Life Before Molfar )
There was this company called TBT Ukraine, which focused on staff training and consulting in B2B sales.
The company had two founders — Andrii Fomychov and Nataliia Fedorenko.
Yes, yes, that's us — the co-founders of Molfar )
One day, sometime in 2015, we decided to develop a personnel assessment system called Sales Assessment Center.
And it actually made perfect sense, since both of us had been working in IT since 1997.
So we quickly put together a team, started developing the product, and then…
The Founding of Molfar
2016 — “The First Steps”
In 2016, we decided to turn the team into a company.
Our third co-founder, Valerii Skibytskyi, joined us, along with two more developers.
And so, on August 4, 2016, the name, logo and… company called Molfar came into existence.
2017 — “Gaining Strength”
In 2017, one of our acquaintances decided to wind down his web development business and handed over all of his clients to us.
That’s how we got our first support projects.
And that’s how the Molfar team began its journey — as a company specializing in the support and maintenance of complex custom websites built with Yii2, as well as projects based on Drupal, WordPress and OpenCart.
Around the same time, our motto “Project Emergency Help” was born — basically, being the “emergency response team” for projects ))
At the same time, we started a major web application development project (under NDA) using ASP.NET Core and VueJS.
2018 — “The First Systematic Projects”
In 2018, our team began working with new partners and long-term clients, including:
- RoST — consulting and technical specification development;
- MFS — branded clothing store, project support;
- Salkom — legal company, website development;
- and many others.
We were gradually moving from individual tasks to systematic, long-term projects.
2019 — “Growth Begins”
2019 brought us quite a few new things )
We started several major projects, including projects for RoST and Image-M built on Yii2, as well as a large number of small, fast website development projects.
During this period, we also started providing UX/UI design and digital promotion services.
That year also brought us our first strategic partner — YourMarketing, founded by Serhii Kutsenko.
2020 — “Crisis = Opportunity”
Our real growth in the market began, somewhat unexpectedly, in 2020, when the COVID-19 pandemic, on the one hand, made life more difficult for many of our clients and, on the other, accelerated the move of a huge part of the market online.
For Molfar, this became a kind of springboard.
Businesses needed to get into e-commerce quickly and at a reasonable cost — and we were ready to make it happen.
In 2020, we started a major system automation project for the “Labor Protection” publishing house, built on Yii2.
The project included:
- the publishing house website;
- an e-magazine;
- e-commerce;
- a digital archive with a convenient cataloguing system;
- a search system;
- an online reader;
- expert consultations.
The project is still actively developing today.
That year, the Molfar team reached 16 specialists, while we were supporting more than 30 clients.
2021 — “Growth Takes Off”
In 2021, we strengthened our expertise in publishing automation.
We delivered another e-magazine and e-commerce project for the Agro-Pro publishing house.
We also started several new system projects, including:
- Viking Trans — a construction and logistics company;
- DniproLab — a laboratory network;
- Keep Style — a branded clothing company;
- Aclima — a climate equipment supplier.
The RoST project also received significant development.
We integrated ElasticSearch, created a B2B customer portal with an “Order Wizard”, the ability to store an unlimited number of shopping carts and perform operations between them, integrated the e-commerce platform with 1C and the GibLab cutting system, and implemented many other useful features.
During this period, we found a great technology partner — Malevich Studio, with whom we started joint development and support of web and mobile e-commerce solutions.
Molfar’s financial results in 2021 more than doubled compared to 2020.
We were moving forward confidently and rapidly…
But…
2022 — “War”
On February 24, 2022, the “orcs” came to us.
The war began.
By the middle of the year, the business owners and part of the team were volunteering or serving in volunteer defense battalions.
But thanks to the courage of the Ukrainian army, the resilience of Ukrainian businesses, and the commitment of our team, we found the strength to return to work.
In the autumn, Molfar began its recovery.
Yes, we did not achieve our goals in 2022.
But that year became a huge lesson for us — a discovery of humanity, ingenuity, positivity, and the Ukrainian people’s belief in victory.
2023 — “Hope for Recovery”
We entered 2023 hoping for a quick return to peaceful life.
Hungry for work, the team plunged into a huge number of different projects and new technologies.
Among them were:
- a web application for an equestrian sports school;
- a portal for an international logistics company;
- an e-commerce project for Sanpid, a home appliance store;
- e-commerce for the Adonis pharmacy network;
- an e-commerce store for OneSapan, a sports equipment and activewear retailer;
- e-commerce for Center Doors, a network of door stores.
We also gained several powerful strategic partners.
- Luxsite Agency — a leading Ukrainian digital marketing company.
- DevOps Monsters — a team that took responsibility for administering our infrastructure and resources.
That same year, we began actively working with international projects.
We gained clients from the European Union, the United States, China and Australia — largely thanks to our new Australian partner, Shtudio.
And although the war continued, we gradually adapted to the new reality and began building strategic plans to transform the company into Molfar 2.0 in 2024.
2024 — “The Growth Crisis”
In 2024, we realized for the first time that managing a larger company in the same way we had before was no longer working effectively.
So we decided to make structural changes.
They affected both our business model and our management system.
We divided development into two directions — standard solutions and custom solutions — and created a separate project office.
This was also when our management team finally took shape.
Alongside the founders, it included Mykhailo Sokil, Dmytro Kozhemiakin — Head of the Project Office, and Roman Karetnichenko — CTO.
That same year, we began introducing new company-wide standards:
- a new project management system;
- a wiki system for storing documentation;
- industrial-grade development and testing standards.
We also launched ongoing English-language courses for our team.
And, of course, the big one — we got a new and exciting project: Topotronix, a geodetic equipment marketplace operating in Latvia and Portugal.
2025 — “Restructuring”
In 2025, we continued the company transformation process.
Some of the structural changes introduced in 2024 produced very good results.
The Project Office significantly improved the efficiency of working with clients, whose total number exceeded 200.
Proactive resource planning helped us complete tasks more efficiently and faster.
However, after a year, splitting the development department into two directions proved ineffective and was recognized as the wrong decision.
So we brought the developers back into a single department and focused on making the team more versatile, following the principle:
1 primary tech stack + supporting technologies.
As a result, our financial performance did not show significant growth.
We put a lot of effort into improving support and increasing the quality of our services.
Of course, we continued developing the Topotronix marketplace.
And since we apparently liked working with marketplaces, we took on two more:
- support and further development of Lumini;
- development of Boatify from scratch.
And in 2025, we conducted our first internal audit and assessment of the company’s management team — to better understand our strengths and develop a plan for further improvement.
2026 — “AI”
Finally, the changes we had been making throughout 2025 started to deliver results.
2026 began brilliantly.
During the first half of the year, we achieved a result comparable to the result of the entire 2025.
We actively invested in developing our sales and communication channels:
LinkedIn, Facebook, DOU, Clutch, our own expert Telegram channel, and we also placed a separate focus on increasing the effectiveness of our partner network.
We are using AI more and more deeply in our everyday work.
Modern AI models and tools help us complete tasks faster and with higher quality — which, in turn, makes Molfar more competitive in the market.
This spring, we started several interesting e-commerce projects and also joined a large team working on a major startup project for the global oil and gas industry — HelmX.AI.
We are also particularly proud that Molfar actively cooperates with companies contributing to Ukraine’s defense and supports charitable organizations.
What’s Next?
We are genuinely optimistic about the future.
We have prepared a development plan for 2026–2027.
We will continue delivering interesting projects, building our team and growing professionally.
Our key priorities are:
- Developing our marketing and promotion channels.
- Implementing a new support system and launching a client portal.
- Creating a dedicated “special forces” support unit. It will be a rapid-response team of experts who can quickly step in to solve unusual or critical problems in projects.
- Launching our own portal.
- And most importantly — creating our own SaaS product.
We don't know what the next ten years will look like.
But we know one thing for sure: we are excited to live them.
Together with our team, our clients and our partners.