We must become a veteran-centric country, adopting global experience and creating our unique approach to working with veterans.

This was discussed at the Veterans and Business Community Congress along with Andrii Dlihach, Serhii Pozniak, Valerii Pekar, and Oleksandr Porkhun. In my view, we should explore new opportunities for reintegrating veterans, such as:

1. Establishing Private Military Companies (PMCs). This is logical for a country with significant military experience. It's clear that some veterans will return to civilian life, while others may want to continue their military careers. This represents a new sector for our country with new specialties like PPO operators, drone pilots, and more. Military services are in demand worldwide, and if we don't employ our specialists, we risk losing them to private military companies in other countries. We need to accept that veterans are not a problem but an opportunity. A Ukrainian PMC could serve friendly nations and open new markets for Ukraine in Africa, Asia, and Latin America. Remember the military coup in Mali in 2012, where international support was crucial; Ukraine could have played a role. Whichever way you look at it, PMCs would benefit the Ukrainian economy. If 100,000 soldiers earn $5,000-10,000 per month, the state's income could reach $10 billion annually, not to mention indirect economic benefits from international contracts, where financial gain could be multiplied by 10.
2. Establishment of veteran support services within and outside of businesses. This includes specialists in veteran support services. Currently, there are hundreds of government programs across at least three ministries and numerous opportunities for those returning from military service. There are also funds, international programs, municipal support, educational, social, and communal benefits — a million opportunities. Even experienced businessmen find it challenging to navigate these without professional assistance; what about ordinary guys — veterans? We need all these opportunities consolidated in specialized service centers. This is an entirely new business direction: support, adaptation, psychological and financial assistance, and business support for veterans — essential processes for the country and businesses alike.
3. Emergence of new effective crisis managers. Some veterans gained immense managerial experience under extreme conditions during the war. Businesses should take this into account. Walmart, for instance, struggled to find a logistics director and eventually chose a military logistician who participated in the "Desert Storm" operation led by the USA and UK in the 1990s. This campaign later became known as the "miracle of military logistics" for the lightning-fast marches of two American corps through the impenetrable Arabian Desert. Professionals like these will come from the front lines to Ukrainian business. It's important to consider them and help them adapt.
4. Creation of inclusive infrastructure in all settlements across Ukraine. War should accelerate this process, much like how the pandemic sped up the transition to online services and adapted personal protective equipment for everyday life. Ukraine should have long since become inclusive, given that we had about 3 million people with special needs even before the war.

The interaction of government, business, and veterans will provide our country with new opportunities and not just help military personnel adapt to civilian life but significantly improve our country by realizing its potential and opening up new development prospects. There is no tragedy here; there is potential. The key is to harness it correctly. I am confident in this.