and professional services.

He has experience in startup projects as a co-founder, manager, or functional lead, including: a full-service digital marketing agency (2016–present), a product IT company (2022–present), a food production and export business (2021–present), and an online retail business (2009–2014).

He received business education in Ukraine and Germany. He is fluent in English, German, and Spanish.

Yuriy Panchenko, CFA Project Manager

Professional experience:

More than 20 years of experience in investment project evaluation, new business concept development, strategy formulation and implementation, and building effective management teams.

His focus includes company restructuring, operational improvements, market research and new project evaluation, change management, and the implementation of solutions that create value for companies and entrepreneurs. He has completed more than 100 projects of varying complexity. He also has experience building several successful businesses from the ground up.

His deepest industry experience includes residential, commercial, and industrial real estate, trade, energy efficiency, healthcare, steel manufacturing, apparel, industrial lubricants, and others.

He is a Chartered Financial Analyst (CFA) charterholder and is fluent in English and French.