4 min read
Small Teams, Large Projects
Why organisational clarity sometimes matters more than headcount when the project is larger than the team.
Operations
OPERATIONSINDUSTRIALTECHNOLOGYBUSINESS BUILDINGPROJECTSINTERNATIONAL
01 / Overview
Robert OstaninEntrepreneur · Operator · Business Builder
I build and operate businesses in complex environments.
From industrial operations and project execution to technology, finance and cross-border business.
- Location
- Based in Slovenia · International outlook
- Status
- Open to selected operating roles, projects and partnerships.
02 / Snapshot
Operator Snapshot
RUB, as reported
Historical track-record figures from businesses operated, not current company performance.
012023–2025
RUB 0M+
Group revenue
Achieved during the first full year of operating the industrial group.
022023–2025
RUB 0B+
Assets under oversight
Working assets and inventory under operational oversight.
032023–2025
RUB 0M
Receivables exposure
Large single-entity receivables exposure managed within the group.
042023–2025
0%
Key team retained
Key technical team retained during acquisition and integration of an industrial company.
052020–2021
RUB ~0M
Built and sold
Business scaled from zero before a successful sale to a new owner.
062019–2025
0 YEARS
Operating experience
Across technology, entrepreneurship and business operations.
03 / Track Record
Track Record
Selected operating experience rather than a conventional career ladder.
Managed a group consisting of management, trading/logistics and industrial production entities.
- RUB 600M+ combined group revenue during the first full operating year
- Acquired and integrated an industrial production company
- Retained 100% of its key technical team
- Managed working assets exceeding RUB 1B
- Created a clearer separation between strategy/finance, commercial operations and production
Themes
- Strategic and operational management
- Industrial production
- Group financial management
- Supply chain
- Working capital
- Acquisition integration
- Organizational design
Built a lean operating model for technically complex engineering and industrial contracts.
- Executed RUB 140M+ of contracts during the first full year
- Managed production, supply chain and key account relationships
- Operated with a small core team and low fixed overhead
- Prepared the company for an eventual ownership transition
Themes
- Engineering contracts
- Production
- Key accounts
- Lean overhead
Built a technical service operation from zero.
- Launched the legal entity and operating processes
- Created CRM and service workflow
- Hired and managed the technical team
- Scaled the business from zero to approximately RUB 18M in turnover
- Structured the company for sale and successfully sold it in 2021
Themes
- Company formation
- CRM & workflow
- Hiring
- Exit
The technical foundation behind later business work — and the reason business and engineering conversations sit equally well.
- IT infrastructure, servers and networking
- Linux and Windows Server
- VPN and network architecture
- Websites, SEO and digital advertising
- Business software
Themes
- Infrastructure
- Networking
- Web
- Digital
04 / Value
Where I Create Value
01
Operations
Turning complex businesses into understandable systems: ownership, reporting, processes, accountability and execution.
02
Business Building
Launching companies and operating models from zero, validating them in the real world and scaling what works.
03
Project Execution
Managing technically and financially complex projects involving suppliers, production, logistics, clients and multiple stakeholders.
04
Technology
Using a technical background to understand systems, automation, infrastructure and how technology can improve business operations.
05 / Principles
How I Operate
01
Own the outcome
Responsibility should not disappear between departments, contractors or job titles.
02
Understand the numbers
Operations become easier to manage when economics, cash flow and accountability are visible.
03
Build systems, not heroics
A business should work because the operating model works — not because one person constantly saves it.
04
Stay close to reality
Spreadsheets and dashboards matter, but suppliers, customers, engineers and production floors tell you what is actually happening.
05
Technology is leverage
Automation should remove friction and increase visibility rather than exist for its own sake.
06 / Watchlist
Current Interests
Signal, not services
- Operating rolesINTERESTED
COO / General Management / Project Leadership
- Business buildingINTERESTED
New ventures and complex operating models
- Industrial & technical projectsINTERESTED
Engineering, manufacturing and infrastructure
- International businessEXPLORING
Cross-border partnerships and operations
- Technology & automationEXPLORING
AI, software and automation applied to real businesses
07 / Notes
Notes
08
Outside the Office
When I am not working on businesses or projects, I am usually exploring somewhere new or spending time on a bicycle.
Cycling · Travel · Technology
09 / Contact
Let’s talk about something worth building.
Whether it is an operating role, a difficult project, a partnership or simply an interesting conversation — feel free to reach out.