FlawlessMLM is a key direction of the Flawless Group and a large team of experienced experts. For 20 years, we have been creating unique IT solutions and launching successful MLM projects in more than 90 countries worldwide.
To give you a closer look at what our company is up to today and the strategies that contribute to its growth, we spoke with our CEO, Oleksandr Honcharov. He shared not only the work processes but also personal sources of inspiration and qualities that help create flawless products for the MLM industry.
Interview with the CEO of Flawless Group
- What do you see as your role in the position of CEO of Flawless Group?
- The company's mission since 2004 has remained unchanged – to make the MLM business flawless. My role is to unite people around this mission. After all, achieving any goals and objectives in life requires people. People and the team are the key components of any business.
- What qualities do you consider key for an employee for the success and growth of the company?
- In my opinion, one of the key qualities of employees is a high level of energy and engagement. Each of us is born with certain predispositions, and the true way to know if you are doing what you are meant to do is to observe your energy level when you perform your work. After all, people who do what they don't like are essentially "wasting" their lives. And those who honestly and affirmatively answer themselves the question: does what I am doing here and now bring me pleasure and energy, “pull” the company up and achieve success.
Secondly, integrity and honesty. If a person is energetic and charged but dishonest, their energy can go against the interests of the company, and then something bad can happen.
Equally important qualities are hard skills - proficiency in the necessary programming languages, technologies we need, and soft skills - the ability to communicate and negotiate.
- What key moments of pride can you highlight during your time at the company? Are there any innovations that led to the growth of the company?
- The team is the greatest pride. We have invested the most resources to build the company with the team we have now. This is something that often can't be bought with money - I'm talking about the level of energy on which the team is built.
One of the most important things we have implemented with the team is the system of organizing business processes and training. When there are more than 100 people in our team, it's physically impossible to "reach out" to everyone. Therefore, management shifts from direct communication with people to managing the system as a whole. I always think, first and foremost, about how the system of corporate principles, corporate culture, and business processes should be built to achieve the desired result.
We came to this quite a while ago, but for me, it is a source of pride that high-level decisions in the company are made primarily at the system level. And, of course, we have all the necessary tools for quality management of business processes and systematization of everything: from task setting and organizing checklists to designs, technical specifications, and project release management.
- Can you provide examples of difficult decisions that had to be made in the company and the results that were achieved as a result?
There have been many such decisions, but I can especially highlight one of the cases. It is our Flawless Core platform. About 3 years ago, we looked at what we were doing. After analyzing our technology stack, we realized that it no longer met market requirements, and decided to develop a new platform using completely new technologies for us. This was a rather difficult decision because we had to abandon many developments created over the years and invest even more in the new system. We understood that at the start of the project, we would have less functionality than before the transition - but it would be more modern and secure. At times, it was difficult. We had to restructure, and when creating many new processes, there was sometimes a mini-chaos inside. Unfortunately, some of the guys couldn't adapt to the new stack and left the team.
Nevertheless, the decision to transition was super right. Because thanks to the change in the technology stack, we can confidently look to the future, move forward, and work on projects with 2+ million distributors in the network. We can talk about a high level of security, protection from DDoS attacks, modern interfaces, and many other positive "pluses" that we got with this update. Now, after 3 years, our platform is even more functional than the one we had before the transition.
- Flawless Group implements the practices of the Kaizen philosophy. Share the essence and benefits of this philosophy for the company?
- The key essence of the Kaizen philosophy is the continuous improvement of all business processes, as well as the focus on customers and feedback from them. We constantly analyze what and where can be improved, where we had losses, and how to make a process faster and more efficient, how to get more positive feedback from the client. We look for all possible improvements. Even if an improvement is 1-2% and seems insignificant, if you implement 365 such improvements throughout the year, you will get huge multiple growth in just a year.
The most basic example of processes aimed at improvements is weekly planning meetings, which we hold separately with leading specialists and separately in departments, where we go over the tasks completed over the past week and plan the coming week. We discuss what difficulties arise, and the question "what can be improved?" always sounds at our calls. The guys already natively look for these improvements, suggest them to each other, and we constantly emphasize this.
Secondly, retrospectives. This is a process where we analyze what we did on the project over the past 2 weeks or another reporting period set by the process for a specific area of activity. We look at what results we achieved and what results we wanted to achieve, compare them. If we see that somewhere our results do not meet expectations, we analyze at what stage of the process difficulties arose and how to prevent it. Maybe, somewhere a checklist or additional check is missing, or maybe someone from the team needs to take a specific training course to handle this task better. All this helps us to identify and solve retrospectives.
One of the rules we also follow is to make all decisions and calculate them based on data. For example, we always analyze what results new tools will bring to our work in the long term compared to the costs of their implementation.
- In today's competitive environment, every business requires unconventional approaches. What concept would you recommend to ensure results are achieved?
For many years, my ideological inspirer has been Steve Jobs. Despite the difficult traits of his character, I consider him a genius manager and adopt many of his approaches.
Jobs always looked for new growth opportunities and was not afraid to challenge conventional opinions, even if they came from experts.
I'll tell you about one indicative case.
Apple engineers created the iPod prototype and presented it to Steve Jobs, saying they made it as thin as possible. To which he replied that the player could be made even thinner. The team began to argue, saying it was impossible. Then Steve Jobs just threw the prototype into a fish tank that was in the office. In front of the astonished team, the iPod slowly sank to the bottom, and air bubbles began to come out of it. This proved that the device could indeed be thinner, and soon Apple engineers were able to create a thinner iPod.
This example shows that even when engineers with technical education claim that something is impossible to implement, people like Steve Jobs can prove otherwise. Without a deep technical background, but with ideological vision and intuition, Jobs revealed significant growth opportunities, even though he chose an unusual approach for this.
- What key business approaches allow Flawless Group to launch 40+ MLM projects annually?
- First, I would highlight the importance of systematization. If there is a big problem or question, it can always be solved by breaking it down into sub-tasks. At first, the task may seem unsolvable, but when you sit down and break it into smaller parts and analyze who can help you with this, even the most difficult task becomes achievable and understandable.
Secondly, never give up, even when it's hard. Yes, it doesn't always "rainbows." Each of us goes through our trials. But it's important to have the ability not to give up and take another step, and then another. And even if you don't know how long it will be hard, and maybe tomorrow will be even worse, - you need to not give up and go to the end.
And perhaps the most important thing. It is important for every person to find themselves and engage in what brings them pleasure. When you don't have to force yourself to wake up in the morning, and what you do charges you and motivates you for more - this is the key to success in any business, and we pay great attention to this within our team.
- Oleksandr, thank you for the conversation!
- Thank you for the interesting questions!
We hope this conversation format was interesting. This is not the end of our introduction to our team, and we plan to continue sharing the experiences of our managers with you in the future.
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