Rostyslav Vovk at Business Thinkers Forum 2025: How to Build an Effective Model of Corporate Governance — and Avoid Imitation

These are the questions that signal the beginning of a real conversation, not about imitation, but about building a governance system that matters.

At the Business Thinkers Forum 2025, organized by KA Group, Rostyslav Vovk, CEO and Co-owner of Kormotech, shared how this journey is unfolding within the company. The forum brought together entrepreneurs and strategists for an honest dialogue about how to not only survive challenges but grow through them.

“We began thinking about forming a Board when we realized two things.
First, we’re already the second generation of owners, and it’s time to start preparing for succession.
Second, our new globalization strategy required a different level of thinking and experience. We couldn’t move forward on our own,” said Rostyslav Vovk.

In 2024, Kormotech and Enzym Group launched a joint Board of Directors. It now includes nine professionals, including independent directors with extensive experience serving on the boards of other companies. The selection process took over 18 months, not just to find expertise, but also to find people who share the company’s values, understand its culture, and aren’t afraid to ask tough questions.

“In just five board meetings over a year and a half, we’ve made dozens of key decisions and set clear strategic directions. This isn’t about bureaucracy — it’s about the ability to think ahead,” added Rostyslav.

Corporate governance, he emphasized, is not about control — it’s about conscious responsibility. A Board is not just management. It’s governance. It’s the ability to look ahead decades into the future and ask yourself: Are you building a company for short-term results, or future generations?

Your answer to that question shapes everything: your structure, your processes, your decision-making principles, and your readiness to share power.

“The hardest part is not forming a board. The hardest part is overcoming the internal barrier of ownership.”

Accepting that not everything needs to be under personal control is a turning point. The strength of a company doesn’t lie in the founder’s heroism, but in the ability to delegate, to trust, and to build a team. When you're afraid to let go, you're limiting the company’s potential to grow.

“We’re not building a company to sell. We’re building one with a century in mind — so it can thrive long after we’re no longer in operational control. And so we can pass it on not as a burden, but as a responsibility and an opportunity,” Rostyslav concluded.