01The birth of Reklamartgo

When I founded Reklamartgo in 2022, my goal wasn't just to create an agency that sells advertising. I wanted to build something that becomes a partner in a brand's growth, joins creative thinking with commercial results and goes beyond the traditional idea of an agency.

My education in advertising and public relations, my passion for the industry and my experience as an entrepreneur formed the foundation of this journey.

But I soon realised that founding an agency and running one are two completely different disciplines.

Turning an idea into a brand took creativity. Keeping that brand standing took financial discipline, leadership, strategic planning, people management and the ability to adapt to constantly changing conditions.

02From entrepreneur to agency leader

From the day Reklamartgo was founded, I've been at the centre not only of the creative work but of its operational and commercial side too.

I've handled much of it first-hand: winning clients and negotiating contracts, setting pricing strategy and organising the team, planning productions and managing digital advertising.

Over time I developed a multidisciplinary offer that goes well beyond social media management, bringing together brand consultancy, digital marketing, video production, web design, software, e-commerce, corporate identity and print.

This taught me an important truth:

An agency's real value isn't measured by how many services it offers, but by how much value those services add to the client's business.

03Building a team, leading people

Managing people has been one of the most instructive parts of my journey as an entrepreneur.

Working with professionals from different disciplines, leading creative teams, dividing up work, keeping deadlines and meeting the expectations of several brands at once shaped how I manage.

I learned that an agency's success takes more than bringing talented people together.

You have to match the right people with the right responsibilities, build a sustainable way of working and point individual talent at a shared goal.

Along the way I made wrong decisions as well as right ones. There were times I rethought how the team was structured, changed operating models and redesigned our processes from scratch.

Today I don't see leadership as simply handing out tasks.

Leadership is owning the consequences of your decisions, and having the courage to change the system you built when it needs changing.

04Managing brands, understanding businesses

Working with businesses from many sectors at Reklamartgo changed the way I see marketing.

Through work in food and beverage, beauty, education, automotive, retail and services, I saw that every business has its own commercial dynamics.

A restaurant doesn't win customers the way a beauty clinic does, and a strong brand isn't built on a good-looking identity alone. It takes the right positioning and a customer experience that lasts.

Over time I started looking beyond my clients' advertising to how their businesses actually run.

Sales processes, customer relationships, service pricing, brand positioning, digital infrastructure and growth strategy became a natural part of my work.

That experience broadened my view from advertising into business and brand consultancy.

05The unseen side of entrepreneurship

From the outside, owning an agency can look like a dynamic job made of creative projects, successful campaigns, client meetings and new partnerships.

In reality there is something far more complex behind it.

Managing cash flow, planning staff costs, following up client payments, carrying the commercial and legal weight of contracts, investing in equipment and keeping the business sustainable are only part of the job.

Especially in periods of growth, I learned that revenue and profit are not the same thing, that a new client doesn't always mean healthy growth, and that uncontrolled expansion can put a serious strain on a business.

All of this taught me not only how to grow, but when to stop, what to change and which opportunities to let go.

Entrepreneurship isn't just the skill of seizing opportunities. It's the responsibility of foreseeing risk and making decisions under uncertainty.

06Technology, digital transformation and a new perspective

As Reklamartgo grew, my interest in technology became an important part of my business model.

I began focusing on web software, e-commerce infrastructure, customer management systems, automation and AI-assisted workflows.

I believe an agency's future depends not only on its creative output, but on its relationship with technology.

So I started thinking about systems that make processes less dependent on individuals: measurable, auditable and improvable.

Today technology isn't just a service I offer. It's a strategic tool for running businesses more efficiently.

07Four years on

The journey I began in 2022 has, as of 2026, let me experience every stage of a business: founding and growth, building a team and reorganising it.

Reklamartgo has been more to me than a company I founded.

It became the place where I learned management, financial responsibility, commercial relationships, human psychology, negotiation, crisis management and strategic thinking under real conditions.

Looking back, I don't just see finished projects or the brands I worked with. I see the decisions I made, the problems I faced, the systems I built and how all of it changed the way I think.

I now look at a project not only in terms of how to deliver it, but how it will be managed, how it will make money, how it will grow and how it will last.

Reklamartgo taught me to think beyond advertising, about a business in all its dimensions.

And perhaps the most important lesson of this journey is this:

Founding a company is the beginning. Real entrepreneurship is re-evaluating what you built every day, improving it, and transforming it when you have to.