The problems we solve
Businesses lose money and market position — we help stop it
Untapped team potential
strong people are underused, and development isn’t tied to business goals
Inefficient processes and ways of working
blurred roles, overload or duplication, and everything slows down
No visibility,
no control
no control
no clear picture of how the company runs or where resources are being lost
Specialists in psychology, education and business
Our team brings together psychologists, educators and business practitioners, so that leading-edge theory always meets hands-on practice
Yulia Desyatnikova
25 years of experience
Founder, consultant, executive coach
PhD in Psychology, owner of several operating businesses, 25 years as a business consultant and trainer
Alex Desatnik
20 years of experience
Consultant, trainer
Doctorate in Clinical Psychology (applied work with individuals, teams and leaders, informed by neuroimaging research); PhD in Psychology (research, methodology and evidence-based intervention design)
Petr Kopylov
20 years of experience
Consultant, trainer, L&D designer, executive coach
PhD in Physics and Mathematics, C-level executive, experience in organisational and IT consulting
Alex Korenev
15 years of experience
Trainer, L&D designer
Doctor of Sciences in Education, Academic Director at LGEG, Associate Professor at Moscow State University, winner of the national Best Young Lecturer award
A wide network of associate experts
We bring in specialists to match each brief
A core team of specialists
A strong core of consultants, trainers and L&D designers
Why it works with us
Our route to change — from a blank sheet of paper to a ship ready to sail
6
A working system, not a stack of documents
We build a coherent, people-centred system rather than reports for the sake of reports
5
Change doesn’t stick without support
We back implementation with training and review, so the change actually holds
4
Change that is measured and useful
We roll change out step by step, allowing for context and the team’s readiness
3
Working on the foundations
We design and deliver solutions to root problems instead of patching holes
2
Diagnosis before solutions
We gather input at every level and assess your processes to find causes, not symptoms
1
We start with your real needs
We work with what actually affects the business, not with formal task lists — and help you frame the brief precisely
Cases we’re proud of
How our training works
Our clients
Let’s talk
Even if you have no idea where to start.
Send us a request — we’ll get back to you shortly and answer all your questions.
Send us a request — we’ll get back to you shortly and answer all your questions.
An HRD business check-up
Klavtorg
A successful company entering a new stage of its growth asked for an external assessment of the business as a whole, and of its management team in particular
The challenge
- Ran a series of interviews with top management and employees at every level
- Consolidated the findings into 50+ hypotheses about what was happening in the company
- Surveyed more than 90% of the workforce to test those hypotheses
- Ran psychometric testing with members of the management team
- Delivered a report setting out an integrated picture, with recommendations for the company as a whole and for each executive individually
What we did
The owner gained an independent second opinion on where to take the company next
The result
Launching a new business line
Hattatsu Group
Launch a consulting practice inside a manufacturing company
The challenge
- Mapped the organisational structure of the new unit
- Defined the competency profiles for each role
- Recruited the team
- Trained the staff
- Supported the unit through its first months of operation
What we did
A successful launch of a new, profitable business line
The result
Preparing for IT change
AGC
Deliver the first phase of the company’s IT transformation: preparing an IT representative in every department. An IT representative is a member of the department who is not an IT specialist but understands its processes and its local automation needs in depth.
The challenge
- Defined the remit and competency requirements for departmental IT representatives
- Selected the right people from within each department
- Ran an in-person induction training covering a wide range of topics — from using basic digital tools independently to writing specifications for external contractors
- Set up a series of follow-up support meetings for the representatives
What we did
A team of 20 specialists from across the business who speak a common language and, at the same time, understand automation deeply within their own area. The team became the foundation of the company’s IT transformation
The result
The company’s DNA
NDA
Define the psychological and behavioural profile of the client’s top performers, so that the company can reproduce them systematically
The challenge
- analysed more than 100 behavioural, cognitive and motivational factors;
- identified recurring patterns of thinking, decision-making and interaction;
- cross-checked the qualitative findings against validated psychometric instruments to test the hypotheses quantitatively.
We ran a series of in-depth business and psychological interviews with 10 key employees, in the course of which we:
What we did
The analysis produced a model profile of a top performer — the company’s DNA — a stable set of cognitive, behavioural and motivational characteristics.
- identify potential top performers among current employees;
- use the profile as a hiring criterion;
- embed the model in assessment and development processes.
This model became the basis for standardised assessment instruments that make it possible to:
The tools were scaled to several thousand employees across the company.
The company gained a data-backed profile of its top performers.
It now underpins decisions at every stage of the HR cycle: hiring, assessment, development, succession planning and building the management team.
This reduced subjectivity in people decisions and created a systemic competitive advantage.
It now underpins decisions at every stage of the HR cycle: hiring, assessment, development, succession planning and building the management team.
This reduced subjectivity in people decisions and created a systemic competitive advantage.
The result
HRD rapid response
Universal
Bring a division of the company out of a state of acute stress
The challenge
- Ran a diagnosis through a series of interviews
- Segmented employees by how they respond to stress
- Delivered straightforward training drawing on cognitive behavioural techniques
- Held individual therapeutic sessions with some of the employees
- Gave the head of the division a set of recommendations
What we did
Better morale and a marked rise in productivity, which both employees and management attribute to our involvement — and, as a consequence, a substantial increase in the division’s profitability
The result
