Dmitry Potapenko is a talented businessman, strategist and a real business shark. It is able to survive in any conditions - the modern crisis only contributes to its development. Perhaps it’s his unconventional approach to problems.

Dmitry Potapenko's statements are analyzed by quotation - each of them is accurate, concise and correct. Unconventional thinking, interesting appearance (he is about a meter ninety tall and weighs about a hundredweight), a wardrobe atypical for a millionaire (you can hardly tell him apart from an ordinary citizen). And the manner of doing business is also non-standard - the retail chains he runs remain afloat during the crisis and sanctions. What is this man's secret?

From security guard to general: resume of Dmitry Potapenko

Dmitry Potapenko's biography is worthy of a separate book. The businessman says:

“I am a native Muscovite in the fourth generation. There are no such people left anymore..."

It is known about his champion title in karate. About his personal life: married with two children. Likes to gain knowledge: “I studied a lot and am still learning.” In addition to the diploma from the Moscow Institute of Radio Engineering and Automation, there are specialized economic degrees: MBA (Economics), BABT under the Ministry of Economic Development, MBA (Business & Economic Option) California State University (HayWard). Such a powerful base allows our hero to build the right business strategies and adhere to his own opinion.

In the late eighties and early nineties of the last century, the hero’s career was far from economic: an orderly in a morgue, a security guard from a casino, a bodyguard for the president of the Russian Credit bank. Working three jobs, in 1989 Dmitry registered his first company, Black Bars, which was engaged in industrial mountaineering. In 1992, he opened the Tusar electronics retail chain; Natashkyang Korotia Systems helped implement the project.

Dmitry Potapenko’s track record is impressive:

• From 1995 to 2000 - Vice President of Sales and Marketing of GrundicGmbH in the Baltic States;
• From 1998 to 2001 - General Director of OJSC MEZ DSP, Vice President of PBC CreditImpexBank (relations with investment development);
• From 2001 to 2003 - Deputy of Logos Companies, General Director of Wholesale Sales Centers LLC;
• From 2003 to 2005 worked as a manager for the Pyaterochka sales network (Moscow and the region);
• From 2005 to today - founder and co-partner (manager) of ManagementDevelopmentGroupInc. (trademarks “Gastronomchik”, “Prodeko”, “Marka”).

Not all enterprises are the hero's property. But the businessman made an obligatory personal contribution to the work of each of the entrusted “offices”.

Pride in what you've done

“I have always worked and very hard,” admits Dmitry. “And I will work, because life is work... and every time on something different.”

For example, at GrundigGmbH he created marketing strategies and positioning of the organization's interests. I was looking for ways to reduce tax payments. Organized wholesale and retail trade operations with a turnover of $120 million/year. At GrundigGmbH, Potapenko conducted many internal trainings for employees, developed new services and products, and did work related to cooperation with South Korean, Chinese, American and German partners.

In a large European plant for the production of furniture parts and chipboards, MEZ DSP, Dmitry had a lot of work - from restructuring the organization to drawing up an anti-crisis management algorithm. Prescribed a business development project with CreditImpexBank. Various areas of activity required optimization - from working with customs and credit relations to adapting the company to fiscal audits. Led many management matters - from a team of 2,500 people to structuring a team of directors (according to the Myers Brix typology). Engineering knowledge also came in handy.

In Logos and the Wholesale Sales Center, he created a group with seven different directions - each was a channel for the wholesale and retail sales of printed products in Moscow and the Commonwealth. Here, too, we had to start with a restructuring process. Everything is already established - from products, services, training programs and seminars to procurement control, logistics and sales. We also had to plan new activities.

In Pyaterochka and Karusel, Dmitry Potapenko’s network business included more than 150 objects. I had to interact with the “power-holding” authorities in Moscow and the Moscow District. This affected work with the Leningrad region and the Northern capital. Resolved many issues regarding the acquisition of plots or ready-made buildings. Dmitry controlled and coordinated many architectural projects in the required authorities (all shopping complexes were created in one concept). Studied merchandising, planned and supervised the activities of specialists. Took control of investments and financial flows, organized the company's pricing and sales policies.

There, he prepared the company's shares for listing on the stock exchange as securities, and on the stock exchange as a new issuer. There were already 10,000 people under command.

Modern ManagementDevelopmentGroupInc includes at least one and a half dozen retail chains, restaurants and industries. The total turnover of all "wealth" is more than $140,000,000 per year.

Dmitry about the crisis

The tireless Potapenko believes: before the crisis, entrepreneurs did not work, but “ruled.” The pace of economic decline is causing panic, but not Potapenko.

He believes: there is no crisis in Russia, since there is no... own stock market. Western partners are simply curtailing their projects, and it is our own fault that for 20 years we were only engaged in administration.

Potapenko states: everyone started working only with the advent of the crisis. Until that time, everyone was working “just like crap” (quoting a businessman):

“Now they have begun to set some goals and reduce costs associated with business processes. And before that, many people had businesses to show off in front of women,” Potapenko states categorically.

Subway Millionaire

Dmitry himself does not “shy away”: he calmly travels by metro (he has a travel card), train and any other public transport. Not because he doesn’t have his own cars - there are five of them in the garage (Mitsubishi Pajero, Lexus and KiaRio brands). The question is how exactly is it convenient for him to travel when there are always 5-6 flights or transfers a week.

He believes that a fetish in the form of a super expensive car is real schizophrenia. And the person who thinks this is cool has serious problems with an inferiority complex.

The impact of the crisis on the work of Potapenko’s enterprises

The crisis affected the work of the organizations headed by Dmitry. It is admitted that the level of demand has fallen, sales have decreased by 16%.

Among the measures taken by the businessman to stay afloat are:

• staff reduction (40%);
• reduction in assortment (from 15 to 60%);
• minimizing the area of ​​retail outlets (from 5 to 40%);
• deprivation of top managers of bonuses (0.5% of the total turnover of the networks).

These measures help you avoid losses and increase profits. Potapenko is accustomed to harsh decisions: in 1998, he fired almost 1,500 people from the Skhodnya-Furniture factory in a week.

The emotional component of business is not about Potapenko. Even in relation to our own products. In interviews, he often makes shocking statements: he does not eat in his own establishments and does not purchase food in his own stores. “This way you can stop seeing the main nuances,” explains the businessman’s position.

Blogger-economist

The originality of thinking is supported by relevant theoretical knowledge and a huge practical base of Mr. Potapenko. Dmitry has his own website where he expresses his opinion. In 2016, “An honest book on how to do business in Russia” was published. What has been said is worth listening to.

For example, being a co-owner of a food chain, Dmitry strongly doubts the need to label products according to their usefulness. First of all, this will affect the price. Any such measure contributes to the growth of corruption: every entrepreneur will try in any way to get the coveted green badge for his product.

Regarding the issue of import substitution that arose after the introduction of sanctions, Potapenko responds as follows:

“We can talk about this only when everything is completely domestically produced - starting from the potatoes that are planted in the ground and ending with the tractor that will process it (and even the hands with which it will be collected). And for this to happen, we must revive our own scientific school and invest in technological development. But this process will take at least 10-15 years.”

Investments, according to Potapenko, are very necessary. Moreover, in those areas where technological processing takes place or intellectual work is involved. Dmitry emphasizes: “

Money has no nationality. But we don’t have the money itself because we are tied to raw materials. This means that we must first attract investment for the extraction of raw materials, then attract money from the sale of what is extracted in order to invest it in something useful, for example, the processing of the same hydrocarbons.”

When asked what awaits its specific industry (and the Russian economy) in the near future, the answer is: in terms of products, those players who bring their prices closer to the level of economy-segment supermarkets will make a profit. For food production, one should expect a reduction in the weight portion and composition of the product. As for public catering, the “seer” predicts the flourishing of cheap canteens. We should also expect an increase in the use of barter schemes.

Time will tell how right our hero is. So far, he has managed to successfully combine not only the management of large enterprises, but also many other parallel responsibilities. And he’s just glad: it expands his knowledge and potential, helping him be head and shoulders above his competitors.

Youtube star

Dmitry has a very popular YouTube channel ( link), currently about 100,000 subscribers (For comparison, Business Secrets of Oleg Tinkov 193,000). Quite a lot, considering the topic. Watch one of the disturbing videos.

Dmitry Potapenko- not just a charismatic Russian entrepreneur, in recent years he has grown into a politician, known for his sharp criticism of the state’s economic policy. Also Dmitry Potapenko became famous for bringing to light those who are behind such a phenomenon as , which our hero quite rightly considers an illegal mechanism for seizing real estate from citizens.

Dmitry Potapenko, without being the creator of really large retail chains for the mass sector, is known as a kind of consulting guru in the development of this area of ​​​​domestic business and as an interesting speaker, a prominent public figure, loved by the press.

Biography of the charismatic businessman Dmitry Potapenko

The trading networks led by the hero of our story feel quite confident even amid the storms of crisis and sanctions, but the largest networks that he led in the past are still not his property, ours states news business portal.

Potapenko Dmitry
Industry - Trade, retail
Company - Management Development Group Inc
Position - Managing Partner
Place of birth - Moscow

Dmitry Potapenko- Managing Partner of Management Development Group Inc, this charismatic businessman is known for his harsh statements. For example, at an industry conference of retailers, he said: “Each of you will be offered to “sit on the track” as soon as the business becomes interesting to some specific kid in uniform” (see the full text of the speech). In the interview, our speaker also honestly admits that he does not eat in the establishments he owns and does not buy food in his stores: “If you start introducing an emotional component, then you stop seeing the nuances,” explains Mr. Potapenko.

In the 1990s, Dmitry Potapenko was a security guard for a year and a half, protecting the president of the Rossiysky Credit bank. Dmitry Potapenko founded his first retail chain in 1992 with the company Natashkyang Korotia Systems - these were Tusar electronics stores.

Career of Dmitry Potapenko

1995-2000 Dmitry Potapenko- Vice President of Sales and Marketing of Grundic GmbH in the Baltic States
1998-2001 Dmitry Potapenko - General Director of OJSC "MEZ DSP", Vice President for Investment Development of PBC "CreditImpexBank"
2001-2003 Dmitry Potapenko- Deputy Manager of the Logos Group of Companies, General Director of Wholesale Sales Centers LLC
2003-2005 - manager of the Pyaterochka distribution network (Moscow and Moscow region)

2005 - present vr. - Managing Partner of Management Development Group Inc.

Education of Dmitry Potapenko

Moscow Institute of Radio Engineering and Automation, MBA (Economics)
BABT under the Ministry of Economic Development, MBA (Business & Economic Option) California State University (Hay Ward)

Here's what Dmitry Potapenko writes about himself:
A native Muscovite in the 4th generation, of which there are no longer any left in Moscow... I studied a lot and am still studying... MBA, California Heyward State University, Economic Option MBA, Economics, VAVT under the Ministry of Economic Development and Trade
Certificate of the Moscow Regional Chamber of Auditors, “International Accounting and Reporting Standards” IAS/GAAP
Certificate of the center “Det Norske Veritas”, “Internal audit of quality systems”. Standards ISO 9000:2000, Moscow Institute of Radio Engineering, Electronics and Automation; Diploma "Engineer-design-technologist".

Business proposals of Dmitry Potapenko

How to spend my money... I will decide myself... No need to write or call...
Have worked. A lot of. And I will work. Because life is work... on something different every time. Rest is the same as work. If you do it professionally, of course.
Grundig. "Pyaterochka", "Carousel", "Skhodnya-Mebel", GC "Logos", etc.
Now he is the founder and managing partner of Management Development Group Inc. www.7MD.EU Then it’s like an official resume, so as not to explain: “What did you do “Before now”?” “Pyaterochka”, “Karusel”, Retail chain
General Director of the JSC. Network Manager for the Central Federal District. A chain of supermarkets with more than 150 facilities. Retail trade, Development
What did you do yourself? Operational management and development of the Pyaterochka chain in Moscow and Moscow Region, St. Petersburg and the Leningrad region
Development of business processes and procedures for the Karusel hypermarket
Launch of the Karusel hypermarket

Work with the Mayor's Office, Prefectures and Administrations of Moscow, the Government of Moscow and Moscow Region, the Administration of St. Petersburg and the Leningrad Region
Search and purchase of objects and land plots for construction and rent
Preparation of company documents and launching an IPO
Creation of construction projects and their approval by the State Emergency Service, Sanitary and Epidemiological Supervision, the Consumer Market Administration, and GLAVAPU.
External architectural solutions and advertising companies
Creation of shopping complexes with a unified concept
Creation of layouts and layouts.
Planning and control of the work of merchandiser companies.
Sales and pricing policy
Financial flow management
Credit policy, attraction of investment resources from the Government of Moscow and Moscow Region, international investment banks and companies
Preparing the company for an IPO
Organization and control, work of companies in the field of procurement, sales, logistics, warehouse complex, 10,000 people.

GC "Logos", LLC "Wholesale Sales Centers"

Deputy Manager of the Group of Companies, General Director of the company. A group of companies from 7 areas of wholesale and retail channels in Moscow and the CIS for the sale of printed products. Dealer and wholesale supplies to the regions.

What did you do yourself?

Management, development and restructuring of the holding.


Minimization of taxation.


Organization and control of the work of companies in the field of procurement, sales, logistics of the warehouse complex, 2500 people.
Analysis of the financial and economic activities of the company, $10 million/month.
Planning new areas of activity

OJSC "MEZ DSP and D", PCB "CreditImpexBank"

CEO. Vice President for Investment Development. One of the largest factories in Europe for the production of chipboards and furniture parts. Related productions. Woodworking technologies, building materials.

What did you do yourself?

Enterprise restructuring and crisis management.
Business development programs in cooperation with PCB "CreditImpexBank".
Holding project management.
Minimization of taxation.
Optimization of customs procedures, credit and leasing relationships;
Creation of a system for adapting a company to fiscal audits.
Financial flow management;
Management of a team of 2500 people;
Creation of a management team according to the Myers Brix typology.
Conducting equity transactions, mergers and acquisitions of companies.
Optimization of business and business processes according to ISO 9000:2000 and IAS/GAAP;
Corporate development of areas.
Reengineering of holding divisions.

Vice President of Sales and Marketing. Moscow office of the American corporation Manhattan Ind. Corp. Exclusive manufacturer of goods under the following trademarks: Grundig, AKAI Ind, Sankyong Cemical.

What did you do yourself?

Strategic and operational planning and management;
Creating a marketing strategy, positioning the product.
Marketing research; market segmentation;
Company positioning;
Company pricing strategy, TM promotion.
Monitoring and management of logistics operations.
Minimization of taxation.
Organization of wholesale and retail trade operations of the company ($120 million/year turnover).
Creation of client networks and service networks in Moscow and the regions.
Placement of orders for production at factories in South Korea, China, USA, Germany
Development and analysis of investment projects.
Development of new products and services;
Minimization of taxation.
Internal training programs
Management of information and analytical flows

Dmitry Potapenko, businessman: “Before the crisis, entrepreneurs did not work, but were just bars” Comments: 110
Businessmen are groaning under the yoke of the crisis. What do entrepreneurs have to sacrifice?
Will the new Trade Law reduce food prices? Who took advantage of economic problems to redistribute property? About this and much more in an interview with the former general director of the Pyaterochka retail chain, Dmitry Potapenko, managing partner of Management Development Group Inc., which includes a dozen retail chains, restaurants and manufacturing enterprises with a total turnover of more than $140 million per year.

FIVE FLIGHTS PER WEEK

The interview took place on the field. At 10.30 Dmitry Potapenko arrived from Perm at the Kazansky station. We agreed to meet in the neighboring one - Leningradsky - at the monument to Lenin. The businessman was going to transfer to the train to Tver.

He is about ninety meters tall and weighs over 100 kilos. Dressed in a suede jacket and leather pants. The look is completed with a short haircut. The police like to check the documents of such comrades at train stations - what a millionaire he is! And not a single bag with me (in response to a perplexed question, he pulls out a bag with toothpaste and a brush from his jacket pocket: “I travel light”).

What are you, Dmitry, going to Tver by train - a crisis?

This is the same as saying: Muscovites take the metro because of the crisis. Although normal people usually travel by whatever transport is convenient.

- “Normal” people, perhaps, actually drive whatever they need. But for some reason I have never seen businessmen with multimillion-dollar fortunes on trains...

Don't think of rich people as schizophrenics. Many of them buy groceries at Auchan and travel around Moscow by metro. Ninety percent of the office plankton, who need to be driven with a filthy broom from any job, strive for this fetish - the car, - he says reverently Potapenko, rolling his eyes.

Don't you have a car?

And not just one - five. But the question is different: why? If we are talking about prestige, then we return to the thought of schizophrenia. On the other hand, imagine that you bought a Lamborghini. You live in a village where everyone has it. Attention, question: are you enjoying the fact that you got a Lamborghini?

No, if in this village it is in every yard...

Right. And it’s another matter if you get out on a public road, and there are “sixes” and “eights” nearby... The person who thinks that they are making fun of him in a “Lamborghini” is just a sucker. He has an inferiority complex. And I don’t care about all this. I can take the metro too. - Potapenko pulls out a travel card for 60 trips from his shirt pocket. - I travel to Tver by train 2-3 times a month, when a meeting of the board of directors of one of the retail chains is held there. Four to five flights per week. This is how I always work.

“THE WORKERS WANTED TO PUNCH MY MOUTH”

How has the crisis affected the work of your enterprises?

Demand collapsed. Sales in our retail chains fell by an average of 16%. We began to prepare for the crisis ahead of time, in May last year. Since then, depending on the chain and region, they have reduced staff by 40%, assortment by 15-60%, and store area by 5-40%. We had to deprive top managers of bonuses. This is approximately another 0.5% of the total turnover of the networks. As a result, we not only did not go to a loss, but also significantly increased our profits. And from November 1, we will reduce another 10% of staff. But overall, the current crisis does not terrify me.

Has it ever been worse?

In 1998, I, a young hotshot in a vest, headed the Skhodnya-Furniture factory. By that time, the company’s employees had not been paid wages for 8 months. And I need to organize production - I fired almost 1.5 thousand employees in two months.

Didn't they spit in your back?

The first thing the hard workers wanted was to punch them in the face. But it is difficult. In addition, I know what a person needs, I know how to resolve conflicts.

So what does a person need?

Money and the opportunity to find a job later. Troublemaking does no good. Well, the man fumed and ate his severance pay. What next? A potential employer will say: “Why do I need this freak who didn’t work, but swung his license?!” Finding a job will not be easy.

Why are the management of other retail chains now complaining about losses?

Because until recently they did a terrible job. They began to think with their heads only when the crisis came. Set goals and reduce costs for business processes. Before the crisis, many people had businesses to show off in front of women.

AVTOVAZ WORKERS ARE NOT TO GUILTY

It turns out strange. The crisis originated in America, and, judging by the rate of economic decline, it hit Russia first... Why?

Before the crisis began, Western guys played on our dead stock market. When they had their own problems, they said: “We went, the wives said - return the money home.” And then it turned out that the Russian stock market does not exist. Yes, there is no crisis in Russia! If we haven’t built a damn economy for 20 years, and everyone has been doing “administration,” then what do you want? Which statesman was responsible for AvtoVAZ in the form in which it still exists? Nobody. And the money pumped into it is colossal. And they will pump it in, because the enterprise is so-ci-al-but-mean-mine,” the businessman pronounces syllable by syllable. - AvtoVAZ employees, of course, are not to blame for producing such cars. The person in charge of the auto industry as a whole is to blame.

How will we get out of the crisis?

Through pseudo-nationalization.

What else is this?

Sometimes a negative image of a particular business is deliberately created. And then officials and security forces transfer this business to themselves or to the right people. Businessmen will only have the husks of small enterprises left. The big money will go to mayors, high officials or their associates - in a word, to the state.

You can't even call it corruption...

I’ll tell you now about corruption. The other day, the head of the Investigative Committee, Bastrykin, said that if officials are imprisoned at the current rate, there will be no one to work. That is, he openly said: corruption cannot be overcome. I believe that it is impossible to fight corruption in this country. Corruption is the quintessence of power.

Citizens and businessmen in Russia do not break the law because they want to break it. But because the laws are deliberately written in such a way that you cannot help but break them.

Are you sure you can’t do without bribes?

Try opening a store or restaurant. 33 regulatory authorities and about 600 by-laws await you. The point will start working in the best case after 9, and usually after 14 months from the start of paperwork. During this time, it is necessary to pay rent for the premises and salaries to employees. And the businessman will also be accused: why is he complaining - his business is still profitable...

Is it unprofitable, or what? It’s no secret that the trade markup on goods sometimes reaches 100%.

We earn so much that our pockets are full of income! - Potapenko sneers. - Although if we read the statements of the largest retailers, verified by foreign companies, we will see: net profit does not exceed 1.5 - 2%.

You're not begging. - I point to the expensive watch on Potapenko’s hand.

The bulk of my business is grocery stores and inexpensive restaurants like canteens. I make money not on the markup, but on the number of clients served.

THE LAW “ON TRADE” PUSHES TO CRIME

Officials, together with senators and State Duma deputies, are promoting a new law “On Trade”. Will the document reduce prices in stores?

The main innovation: the law introduces another regulatory organization - the Federal Antimonopoly Service. When in America fuel prices jumped along with oil prices, in Russia a liter of gasoline still cost 20 rubles. FAS conducted inspections and issued fines. What, the price of gasoline has fallen?

There is an interesting clause in the law. When entering the retail network, the manufacturer will be charged not 15 bonuses, as now, but only one. Prices must go down.

They won't go. The manufacturer simply will not be part of the retail chain. Imagine the situation. You are a merchant. 70 manufacturers with a product line of 100 items each are vying for a shelf measuring twenty meters. A total of seven thousand positions. And you only need to choose 60 of them. How will you personally solve this problem?

I’ll take brands that are well-known, and I express the first thought that comes to mind.

Don't know...

The current bonuses are an auction rate. Whoever paid the most from the manufacturers made it onto the store shelf. The money officially passed through the accounts and was taxed. Now they say: “No, guys, this is wrong.” No question - payments will go into the shadows.

That is, the problem will be solved by bribing the merchant?

How else? Man produces socks, bicycles or milk. The product is similar to one already available on the market. What to do? The manufacturer himself will take the money out of his pocket, but this will be a bribe.

What to do?

The problem must be approached from a different angle. The amount of production capacity in the world is 150 times greater than what is needed for consumption. There is a crisis of overproduction. Only in France, for example, the state does not fight the networks, but pays producers extra so that they do not produce excess. In this case, everything is not lost. But we are doing the diametrically opposite. We raise import duties, “protect domestic producers,” twist the arms of retail chains...

IN RUSSIA THERE IS NO COMPETITION FOR LOADER POSITIONS

In Europe prices are falling, but here they are rising...

They are growing due to increasing costs. Let me remind you that at the beginning of 2009, each of us - let's say, “ordinary people” - silently swallowed the 30% increase in the price of utilities. Naturally, this affected the costs of the entire business.

Until recently, the low salaries of Russians were called our competitive advantage over the West...

Look at the advertisements - Muscovites want salaries starting from 1000 euros. But even in Europe the normal salary is more modest. For example, the average Bulgarian or Czech receives about 400 euros. Guest workers work in the retail and restaurant industries around the world. In the French “Simple” (Auchan chain), the cash register is staffed by Vietnamese people who, at best, speak a few phrases in French. The Wal-Mart checkout counter in America is staffed by Mexicans. But here they say: it is impossible for the loader to be Tajik. But we have no competition for the position of a loader.

Well, in Moscow and St. Petersburg people are actually unaccustomed to hard work, but in the regions?

In Tver, where we are going, all quotas for foreigners have been reset, which means I can’t hire them. Previously, Uzbeks worked for me for 8 thousand, and they worked, - Potapenko mints the syllables. - Now Tver residents don’t work for 14 thousand. They know that they are irreplaceable, and they simply ferment.

Lower positions should be occupied by people without education, with low needs, but not by local citizens. This is an international trend. Replacing the Soviet word “limitchik” with “guest worker” did not solve the problem. Then there was a limit, and now there should be a limit. The townspeople will not become janitors.

How big is the role of chain stores in trade?

Networks are not the main channel for bringing products to the buyer. At least 15 thousand retail outlets are registered in Moscow. Different formats: tents, chain stores, something else. There are only 75 chains operating in Moscow and the Moscow region - no more than 800 stores. So, 800 stores versus 17 thousand. Question: if I’m a manufacturer, why the hell am I going online if there are a huge number of free points?

According to Soviet habit, 99.9% of production managers associate the word “sales” with the State Planning Committee. They do not understand that when you produce a product on an industrial scale, the first task is not production, but marketing. It is the basis of economies around the world. But it doesn't work for us. Our product is not available in any country in the world. And not because it is not allowed there, but because it costs three times more than its analogues.

You are a manufacturer yourself, why don’t you solve this problem at least for yourself?

I have two production facilities in different cities. But at the same time, I really understand what I make the goods from. And they produce everything from this. When someone starts yelling: “I am a domestic manufacturer!” - I propose to prove this without populism and politics. Whose equipment are you using? For some reason it's imported. Whose labor force? Tajiks. Information technology is also not Russian. Ingredients are also often imported from abroad. It's like calling a BMW assembled in Russia a domestic car. The same applies to our entire economy in general.

Dmitry Potapenko- World karate champion. In the late 80s - early 90s, he worked as an orderly in a morgue, a security guard in a casino and a bodyguard for the president of the Russian Credit bank. At the age of 25, he became the youngest vice president at the Grundig company in the CIS and Baltic countries. Former director of the Pyaterochka and Karusel retail chains, the Skhodnya-Mebel factory and other enterprises.

What is Dmitry Potapenko's Business - Management Development Group Inc.

Now he is the managing partner of Management Development Group Inc., which includes the retail chains ProdECO and Gastronomchik, the restaurant chain Restoranchik and other enterprises. The car fleet includes Mitsubishi Pajero, Lexus and Kia Rio. Married, has two daughters.

Potapenko Dmitry Valerievich:
At the age of 25, Dmitry became the youngest vice president at the Grundig company in the CIS and Baltic countries. Former director of the Pyaterochka and Karusel retail chains, the Skhodnya-Furniture factory and other enterprises.
Now he is the managing partner of Management Development Group Inc., which includes the retail chains ProdECO and Gastronomchik, the restaurant chain Restoranchik and other enterprises.
Staff size: 7,500 people.

Management Development Group Inc.- European operational management company. Management and support of businesses: Retail food chains “ProdECO”, “Gastronomchik”, “Marka”, “Tverskoy Product”, “Economy”, “Orange”, “4 Seasons”, “Russian Cuisines”. Southern Federal District, Central Federal District and Ural Federal District. “Tasty” Bulgaria. "Levner" Czech Republic
Retail DIY networks: “Parade of Planets”, “KhozMag”, “Kangaroo” Ivanovo.
Chain of canteens and cafes "Restoranchik". Real meat", "Restaurant". Real fish”, “Pizza Uno”, Construction workshop ECOnomStroy, Design Bureau “ArtPrague”. The Group's turnover in 2013 was 367 million US dollars.

The annual turnover of 367 million dollars is impressive, especially considering that Potapenko hosts programs on several radio stations, is a frequent guest on television, and conducts master classes and seminars. Running a business with a turnover of a third of a billion dollars, and even managing to do such a volume of public work - this undoubtedly deserves respect.

Go to the website of Management Development Group Inc. The first thing that surprised me was that language switching doesn’t work on the site, only the Russian version is available, Czech and English are provided, but they don’t work, it’s a bit strange for a company with its head office in the center of Europe, but oh well, let’s look further
Management Development Group positions itself as a company that is engaged in external operational management and business creation according to the technical order of the investor. And below is a list of objects under management, the logos of these companies are located on the right side of the main page - “Gastronomchik”, “Restaurant”, etc.

True, in an interview in 2009, he says, “Good afternoon, dear colleagues. I’m Dmitry Potapenko. Who doesn’t know - the owner of 12 retail chains, a couple of four restaurant chains, and other little bullshit.” this negligence, of course, is captivating, is it a joke? - either 2 restaurant chains, or 4, and there’s plenty of crap too, well, 367 million dollars in turnover, who’s going to keep track of what’s owned, not to mention the logistics.
Here, of course, the question arises: Is Potapenko the owner of networks or the owner of a network management company? Or are these different projects?

Let's see what kind of brands are managed by Management Development Group. Unfortunately, you won't be able to go from the main site, since the links don't work, you'll have to Google, I won't attach screenshots of the search results, so as not to inflate an already voluminous post. If you have any doubts, you can search by company names yourself.

"ArtPraga architectural bureau", the logo actually says architectural studio, let's look at both options - hmm, strange, there are no matches, it is mentioned only on the MDG website, neither the official website nor any other mentions.
“Restaurant, real meat” has no website, no address where you can go for dinner, no reviews from restaurant critics - it is mentioned only in an interview with Potapenko himself.
“Restaurant, real fish” is the same story as with real meat, there is nothing on the Internet, not a single photograph.
"EconomStroy" there are a lot of results for such a request, the logos do not match even once, it is impossible to determine whether it is Economstroy or not.
"ProdEco" is somewhat of a coincidence - it is unlikely that Potapenko is a Czech coal company; Potapenko did not mention assets in the mining industry. A company from the Sverdlovsk region, with a similar type of activity “creation of retail enterprises”, office in Vyshnyaya Pyshma, spelling of the name is different ProDeCo, completed projects do not overlap. There is a mention of a certain Prodeco store in Shchekino; it is reported that the ProdEco brand belongs to the Ecoriteil company, which in turn is part of the holding of one of the largest chemical enterprises, Shchekinoazot.
Portal Wallmart.ru - only the main page works, the last and only update was May 28, 2015, places for advertising banners are occupied by advertising of the portal itself, links to sections either do not work or lead back to the main page.
“Gastronomchik” there are many stores with this name, the logo from the site does not overlap, the name fits http://gastronomchik.rf/, a grocery chain, “shop at home” format, 2 in the city of Essentuki and 1 in Budennovsk.

This gives a turnover of 367 million dollars?

Google also does not know about the Levner network in the Czech Republic, or about Vkusno in Bulgaria - no websites, no addresses, no mentions. It only knows the address at which the company is registered: Chech Republik 130 00 Praga 3, Blodkova 1280/8. Somehow, from a company with a turnover of 367 million and a staff of 7,500 employees, you expect a little different, but on the other hand, why these high costs.

True, new data has recently appeared; in an interview on December 10, 2015, Potapenko answers a journalist’s question
During your debate, you talked about the fact that you work, among other things, abroad. At the same time, Russian conditions were criticized and conditions in the West were praised. What format do you run your business there?

It remains approximately the same. Manufacturing, a small carpet factory, a small chain of canteens, not very large retail. All this amounts to approximately 25 million euros of annual turnover, no more.

That is, it’s already 25 million, but it was 367 - is that overestimated? Or fell from 367 to 25 in 2 years? 25 is only in Europe?

I spent several hours searching for information, but the answer to the question of who Mr. Potapenko was never appeared. What businesses does he have in the Czech Republic, Belgium, China, Russia that give such a turnover?
Without this, it is impossible to understand what logistics problems his enterprises are experiencing.
I don’t question the talents and business qualities of Dmitry Valerievich, times are difficult, but where can you look at the fruits of his business activity? Why was the tactic chosen to close information about the business, given such media openness of the owner himself?

The transfer of Oleg Tinkov's "Business Secrets" to RBC in 2012, we are talking, among other things, about the Czech company Management Development Group, Dmitry confirms the staff of 7,500 people and the fact that he is the owner of this company.

An article by Sergei Stepanov on the Ardexpert portal provides information from an open database on Czech enterprises:
- The company Management Development Group Inc. is listed in this register. s.r.o.
- The founders are Dmitry Potapenko and, apparently, his parents.
- According to the explanatory note to the balance sheet available on the website, there are NO employees at all in the company - only the director-secretary, which is Mr. Potapenko.
- The company has no revenue, at least as follows from the balance sheet for 2013. For the year 2104 there is no balance in the system yet.

Dmitry Valeryevich Potapenko became famous thanks to his criticism of the authorities and recommendations on doing business. He has extensive experience in retail; he currently runs a company specializing in the management of chain retail facilities, writes books, hosts original radio programs, and posts videos on YouTube.

• FULL NAME: Potapenko Dmitry Valerievich.
• Date of Birth: March 30, 1970 (48 years old).
• Education: Moscow Institute of Radio Engineering, Electronics and Automation.
• Date of start of business/age: 1992 /22 years.
• Job title: Managing Partner of Management Development Group Inc.
• Social networks: https://www.instagram.com/potapenkodmitry/.

Mr. Potapenko is a figure who attracts attention and does so quite consciously. He does not miss the opportunity to criticize the existing government, the laws of the Russian Federation and the entire system of the modern Russian economy, in which the place of private business is, to put it mildly, unenviable. At the same time, Dmitry Valerievich promises to teach how to create a business in such unprofitable realities. From this we can conclude that, contrary to his loud and often contradictory statements, Dmitry Potapenko’s business is, among other things, also business consulting.

Biography facts

As Dmitry Valerievich himself states, he is a native Muscovite in the fourth generation. Indeed, he was born into an ordinary Moscow family. After school, he entered the Moscow Institute of Radio Engineering, Electronics and Automation, where, upon completion of his studies in 1993, he received a diploma in industrial engineering.

During his student years, he developed a vigorous trading activity - he sold musical and other equipment at the famous Moscow “Gorbushka”. This was his first entrepreneurial experience. Some sources mention the first business he organized in 1992, that is, while still a student. And it was, apparently, a large-scale project - a retail chain of Tusar stores specializing in the sale of electronic equipment. However, there is no mention of this activity on Dmitry Potapenko’s official website.

Entrepreneurial path

In general, to know for certain the entire entrepreneurial path of this figure seems to be a very difficult task. Reliable information in open sources is negligible. Dmitry Valerievich himself, in interviews from different periods, refers to his rich experience in business, but without specifics.

Potapenko’s entrepreneurial path can be structurally described in this way:

The entrepreneur is actively developing in the retail industry, first specializing in technology, and then moving to grocery chains.

From 1995 to 2000, Potapenko made a career at the famous German household appliances company Grundig, in 5 years growing from senior manager to vice president of marketing in the Baltic countries.

Then Dmitry had a short banking episode in the early 2000s, when he tried himself as vice president for investment development at CreditImpexBank.

And in 2003, the businessman returned to retail again, but this time in grocery, becoming the head of the Pyaterochka distribution network in the Moscow region. He worked there for 2 years, gaining considerable experience.

Finally, in 2005, Potapenko became the managing partner of the European company Management Development Group Inc., whose activities, however, appear to be very vague. The official website refers to the main brands of this group of companies, but does not contain any links or even brief information about the type of their activities. According to the entrepreneur himself, understanding the theory and practice of sales, he deals exclusively with network projects with a specialization that is well known to him.

These are grocery chains in the format of an inexpensive neighborhood store, eateries and cafes designed for the undemanding client, the production of semi-finished food products, as well as building materials.

Political career

Dmitry Potapenko's wide popularity as an ardent critic of the authorities, not afraid of loud accusatory statements, began with the Moscow Economic Forum in 2015. Then he entered into open confrontation with State Duma deputy Vladimir Gutenev and criticized a number of economic decisions on the part of the country's government.

Many bloggers still like to quote his now famous statement:

“The dialogue between business and government has been happening for the last 20 years like a dialogue between a butcher and a cow, looking tenderly into the eyes and holding a knife under the throat with the question: what do we have today - beef or milk?”

After this, the businessman continued to shock the public and journalists with statements in his direct and ingenuous manner. People are already afraid to invite him to serious and large-scale forums, but in the regions they are delighted with this speaker. Representatives of small businesses willingly purchase tickets to his master classes, where he teaches how to set up retail networks, create client bases, how to build working systems in business and much more.

Seeing the wide resonance of his statements in the public environment, Dmitry Potapenko decided to go into politics.

In his own words, this step became a challenge and an opportunity for him to figure out whether it was possible to change anything at all in the country’s political system.

“To talk about the worthlessness of the authorities without trying to change something yourself would be stupid. My life experience is practice and result; I don’t know how to work differently.”

The newly-minted politician spoke of confidence that he would get into the Duma, because he has everything for this: a wealth of knowledge, skills and the support of people. His goal was to get into the system and change its operating principles.

In 2016, the businessman ran for the State Duma from the Kaliningrad electoral district as a member of the Growth Party. The results of these elections did not allow Potapenko to change the political system, since he did not overcome the percentage to pass the barrier.

Journalistic activity

But Dmitry Valerievich’s journalistic and consulting activities took off after the historic December forum. Many journalists seized the opportunity to irritate the authorities and began vying to call Potapenko for interviews, which he gives willingly and rarely minces his expressions.

This practice even resulted in an original program on the Ekho Moskvy radio. It is called “Potapenko Course”. The businessman has also become quite familiar with the Internet media and enjoys commenting on news from the business environment in his own column for Slon Magazine, a media holding company also known from the Dozhd TV channel.

All this activity inspired Potapenko to write books, which are largely based on his speeches and master classes for aspiring entrepreneurs. In 2016, “An honest book about how to do business in Russia” was published. A year later, Dmitry Potapenko presented a new creation to the readers - “Business is verbs and nouns that end in numbers.”

One of the videos of the program “In fact,” in which Dmitry participates

Dmitry Valerievich Potapenko is one of the most successful representatives of domestic retail, senior partner of Management Development Group Inc, represented in the Russian Federation, Bulgaria, China, Czech Republic, Belgium by more than fifteen retail chains, manufacturing enterprises and restaurants, including Gastronomchik, ProdECO, " Mark", "HozMag", "Parade of Planets", "Pizza Uno", "ArtPrague". According to experts, the annual turnover of his business reached more than three hundred million dollars.

An entrepreneur with three higher educations, an MBA certificate and a DNV GL Group, he became famous for his sharp criticism of the country's economic policy. After his spontaneous speech in December 2015 at an economic forum held in the capital and a heated discussion with Vladimir Gutenev, deputy chairman of the State Duma Committee on Industry, he gained a reputation as a person who knows how to tell the truth, regardless of positions and persons. However, a number of representatives of the business community are critical of him, calling him a multi-machine operator and a cross between the “great schemer” Ostap Bender and the owner of deceptive charm, Ivan Khlestakov.

Childhood and family of Dmitry Potapenko

The future charismatic businessman was born on March 30, 1970 in Moscow and, according to him, became the son of two colonels of the Main Intelligence Directorate.

At school, he enjoyed participating in public life, was a Komsomol activist and a member of many circles. In particular, he practiced karate and even twice became a champion in this type of martial arts.

It should be noted that this fact, as well as some others, is questioned. His biography often reminds too much of an adventure novel. Recounting it in an interview, Dmitry noted that it surprised him with its intensity and incredible events.

In elementary school, he studied well, but as he matured, he allegedly lost motivation and cognitive interest in the process of acquiring knowledge. Nevertheless, having received secondary education, the young man entered a serious university - the Moscow Institute of Radio Engineering, Electronics and Automation.

From the age of 19, he began to live separately from his parents and, while a student, managed to change a number of exotic professions - he worked part-time as an orderly in a morgue and in a psychiatric hospital, managed the closed gambling establishment of the criminal authority Otari Kvantrishvili, and was the personal bodyguard of the oligarch Vitaly Malkin.

Career of Dmitry Potapenko

He gained his first commercial experience as a teenager, reselling chewing gum to his peers. During his student years, he already sold various audio, video and computer equipment at Gorbushka, and in 1989 he founded Black Leopard CJSC.

In 1992, in partnership with Natashkyang Korotia Systems, one of the first companies importing electronics to Russia, he brought to life his first project - the Tusar chain of electronics stores. In 1993, Dmitry defended his engineering degree and from 1995, for five years, he worked for the Grundig company that appeared on the domestic market, first holding the position of leading manager, and later - deputy president.

In the period 1998-2001. the young man was the general director of a wood-based particle board plant in the Podrezkovo microdistrict, which geographically controls 40 thousand hectares, and established the production and export of competitive chipboards. At the same time, he held the post of deputy head for investment cooperation at CB Kreditimpex Bank.

In 2001, Dmitry Valerievich became deputy head of the Logos companies operating in the periodicals distribution market, and also became the head of the Wholesale Sales Centers company. In 2003-2005, after repeated invitations from one of the founders of Pyaterochka, Andrei Rogachev, he headed the St. Petersburg and capital offices of the retail chain.

In 2005, the entrepreneur took one of the most important positions in the Management Development Group company, which determines the overall business success - managing partner. He carried out the development of retail trade networks, planning, organizing and stimulating work with assessing the results obtained and identifying current trends.

Personal life of Dmitry Potapenko

The successful retail practitioner is married. His wife Elena worked as a lawyer for ten years, dealing with bankruptcy issues of companies. In order to improve her professional competence, she also received an economic education, and after marriage, she also received a diploma in psychology, making her childhood dream come true. As a result, she became the general director of the MAXIMUM training center, offering personal development programs that improve the quality and standard of living. In addition, she is the creator of the discussion club “Perevzglyad”.

The married couple raised two daughters. The eldest of them, Maria Gracheva, according to her father, was a winner of almost all physics and mathematics Olympiads in the country. After graduating from school, she was accepted into the physics department of Moscow State University without exams. To create comfortable starting conditions, her parents gave her an apartment. The youngest, Natasha Potapenko, studied at the Lyceum of Information Technologies.

The businessman leads a relatively modest lifestyle, loves spending free time with his family, loves his wife’s signature dish - duck, regularly visits the gym and says that he has a matter-of-fact attitude towards expensive things, although he has an impressive fleet of vehicles: Gelandewagen SUV, Lexus, Mitsubishi Pajero, Kia Rio , and a Nissan Juke crossover owned by Elena.

Dmitry Potapenko today

The main part of the business of the domestic consulting guru at the moment are grocery stores and cheap restaurants. He combines his main management functions with conducting master classes and consultations on effective management, hosts a number of original radio programs, and is a frequent guest on television.
For many days now, the Internet has been discussing the emotional speech of entrepreneur Dmitry Potapenko at the Moscow Economic Forum and his discussion with Vladimir Gutenev.
If anyone hasn't watched it yet, here's the video

Mr. Potapenko speaks brightly, denounces officials, gives examples of blatant unprofessionalism, and refers to his experience in doing business. We won’t analyze the whole speech, there are more emotions than specifics, we’ll touch on the logistical point, on the topic of the blog, so to speak.
Dmitry Valerievich twice points to triple taxation of carriers, questions the statement of Vladimir Gutenev that such fees, coupled with transport tax and part of the excise tax on fuel, are a common world practice - Three times? Three times? Potapenko asks the deputy.

Honestly, it’s surprising that an entrepreneur who has been running a business in Europe for 9 years does not know how things are with taxes and fees there, but let’s say he might not have paid attention to the scale of his own business, it happens...
We won’t go far, let’s take the Czech Republic, where the company Management Development Group Inc., founded by Dmitry Potapenko, is registered.

So, road tax or also called tax on vehicle owners, if an entrepreneur is the owner of a vehicle, he is required to register as a road tax payer. The amount of tax depends on the specific weight of the car and engine size. It doesn’t matter what kind it is - a car or a truck, if you own a car and carry out commercial activities - pay this tax. You can calculate the amount of tax using the link, the site is in Czech, but it’s not difficult to figure it out.

In addition to all of the above, the Czech Republic has had an electronic toll collection system since 2007, which applies to all motor vehicles or vehicles with trailers with a maximum authorized weight of 12 tonnes or more, including buses.


The amount of toll for freight vehicles and buses depends only on the environmental parameters of the vehicle and the number of axles. The same system as “Platon”, with company registration, receipt of an on-board device, details can be found, the site is informative, there is a version in Russian.
But what does this mean? The Czech government takes money from carriers - THREE TIMES! THREE TIMES!

In other countries of central Europe the situation is the same, only the methods of control and payment may differ.
Dmitry Valerievich also mentioned some registrars, which also required installation and because of which logistics costs increased, apparently by registrars he meant tachographs. I’ve always liked the way retailers try to justify any price increase by increasing the logistics component; we’ll look at this issue in detail another time. So, what does Mr. Potapenko do, what kind of business does he run? if it has recorded an increase in logistics costs, although carriers claim that rates have not increased since 2009. In the introduction to his speech he introduces himself “I am an entrepreneur, engaged in retail, food production, so-called DIY, and catering, doing business in Russia and in 4 foreign countries”.

UPD3 In comments, allowerdy suggested that companies Tverskoy product, orange, 4 seasons, economy - group of companies Rhythm - 2000 belongs to Tver Indian Chhatwal Harminder Singh. An interesting interview with him, Dmitry Valerievich is not mentioned as a co-owner.