About us
Turning challenges into opportunities
In a world overflowing with data, standard answers have become a cheap commodity. Today's leaders are not faced with a shortage of information, but rather a shortage of meaning. Traditional analytics, like a flashlight in a dark room, only illuminates what is directly in front of you. But the most valuable things — risks, opportunities, and asymmetric moves — are always hidden on the periphery, in the shadows.
GIN is not a flashlight. We turn on the lights in the room.
The GIN philosophy
We are not for everyone. We are for leaders.
Our mission is to be a catalyst for breakthroughs for those who have decided to stop playing catch-up.
We help leaders:
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See the invisible: uncover hidden connections and motivations of key players.
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Think differently: ask unpopular and non-obvious questions that open up new dimensions of competition.
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Act decisively: turn strategic insights into detailed plans with measurable results.
The problem with standard analytics
Traditional analytics is like a torch in a dark room. It illuminates what is right in front of you. But the most interesting things always happen on the periphery, in the shadows. GIN doesn't give you a torch.
It turns on the lights in the room.
Our approach
We have moved from predictive analytics ("what could happen?") to prescriptive analytics ("what should be done to create the desired future?"). Our goal is not to predict the future, but to design anti-fragile strategies that benefit from uncertainty.
A unique experience
The GIN approach is based on the founder's 30 years of experience in analysis and 25 years of experience in managing real businesses in the security sector — an industry where the cost of mistakes is measured not in percentages on a report, but in real consequences.
Why choose us
The problem we are solving
Why your strategy is likely fragile
Most companies play chess by thinking one move ahead. They ask questions like "What happened?" and "What should we do next?" This causes them to run around in circles, reacting to circumstances.
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You see the symptoms, not the cause.
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You predict the future instead of creating it.
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Your victories are tactical and temporary, not strategic and sustainable.
We suggest moving from playing chess to designing the rules of the game itself.
Our approach — an intellectual foundation
From prediction to design.
From fragility to anti-fragility.
Our methodology is a synthesis of deep analysis and managerial responsibility.
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Prescriptive, not predictive analytics.
We don't ask, "What could happen?" We ask, "What needs to be done to create the desired future?" We develop an action plan that makes that future inevitable. -
Creating anti-fragility.
We design strategies that are not just resilient to crises, but thrive on uncertainty, chaos and stress. Like bone, which becomes stronger under stress. -
Searching for asymmetric moves.
We look for actions where your potential gains are disproportionately higher than the possible losses, and where a competitor's response would be extremely difficult or disadvantageous.
Founder and DNA of GIN
Experience where the price of a mistake is not a percentage in a report
The GIN approach was not born in theory. It was forged at the intersection of two critically important disciplines:
The founder of GIN is Konstantin Pasternak.
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30 years of experience in analytics and strategy. A deep understanding of how to read between the lines of data and see the hidden mechanics of markets.
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25 years of experience managing real businesses in the security sector. This is an industry where the price of error is measured not by numbers in a report, but by real consequences. This experience has taught us to make flawless decisions in conditions of acute shortage of time and information.
We combine the intellectual power of a systems analyst with the responsibility and determination of a leader who knows what real strategic risk is.
Reviews
"GIN didn't just provide answers — they changed the very essence of our questions."
"We turned to GIN when we encountered a paradox: all operational indicators were normal, but market share was stagnating. Traditional consultants suggested 'optimising processes'.
The GIN team started with a simple but mind-blowing question: 'What if your main problem isn't efficiency, but the fact that you've become indistinguishable from your competitors?
The result was not a report, but a strategic shift. We created a loyalty ecosystem based not on discounts, but on unique status. It was a purely asymmetrical move: competitors couldn't copy it without rebuilding their business model. Profitability grew by 40% in a year and a half. GIN is a strategic weapon."
Chief Executive Officer, federal retail chain
"They found millions where we saw only inevitable costs."
"The problem of 'grey imports' had been eating into our margins for years. Everyone struggled with it, proposing classic methods of 'tightening the screws'. At the diagnostic session, GIN asked, 'Why not lead this flow instead of trying to stop it?
This question turned our entire perception of the problem upside down. GIN developed a strategy to launch a special sub-brand. We legalised part of the flow, redirected it into a controlled channel, and created a new profitable segment. The share of the illegal market decreased by 70%. Their ability to see opportunity in the greatest pain is what constitutes that "unfair advantage."
Business owner, electronics distribution
"They didn't fortify our stronghold. They taught us how to tank attacks to our advantage."
"We chose GIN and their 'Strategy Stress Test' instead of classic consulting. Their approach was as far from the standard as a tomograph is from a stethoscope. They created a 'Scenario Book' for us, which played out dozens of hypothetical but completely realistic situations.
When one of these scenarios became reality a year later, we didn't panic. We were ready and acted according to a rehearsed plan. GIN doesn't predict the future. They make you invulnerable to it."
Member of the Board, commercial bank