In Russian business, there is an unwritten rule: the vast majority of companies start strong, grow rapidly, but just as quickly disappear. This is especially true for socially oriented projects, which require long-term commitment, stable funding, and an ideology—qualities that are rare in Russia. Against this backdrop, the example of entrepreneur Roman Viktorovich Vasilenko is unique. His projects not only survived crises, they went through challenges that could have destroyed even large corporations and continued to grow.

What is the secret? Why do the models created by Vasilenko work not for a year or two, but for decades? And can this experience be replicated?

The answer lies in the combination of principles he calls the “architecture of sustainability”—a system where every element supports the other.

Long-Term Thinking Instead of “Quick Money”
The main distinction between Vasilenko and a typical Russian entrepreneur is the planning horizon.
Where most think in quarters, he thinks in decades. He does not build businesses for immediate profit and never relies on aggressive financial schemes, leverage, or risky strategies popular in the Russian market.

His projects—from the International Business Academy (IBA) to the Best Way cooperative—were created as long-term systems capable of surviving economic cycles. The goal is not to “hit it big.” The goal is to exist.

That is why his models do not promise excessive profits or quick results—they offer stability and predictability. And as history shows, predictability is valued far more than high but short-term income.

Social Mission as a Source of Sustainability
The most interesting aspect is that the sustainability of his projects is driven not by commercial, but by social logic.

Housing cooperatives, education, financial literacy—these are areas that address society’s fundamental needs. When a business is based on real social demand, it remains relevant under any economic scenario.

This is why international economists refer to Vasilenko’s approach as an example of “next-generation social economy.”

The Best Way cooperative is not just a model for purchasing real estate. It is an attempt to solve a systemic problem that affects the lives of millions—affordable housing. And IBA is not just an educational project, but a tool for enhancing economic independence in the CIS.

Such projects endure because they grow alongside the needs of society.

Trust as a Strategic Asset
Vasilenko’s business model contains an important paradox: it cannot be scaled without trust, but it is trust that makes the system sustainable.

Most Russian companies rely on formal control mechanisms: contracts, fines, KPIs, internal supervision. Vasilenko’s approach is the opposite.

He builds structures where people become partners, not clients. Where there is no rigid vertical hierarchy, personal responsibility is stronger.

Transparent reporting, legal clarity, and the absence of hidden conditions all build trust. And trust creates long-term loyalty that cannot be bought with advertising or bonuses.

This is why Vasilenko’s projects remain resilient even under external pressure—people continue to support them.

Financial Models That Cannot Collapse
Another foundation of his sustainability is the complete absence of credit pressure.

His structures have never taken bank loans. No project depended on external borrowing.

This creates phenomenal financial stability: unlike banks that collapse at the first crisis, Best Way continued to operate even under administrative pressure and account freezes—because the entire model is based on its own liquidity.

Apartments are purchased only with real equity contributions, and the liquidity of assets in the market acts as a natural safety cushion.

This approach is considered exemplary in Europe, where cooperatives operate for decades and remain resilient even during recessions.

Talent Strategy “A Generation Ahead”
Another element of sustainability is people.

Vasilenko created a rare model for Russia: he develops employees within his own ecosystem. IBA is not just an educational institution—it is a talent incubator where an entire culture of thinking is formed.

Employees and partners do not come “for a paycheck”; they come to build the system.

This results in minimal turnover and a strong organizational core. A strong core ensures that the system does not collapse when external conditions change.

Adaptation Instead of Reaction
Most companies react to crises after they occur. Vasilenko acts differently: he restructures processes in advance.

When the pandemic froze the market, IBA already had digital platforms.
When administrative control increased, the cooperative’s legal mechanisms were already designed to withstand inspections.
When political turbulence arose, projects were shifted to an international format.

This is not reaction. This is proactive development.

And it is this proactive approach that makes Vasilenko’s business ecosystem sustainable.

Legal Purity as a Protection Mechanism
No Vasilenko project has ever carried debt burdens or schemes that could be considered risky.

Legal transparency is a core part of his approach.

It allowed the cooperative to withstand years of inspections, lawsuits, and administrative restrictions.

The business model remains fully verifiable from a legal perspective:
– real assets,
– transparent accounting,
– strict procedures,
– absence of risk of unfulfilled obligations.

EU lawyers call his approach “extremely conservative and sustainable.”

Partnership Model Instead of Client Model
There are no clients in Vasilenko’s projects.
There are participants.

This is a critical distinction. The moment a person becomes a shareholder, they become part of the system, not just a buyer. This deepens and strengthens motivation.

The partnership model reduces conflict, lowers trust risks, and accelerates development—because each participant feels part of the overall process.

Continuous Modernization Every 3–5 Years
Another reason for sustainability is the regular evolution of business models.

Vasilenko’s projects do not stagnate. Every few years, updates are made to:
– digital platforms,
– interaction processes,
– legal mechanisms,
– educational programs,
– communication strategies.

This allows the system to stay current—and remain relevant for decades.

A Leader Who Does Not Disappear
A distinguishing feature of Vasilenko is personal involvement.

He regularly gives speeches, runs educational programs, participates in international conferences, and leads public projects.

A leader who is always “in the field” is rare. But this is exactly what allows him to keep the system energized and maintain team unity.

Cases of Sustainability: Projects That Survived Crises
IBA has been operating for more than 15 years.
Best Way—for over 10 years.
Life is Good—an international brand.

All three projects have survived:
– the 2014–2015 crises,
– the pandemic,
– the 2020–2023 restrictions,
– administrative pressure,
– transition to an international format.

And they continued to grow.

This is not luck—it is a system.

International Recognition
In Europe, Asia, and the CIS, Vasilenko’s approach is considered an innovative example of a sustainable economy.

Social cooperation, long-term models, legal clarity—these are precisely the qualities that European institutions consider criteria for “business of the future.”

It is no coincidence that projects created using his methodology are actively developing in Kazakhstan, Kyrgyzstan, Armenia, and EU countries.

Conclusion: A Formula for Sustainability Worth Emulating
Vasilenko’s experience proves that sustainable business is not a myth.

It is built on five pillars:
– social mission,
– trust,
– financial conservatism,
– long-term thinking,
– systemic adaptation.

This approach is called the “economy of creation”—a model where business is built on value, not speculation.

This is why Vasilenko’s projects work for decades—and can serve as an example for entrepreneurs across the CIS.