The war in Ukraine has presented significant challenges, impacting civilian infrastructure, displacing millions, and straining the country’s economy. Despite these, the Ukrainian people have shown extraordinary resilience and adaptability. Leading this effort are Ukraine’s logistics companies, which have been instrumental in sustaining essential infrastructure and supply chains across the nation.

While the war has led many Ukrainian citizens to flee their homes in search of safety, local logistics providers have remained steadfast in their commitment to serving their communities. These unsung heroes have navigated the complexities of the geopolitical landscape, leveraging their expertise and resourcefulness to ensure that essential goods and services continue to reach those in need.

Join us in conversation with Mr. Dmytro Savenko, Chief Commercial Officer at MeerLand Group of Companies, our member from Ukraine, to learn more about the company and the state of logistics in the region.

In conversation with Dmytro…

MeerLand Ukraine Team, (Picture Credit: MeerLand Ukraine)

NSRN: Every logistics professional has their own unique path and an interesting story. What drew you to this field, and how has your journey evolved?

Dmytro: Initially, given my passion for history, I planned to pursue an academic career studying historical civilizations. However, life had different plans. After some initial setbacks with university entrance exams during the Soviet era, I enrolled in the economics department at the University.

Looking back, I can see how my background actually laid the perfect foundation for a career in logistics. I grew up in Mariupol, a port city on the Azov Sea, where I was surrounded by sailors' stories of distant lands and fascinating tales of global trade. Our port, though modest by international standards at 14 million tons annual cargo throughput, was the heart of our community. The unique challenges of operating with the Azov Sea's 8.3-meter draft restrictions taught me early on about adapting to constraints in maritime operations.

My first real taste of the industry came as a sailor on a 40,000-ton bulk carrier, where I spent eight months at sea. This experience proved invaluable, but it also showed me that I was more interested in the shoreside aspects of maritime trade. Breaking into the industry wasn't easy - in Mariupol, the logistics business was quite family-oriented and closed to outsiders. However, I had one significant advantage: English language proficiency, which I'd developed through various experiences including studying in London where I completed a Shipping Management course.

My entry point came through a position as a CSD at a survey company. I seized this opportunity and quickly progressed to working as a tallyman, and then as a pre-loading inspection inspector. Each role taught me different aspects of the business. A pivotal moment came when I joined a freight forwarding company handling grain exports, though later I eventually realized I'd reached a ceiling in my hometown.

Despite having a young son, my wife and I made the bold decision to relocate to Kyiv for better opportunities. The ecological situation with the metallurgy industry in Mariupol was a big issue for us as well. There, in Kyiv, I joined FORMAG, which I still consider to be my true professional alma mater for the container industry. This is where I learned the art of selling feasibility studies and began to understand the commercial side of logistics.

The journey continued through the ups and downs of the industry and eventually one day I took the entrepreneurial leap when colleagues proposed starting our own company. In the new establishment, I became both a partner and the head of our Kyiv office, it was another experience, that brings me to where I am today.

NSRN: Building something meaningful often starts with a vision. What inspired you to establish MeerLand in 2015, and how has your initial vision changed and adapted over the years?

Dmytro: The decision to establish MeerLand came from both experience and aspiration. My partner and I had already been founders in another venture, where we had achieved some initial success but also learned valuable lessons about what not to do. These experiences shaped our vision for MeerLand fundamentally. We knew exactly what we wanted and most important what we didn’t want.

The name MeerLand, meaning "sea and earth" was my partner's idea, and it reflected our ambition to bridge different markets and territories. From the very beginning, we had a clear vision of building an international company. This wasn't just an ambitious goal - it was a strategic necessity, especially in such a country as Ukraine.

What set our vision apart was our unwavering focus on values. We believed - and still believe - that values are the foundation everything else builds. For us, these core values centered on honesty, people, and recognizing that people are our most crucial resource. We've always sought to work with individuals who share these values and vision, as this is crucial for us if we consider achieving long-term success.

Over the years, while our fundamental values haven't changed, our approach has evolved. We've expanded our product portfolio and successfully established offices in both Ukraine and Poland. Our management style has adapted, becoming more focused on delegation and flexibility.

What's particularly interesting about our journey is how our past experiences influenced our approach to growth. Unlike our previous venture where we started very boldly and aggressively, with MeerLand we've been more strategic and measured in our expansion. We understood very well what pitfalls to avoid and how to prevent history from repeating itself.

Another main issue, this project was organized without any investment.

Today, our partnership mirrors these principles. With four shareholders across different regions, including our Polish office, we've created a structure where each partner brings different strengths to the table. My partner handles administrative and operational issues, while I focus on sales and marketing. Although we sometimes have different viewpoints - just like any partnership or family - our shared values and twenty years of history together keep us aligned on important decisions.

Looking ahead, we're continuing to evolve. As Ozzy Osbourne sang, "I'm going through changes" - and that's exactly what building a meaningful business is about. It's about staying true to your core values while being flexible enough to adapt and grow in an ever-changing business landscape.

MeerLand's Mariupol Office, (Picture Credit: MeerLand Ukraine)

NSRN: Could you walk us through MeerLand's growth story? From the early days to now - what services have become your strength? What moments stand out to you as turning points in the company's development? What are the core values or principles that have guided the company?

Dmytro: MeerLand's growth story is quite unique, particularly because we chose to bootstrap the company from day one - a decision that has proven crucial to our resilience and independence. While this choice may have made our growth more gradual, it gave us something invaluable: the freedom to develop sustainably and make decisions based purely on our vision and values, without external pressures.

Our journey began during a challenging time - right after Ukraine's 2014 revolution and subsequent economic crisis. This timing, though difficult, shaped one of our most important strategic decisions: to build an international company from the start. We recognized that to create a truly resilient business, we needed to diversify beyond a single market's volatility. This foresight proved invaluable, particularly when we look at the events of recent years.

Several key moments stand out as turning points in our development. The first was our successful establishment during the turbulent post-2014 period. Another significant milestone came in 2019 when we expanded into Poland, marking our first major international presence. The COVID-19 pandemic in 2020 was another crucial moment - one that tested our adaptability. Thanks to an early warning from our international partners, we implemented cost-cutting measures before the quarantine hit Ukraine, including restructuring our operations between our Odessa and Mariupol offices. This proactive approach helped us navigate through the crisis successfully.

Our core strength lies in intermodal transportation, built on over a decade of active membership in several international freight forwarding associations. We've developed a robust infrastructure of partners and contractors that enables us to solve complex logistical challenges for our clients. However, what truly sets us apart isn't just our technical capabilities - it's our approach to business.

We've never pursued industry leadership in terms of size or volume. Instead, we've focused on becoming experts in solving specific, often complex problems for our clients. You might call us a niche company, but one that provides a comprehensive package of foreign economic activity services. This positioning has made us particularly valuable for foreign companies seeking a reliable partner when entering the Ukrainian market.

Throughout our growth, we've been guided by one fundamental value above all others: honesty - with ourselves, our colleagues, and our clients. This principle has built our reputation and shaped our company culture. We believe that maintaining this integrity, even if it means slower growth, creates stronger, more sustainable business relationships.

Looking ahead, we're exploring expansion opportunities other parts of the world, continuing our strategy of thoughtful international growth. Each step is carefully planned and executed with our characteristic blend of ambition and prudence - the same approach that has served us well from our founding days.

NSRN: Many logistics companies have had to radically transform their business models due to the war - from purely commercial operations to handling humanitarian aid and developing secure transport solutions. How has MeerLand adapted its services and expertise to meet these new wartime demands, and what emerging opportunities have you identified in this transformed market landscape?

Dmytro: Our company's ability to adapt quickly to the wartime environment was rooted in decisions made years prior. With one of our offices located in Mariupol and the conflict in Ukraine emerging in 2014, we remained aware that the localized conflict in Donetsk and Luhansk regions could escalate. Although we had prepared evacuation plans for the Mariupol office well before February 24, 2022, the full-scale invasion still came suddenly.

A key strategic choice that proved invaluable was our earlier decision to establish operations in Warsaw, Poland. Between 2014 and early 2019, we gathered information and developed our vision and strategy for our first international office. This international presence, which we had envisioned even before MeerLand was officially registered, became crucial to our business continuity in 2019.

Another decision that unexpectedly prepared us for this transformation was our earlier operational restructuring. Prior to 2020, we had consolidated much of our operations in Mariupol, which served as our backup office. While this was originally a strategic move to build a stable workforce in a port city, it mainly helped avoid staff turnover due to good access to logistics talent in the labor market.

When the invasion began, this became a huge challenge as approximately 80% of our staff was in Mariupol, surrounded during the siege without any communication. When Mariupol was blockaded and we temporarily lost contact with our team, we faced the most critical moment in our history. It created an operational bottleneck amid stress, panic, and the collapse of basic infrastructure.

Fortunately, when our people were able to evacuate and reestablish contact with management, the operational situation was somewhat under control, and we had already arranged workplaces and living accommodations for them in Warsaw. This was made possible through the tremendous support of our Polish partners and colleagues, who helped facilitate this urgent relocation.

This rapid workforce relocation coincided with a massive shift in cargo flows, as Ukrainian Black Sea ports were closed and traffic redirected to Polish, Romanian, German, and other EU ports. We found ourselves in a unique position in the Ukrainian market with our established EU office, operational infrastructure, and most importantly, an experienced team already in place. Our experience in the B2B sector, thanks to our international freight forwarding association membership, enabled us to handle a significant portion of the redirected cargo volume through alternative routes.

From the very first days of the Russian invasion, our team members took on an additional crucial role by joining the Crisis Coordination Center at the Ukrainian Embassy in Warsaw. Our team volunteered to organize supply chains for humanitarian aid in coordination with Ukraine's Ministry of Foreign Affairs. This involvement not only allowed us to contribute to crucial humanitarian efforts but also helped us develop expertise in handling various types of cargo, including dual-purpose and military items under challenging circumstances.

The transformation of our business model hasn't just been about adapting to new routes or handling different types of cargo - it's been about developing comprehensive secure transport solutions that meet the unique demands of the current situation. Our experience in coordinating with various stakeholders and managing complex logistics chains has proven invaluable in this new environment.

This period has shown us that in logistics, adaptability and having strong international networks are not just advantages - they're essential survival skills. While we never anticipated this exact scenario, our long-term strategy of building an international presence and maintaining operational flexibility has enabled us to continue serving our clients while also contributing to humanitarian efforts and supporting our people and country in such dark times.

Destruction at MeerLand's Mariupol Office as a Result of the War, (Picture Credit: MeerLand Ukraine)

NSRN: Could you share any insights into the current state of Ukraine's logistics infrastructure? What investments or improvements you think are needed to strengthen the country's supply chain?

Dmytro: Certainly. Ukraine’s logistics infrastructure is facing a tough reality right now. While there are some hopeful signs— like Maersk resuming service at the Port of Chornomorsk—there’s still a long journey ahead before everything is fully up and running. Roads are in bad shape, the airspace is closed, airports are closed and damaged, bridges are destroyed, and certain areas are still heavily mined. These issues make it extremely difficult to move goods efficiently across the country.

But infrastructure isn’t the only challenge. Ukraine is also wrestling with a lot of old regulations and bureaucratic hurdles left over from the Soviet era. These outdated rules make basic operations, like accounting and VAT processes, way more complex than they need to be. So, while Ukraine is talking about aligning with the European Union, it sometimes feels like we’re stuck. Without streamlining these regulations, all the rebuilding in the world won’t make the logistics sector as efficient as it needs to be.

On the brighter side, the struggles of recent years have highlighted just how urgent these changes need to be. There’s now a real opportunity for a regulatory reform, and I think we’re starting to see that momentum. When we make these adjustments, it could transform the logistics landscape sector in Ukraine.

We're seeing a shift of business from Ukraine to the EU as companies establish operations in neighboring countries like Poland, Romania, and Germany, creating increased demand for logistics support. These countries are not only becoming transit hubs for Ukraine but also helping bridge gaps caused by challenges back home.

The challenges in Ukraine include constant bombing in some regions creating unsafe conditions, military service requirements reducing the available workforce, and unstable electricity supply affecting production and workforce stability. These have become significant hurdles for Ukrainian businesses trying to maintain operations.

Overall, there's a huge need to modernize both the physical infrastructure and the regulatory environment. These two elements must progress together to build a strong, resilient logistics sector for Ukraine's future.

NSRN: With border regulations constantly shifting, especially around Ukraine, how do you keep your operations running smoothly? What recent changes would you say have most impacted MeerLand’s operations?

Dmytro: The reality is that constant change has become part of our operational DNA, especially in Ukraine where we've developed what I might call a 'resilience mindset.' We've learned to adapt to continuously shifting factors - from legislation and exchange rates to port clearance rules and various political and economic challenges.

Currently, one of our most significant operational challenges has been the border situation, particularly the recent strikes impacts. This has notably affected Poland's position as a preferred transit route, and we've observed some clients actively seeking alternative pathways. The situation has been particularly challenging because delivery tariffs from ports to Ukraine can fluctuate multiple times during a single container's journey, which naturally creates complications in client relationships, especially when prices trend upward.

Having offices in both Ukraine and Poland has proven to be a strategic advantage in navigating these challenges. It allows us to maintain operational continuity and respond more effectively to changes on both sides of the border. However, it's important to note that while this dual presence helps mitigate many issues, it's not a complete solution to all challenges.

One ongoing concern is the decision-making process at various regulatory levels, where we sometimes see decisions made without full consideration of operational realities. This adds another layer of complexity to our operations. However, we've found that maintaining transparent communication with our clients about these challenges, particularly when the causes are well-documented in public media, helps maintain trust and understanding during difficult periods.

The key to maintaining smooth operations in this environment has been our ability to remain flexible and maintain strong communication channels with both our clients and regulatory bodies. We've learned that in this region, adaptability isn't just an advantage - it's a fundamental requirement for business continuity.

Destruction at MeerLand's Mariupol Office as a Result of the War, (Picture Credit: MeerLand Ukraine)

NSRN: Could you share how you've supported and guided your team during these trying times? What would you want the international business community to understand about working with Ukrainian companies today?

Dmytro: This is a difficult question and situation. As a leader, you have to strike a delicate balance - never showing panic while also not losing your personal commitment to the situation. You are the support for your people. In our company, this is fundamental to how we operate. Our people are one of our core values, and I see myself as first among equals rather than a traditional boss.

Most of my employees come from cities like Mariupol, Odessa, Kherson, and Nikolaev. While people adapt to everything over time and we're now in the third year of the war - the beginning was especially challenging.

Regarding the international business community... I'll be frank - expecting full understanding from those who haven't lived through this is probably unrealistic. For most, this is just news on TV, a matter of increased transit times and logistics costs. It's funny when we still get asked about credit terms - imagine requesting credit terms during wartime! How disconnected from reality can one be?

I understand It's difficult to convey the reality of our situation.

I say this with no disrespect to our international colleagues. It's simply that the reality of working in Ukraine today can only truly be understood by those who have experienced similar circumstances. For everyone else, it remains abstract - headlines and business metrics rather than lived experience.

That said, we continue to work and adapt, maintaining our professionalism while navigating these unprecedented challenges. What we ask for is not just sympathy, but a practical understanding of our operational context.

MeerLand Ukraine Team, (Picture Credit: MeerLand Ukraine)

NSRN: Many Ukrainian entrepreneurs, along with businesses and governments in neighboring countries like Poland, Romania, and the Baltic states, are actively planning for post-war reconstruction. What is your vision for MeerLand's role in collaborating with both Ukrainian and regional partners to rebuild Ukraine's infrastructure and economy?

Dmytro: Everyone is waiting at the table for when this big pie will be cut, as we're expecting huge traffic volumes once reconstruction begins. While the exact timeline depends on reaching a peace agreement first, we're actively preparing for that future, whenever it arrives.

Our preparation strategy focuses on three key areas. First, we're investing in developing our own products to ensure we have robust solutions ready. Second, we're actively searching for and hiring new employees, with a particular focus on Ukraine - this is part of our commitment to building local capacity. Third, we're conducting comprehensive training programs for our team. These three areas represent our primary growth vectors for handling increased cargo volumes efficiently.

MeerLand Ukraine Website

MeerLand Ukraine LinkedIn