We've been inside.
That's the difference.
We’ve built teams, watched them break under growth, and rebuilt them from inside the problem. That is the experience we bring.
Most consultants study companies.
We’ve run them.
That’s not a credential.
That’s a different conversation.
Why this exists.
There’s a specific moment inside every growing company — somewhere between 30 and 60 people — when the thing that made you fast starts making you slow. Decisions that used to happen in a hallway now require a meeting. Teams that used to self-coordinate now duplicate work. The system that got you here can’t take you to the next stage.
We’ve both been in that moment. Not as observers — as the people responsible for fixing it. We’ve redesigned structures, rebuilt operating models, and watched organisations come out the other side moving faster than before.
Control Shift Scale exists because that work needs to be done — and most of the people doing it haven’t actually been inside.
Not a firm. Two operators.
Evgeniy Solohub
Has spent his career inside fast-scaling digital companies — not advising from the outside, but running operations when the structure was under pressure and the decisions couldn’t wait.
- Has worked across risk and compliance in distributed, fast-growing digital businesses
- Knows where control breaks down during growth, and how to rebuild it without killing the pace
- Rebuilt operating models for companies scaling 20→100+: role design, decision ownership, cross-team coordination — the infrastructure that lets people move fast without creating chaos
Natallia Maksimenka
Has led people functions and leadership transitions inside companies where the human side of scaling was breaking as fast as the operational one.
- Built and run every stage of the people cycle — hiring, onboarding, retention — inside fast-scaling distributed teams, where the pressure is real and the playbook doesn't exist yet
- Holds a core conviction that the data shows what's breaking before the team starts blaming each other
- Most people problems aren't people problems. They're structure problems — and fixing the right thing is the only fix that holds
We don't work alone.
When the work requires it, we bring in people we trust — operators, specialists, and leaders we've worked with before. Not subcontractors. People with their own track records, who know what it means to be inside a company that's under pressure.
We are the core. The network extends when needed. The client always knows who they're working with.
How we work.
Remote-first, always
We’re distributed by design. Everything we do is built for async, remote teams — because that’s how we work and how our clients work.
Peer-to-peer, not top-down
We don’t hand down recommendations from a position of authority. We work alongside the people responsible, with the same context they have.
Results, not reports
You get a roadmap you can act on — not 80 slides of analysis. We measure ourselves on what changes after we’re done, not on the quality of our documentation.
NDA by default
We don’t publish client names. We don’t use your work as a case study. Confidentiality is the baseline, not a premium option.
Diagnosis before prescription
We don’t arrive with a framework to apply. We look first. We understand what’s actually happening before we say anything about what to do.
Honest over comfortable
If the problem is structural, we say so — even if it implicates leadership. That’s not a difficult conversation. That’s the conversation that changes things.
What we're not.
Knowing what something isn’t is often more useful than knowing what it is.
- A Big Four firm with a methodology to sell
- Coaches focused on individual behaviour
- A slide factory that optimises for impressive decks
- Generalist strategy consultants without operational experience
- An agency with a team you'll never meet
- People who tell you what you want to hear
Let's see if there's a match.
One conversation. No pitch. We’ll tell you honestly if we’re the right people for what you’re dealing with.