How a Sourcing Company from China Brought Order to Procurement and Management

Since 2014, ChinaToday has been sourcing goods from China for small businesses. Georgy Sutyagin, its founder, always strived for growth and efficiency. Everything was stable, but he felt the company had grown faster than its management system. He had to make all the decisions himself, and even without a business crisis, fatigue accumulated.

Nevertheless, Georgy had ambitions and approached Business Booster with a clear request for development and scaling after reading the books of Alexander Vysotsky.

The Starting Point

Georgy already had some idea of the organizational structure, but it resembled a set of disconnected elements. The team performed tasks, but without a common system, and many processes depended solely on the owner. He felt that the business potential was only being utilized by half.

"I understood that we could grow faster if the management structure was built correctly," Georgy recalls. This moment became the starting point for change.

What Changed in 18 Months on the Program

Training at Business Booster helped Georgy assemble the disparate elements into a unified system:

• Financial planning was implemented in the company, allowing weekly control of income and expenses and budget assessment in a minute.
• An Executive Director was introduced, taking over operational management. Georgy ceased to be the sole decision center and could focus on the company's development.
• The company's turnover grew by 3 times, and the team expanded from 100 to 200 employees.
• The organizational chart, goals, financing, coordination, and statistics—all these tools became operational in daily mode.

"Holding a general meeting with the staff—okay. Before, it seemed impossible," Georgy admits.

The Owner's Feelings and Conclusions

For Georgy, these changes were not just a step in management but a personal liberation. Instead of tension, there was room for strategic thinking, relief, and excitement. He gained confidence in the future and an understanding of what exactly to do and in what sequence so that the team would work predictably and without the owner's constant presence. He also noted that the training was an investment that paid for itself many times over in the first year.

Today, the company operates systematically, and the owner focuses on strategy and developing new directions. "I finally stopped feeling like I had to be everywhere," he says. "The system holds the business, not just me."

Summary

The ChinaToday story is an example that a systematic approach is needed not only during a crisis but also during periods of stability. Order in business begins with order in management.

If you feel that your company is growing but requires your constant involvement, it means it's time to build a system. The Business Booster program will help you do this step by step, just as Georgy did.