Never Give Up and Always Believe in Yourself: A Conversation with Nataliia Pinchuk About Her Career Path and Values

A career is always a series of decisions, challenges and gradual growth — especially at the start, when every experience shapes not just professional skills but self-confidence and the readiness to take responsibility.

For more than ten years, Nataliia Pinchuk has been building her career at UHY Prostir, going from her first steps in the profession to the role of Project Manager. In this conversation she talks about her path, her values, how she works with clients and her team, and what she would advise those just starting out.

How did you first hear about UHY Prostir, and what attracted you most to the company back then?

I was actively looking for a job and had posted my CV. Some time later I got a call inviting me to take a test. What drew me from the very first meeting was the energetic young team. I clearly remember a very strong feeling inside: I knew this was where I wanted — and needed — to stay.

You joined the company at the very beginning of your career. What was your first experience like, and what professional challenges did you face?

One of the first truly serious challenges involved a client’s payroll: the flash drive with the client-bank keys failed, the backup key was locked in a safe, and the key to the safe was with the director, who was away on a business trip. There was a real risk of missing the payment deadline.

I pulled myself together quickly, worked things out with the bank and arranged a courier to restore the keys urgently. The bank clerk even waited for the courier to bring the new key so we could send the payments the same day. It all ran on pure adrenaline — today I look back on it with a smile.

There have been plenty of situations like that over the years. From the very beginning it was important to me to work directly with clients, so I volunteered to cover for accountants during their vacations and took on their duties. That later became one of the key drivers of my career growth.

Was there a moment when you realized you wanted to tie your professional future to UHY Prostir for the long term?

Yes — and it still holds true today. For me this company is not only about professional development but about stability and genuine support for its people. My respect for and trust in the employer did not waver during the pandemic or during the war. The company treats people with understanding and values them — which is why I take my own commitment to it just as seriously.

What were your expectations at the start of your career? Which came true, and what turned out differently?

At the beginning I did not have high expectations — above all I saw a chance to learn and gain practical experience. I tried to be involved in all the accounting processes as deeply as I could. After about a year it became clear I was ready to move further up the career ladder, and the sense that my work meant something was especially valuable to me.

Today I work as a Project Manager: I run multiple projects and coordinate my own team. Along the way I have worked with many kinds of business — from representative offices, agribusiness, startups and IT to charitable foundations, NGOs and the food industry.

Was there anyone on the team in the early years who had a particularly strong influence on your professional development?

Yes — Hanna Matseva. It was her belief in me, her wisdom, mentorship and constant support that let me move toward my professional goals with confidence.

What was the turning point in your move from accountant to project manager?

At a certain point I realized I was ready for a new level of responsibility, and I said so openly to management. By then I was already running projects end to end on my own: organizing the assistants’ work, advising clients and juggling a large number of tasks and deadlines.

What was the hardest thing to “let go of” when moving from accounting to project management?

The hardest part was letting go of the day-to-day accounting work and the habit of doing everything myself. Delegating did not come easily at first — at times I even felt I no longer quite understood what my role was. That feeling passed with time, and I learned to structure my work differently.

Which skills from your accounting background help you most as a project manager today?

A deep understanding of how the processes work and where the problems come from. When the team brings me a question, I can read the situation quickly and point to a solution or the right direction.

What common misconceptions or unrealistic expectations do you encounter most often with clients?

Most often it is the expectation of instant answers, and the belief that one specialist can know absolutely everything. In those cases it is important to explain that some questions need deeper analysis or specialist input — from lawyers or auditors, for example.

Another common myth is that accounting support means little more than preparing reports and paying salaries. In reality, modern outsourcing is about managing risks, analysis and supporting management decisions. Clients also sometimes underestimate how much a systematic approach matters: timely document flow, accurate source data and process discipline, without which stable financial accounting is impossible.

Over time, as clients see the results and the quality of well-built processes, their perception changes — they come to value the comprehensive approach and the teamwork.

In your view, what does ideally structured cooperation between a client and an accounting outsourcing team look like?

The most effective model has a dedicated project manager and a team built around the client’s specific needs. I once had a client who was skeptical of this approach at first and insisted on working with a single specialist. Over time they saw that teamwork closed tasks faster, reduced risks and kept the processes stable. In the end, that model became the key advantage of our cooperation for them.

You work with many Ukrainian product companies. How does supporting them differ from other kinds of business?

The food and restaurant business runs as one continuous operational flow, essentially in real time. Production, sales, write-offs, transfers and cost recalculations happen every day. Without constant involvement in these processes, you very quickly lose the complete picture of how goods and money move.

Beyond the pace, the sector demands unusual accounting precision: stock and loss control, recipe cards, correct costings and margins. The sheer volume of transactions calls for clearly structured processes and automation. That is why accounting support in the restaurant business is as much about informing management decisions as it is about bookkeeping.

Which requests from Ukrainian companies have become noticeably more frequent, or now demand far more expertise?

Lately, businesses have increasingly been asking how to document donations and financial assistance properly, and what the tax implications are. A large share of requests also concerns the reservation of employees (mobilization deferrals) and operating under currency restrictions.

Projects to restore accounting records have become an area of their own — situations where a business urgently needs to regain control of its financial numbers.

How has the role of accounting outsourcing changed for business in recent years?

Businesses now expect more than bookkeeping — they want comprehensive expert support, analysis and proactive solutions.

What is key for you in building effective teamwork?

A clear division of responsibility, follow-through on tasks and regular feedback are essential. It also matters to keep communication open, so that every team member understands the shared goals and their own role in reaching them. Trust, mutual support and the freedom to voice ideas help the team perform even on complex, fast-moving projects.

What matters more to you in a team: strong individual expertise or the quality of collaboration?

Ideally, a balance of both. Expertise lets each specialist make the right decisions; good collaboration makes sure those decisions work in sync and deliver results for the client. In my work I try to create an environment where strong individual skills amplify the effectiveness of the whole team.

How do you help junior specialists adapt to working with demanding clients?

I teach them — while continuing to learn myself — to focus on the result and approach every request analytically, without letting emotions take over. Together we go through cases, weigh possible solutions and practice setting priorities. That helps junior specialists act with confidence even in difficult situations.

You have been at UHY Prostir for more than 10 years. How have you changed professionally in that time — and how has the company changed?

I have changed a great deal: I make decisions with more confidence, understand business as a whole far better and value teamwork more. I have learned to combine operational work with managing projects and supporting the people around me.

The company has been through a major transformation of its own: it has scaled up, adapted to today’s challenges, built clear processes and set a strategy for growth. It is more structured and more stable than ever.

Has your idea of career success changed over the years? If so, how?

At its core it has stayed the same: for me, success means constant development, responsibility and a sense that my work has value. But today I see it more broadly — not just my own professional growth but the ability to help the team grow, support clients and build effective, resilient business processes.

What does “quality service” in accounting outsourcing mean to you today?

Quality service is when the client feels calm about the day-to-day, can focus on developing their business and has clear financial numbers for making decisions. It matters that they can always count on comprehensive expert support. To me it means the team works as one — and the client feels their business is in good hands.

What advice would you give yourself at the start of your career, knowing everything you know now?

Never give up and always believe in yourself, even when things feel difficult or frightening. Step by step everything will work out, and the experience you gain will become your greatest strength.

What would you advise students or young professionals who are considering accounting outsourcing as a career today?

Don’t hesitate — take the opportunity. Accounting outsourcing lets you gain unique experience in a short time, sharpen your skills and work with many different kinds of business. It is a genuinely excellent start for anyone who wants to grow fast and learn by doing.

Interviewed by Kateryna Bohdan

Read also:

• Legal Support for Business: Trends, Challenges and Professional Principles — An Interview with Olha Petrukhina

• How an Auditor of the Future Thinks: An Interview with Viktor Safinskyi, Head of Audit at UHY Prostir

• Systematic Approach, Flexibility and Client Focus: Inna Starovoit on the Core Principles of the UHY Prostir Accounting Outsourcing Team