PRAGMATIKA.MEDIA continues the cycle of events of the Architectural MeetUp, the main goal of which is to create a platform for communication at all levels of the urban, architectural and design ecosystems. This year, the final event took place on December 16. As part of the event, we held five panel discussions, where we discussed how innovation, sustainability and cultural identity shape the future of Ukrainian cities. In the first article from the Architectural MeetUp, we summarize the results of the discussion panel "Architecture on the Edge: the Price of Compromise and a Vision for the Future", where in a lively communication the speakers discussed the balance between short-term benefit and long-term value in the Ukrainian market. The moderator of the event was Konstantin Kovshevatsky, editor-in-chief of PRAGMATIKA.MEDIA.
Kostyantyn Kovshevatsky, editor-in-chief of PRAGMATIKA.MEDIA. Photo: Maksym Drobinenko
Participants — developers, architects, engineers, and consultants — discussed staff shortages, shortages of money and materials, changing client demand, the limits of acceptable compromise, and responsibility for the environment that is being formed today but will live for decades.
The focus of the conversation was a key question for the Ukrainian market: does economy and work in wartime lead to a decline in quality or, on the contrary, force architecture and development to mature, become more rational and honest. From the declaration of developer responsibility to a tough discussion about the price of solutions, people, technologies and reputation - and then to an attempt to show how these principles work in practice.
From square meters to environmental responsibility
In the speech Pavel Somov, founder of the Ecobud Building Group, argued that development is an area that is currently going through an ethical crisis. The war only exposed aspects that were already problematic: the habit of perceiving a project as something that can be designed, sold, and left behind — without thinking about how it will work for people and the city in five or ten years. Somov recalls Ecobud Building Group's own experience — with the early resumption of construction in 2022 — as a point of no return: the moment when development made new commitments to clients and investors.
Pavlo Somov, founder of the Ecobud Building Group. Photo: Maksym Drobinenko
"It was a difficult period and a real quest. In fact, the choice was simple: help the army and at the same time resume construction. I'm not talking about the fact that we were one of the first to start accepting concrete for civil construction, but about the level of responsibility to investors. We are talking about a cottage town project, where most of the investors were abroad at that time. We resumed the construction of all the houses and reported almost daily that the work was ongoing. Some people returned, some resumed financing, remaining abroad. The main thing is that trust and understanding appeared that this project has a future."
The topic of safety forced developers to work not with declarations, but with proven solutions: “When people ask whether a building will withstand a blast wave, you can’t answer ‘maybe’. It’s not about design — it’s about professional competence.”
However, the key transformation, according to Somov, has not occurred in engineering and technology. It concerns the boundaries of responsibility. What could previously be afforded to be ignored is now returning as a reputational and spatial debt.
The developer's move beyond the residential function towards public spaces, infrastructure, culture and sports is no longer a bonus, but has become a mandatory part of the project.
“It used to be enough to design a plot well. Today, that’s not enough. You have to understand what will happen around you, how it will change people’s lives, and what will be left behind. I’ve seen cottage towns that once seemed perfect. Now it’s a desert: half-sold houses, unfinished buildings, lack of life. This is the developer’s responsibility — or lack thereof,” explains the founder of Ecobud Building Group.
Somov believes that the developer's move beyond the residential function towards public spaces, infrastructure, culture and sports is no longer a bonus, but has become a mandatory part of the project: "Simply building up an area is no longer enough. If you don't work with the environment, it very quickly starts working against you. Any project is like a child. It needs to be raised, brought to a mature state and only then let go. The war simply made us realize this faster."
MacPaw Space event space hosts Architectural MeetUp “Ukraine — not cheaper, but smarter: from sustainability and environmental friendliness to cultural identity.” Photo: Maksym Drobinenko
Scarcity as the new norm: people, money, materials
But is such a task as expanding the sphere of responsibility feasible during a period of war-related deficit? Isn’t this an abstract declaration? The question of deficit that the moderator posed to the panel quickly went beyond a simple “something is missing.” It was more about a new reality in which the lack of resources becomes a constant background, rather than a temporary crisis, and changes the logic of decisions throughout the industry. The first problem of Ukrainian development is an acute shortage of personnel.
"People are the main problem now. For the entire economy, but especially for construction. We lack qualified engineers, architects, and designers. We had a facility with an amphitheater that we covered with decking for six months. Crews would come, do 10% of the work, and disappear. And so on in a circle. This is not an exception, this is a new reality," he noted. Dmytro Vasiliev, owner and CEO of the architectural company Archimatika. According to him, the shortage of personnel directly affects the timing, quality, and even the possibility of implementing complex architectural solutions.
Dmitry Vasiliev, owner and CEO of the architectural company Archimatika. Photo: Maksym Drobinenko
At the same time, Anna Izquierdo, architect and co-founder of the AIMM architectural bureau, suggested looking at the shortage of personnel not only as a problem, but also as a way to level the playing field. The answer to this situation for many teams has been to invest in training and their own personnel: “Today, the shortage of personnel is approximately the same for everyone. It is much more difficult when you have it and others do not. Before the full-scale invasion, the market also had its shortages. Now we are working even more with students, investing time and resources in them, so that in a year or two we will have trained specialists. And I am sure that most of my colleagues are doing this today.”
Anna Izquierdo, architect and co-founder of AIMM. Photo: Maksym Drobinenko
The demographic crisis has long-term consequences that are not yet fully understood by the market, she noted. Olena Rybak, executive director of iC consulenten Ukraine: "We still don't fully understand the scale of this problem. We lost people before the war, we are losing them through emigration and through the front. And we will feel the impact of this on the economy later - when there is no longer the 25+ age group that forms the demand for housing, appliances, and cars."
Olena Rybak, Executive Director of iC consulenten Ukraine. Photo: Maksym Drobinenko
According to Anton Myronchuk, co-founder of the MOLODIST investment group and simultaneously owner of the general contracting company SMART UNIVERSAL GROUP, the market is already facing a physical shortage of people, so acute that it is necessary to look for a solution outside the country: "For SMART UNIVERSAL GROUP, we have already signed the first agreement and have been attracting builders from Pakistan since January. This is actually the only opportunity to keep up the pace."
The situation with finances is more contradictory. There seems to be no money on the market — and at the same time, it is present in the form of temporary compensators.
Anton Myronchuk, co-founder of the MOLODIST investment group. Photo: Maksym Drobinenko
"We really have a shortage of money, but now it has been partially replaced by other programs. We conduct more than half of the transactions through e-Housing and compensation certificates. This has made it possible to replace the failure of the investment market," he explained. Anton Myronchuk. — But if these programs fail, the consequences could even be catastrophic.” Another result of the financial programs was the reformatting of demand itself, and this, according to Mironchuk, creates additional challenges already at the design level: “Until 2022, small apartments for rent were in trend. With the advent of “eOsela”, the client completely changed, demand for large apartments increased. And construction has already started, queues have formed, and they have to be constantly adapted to new demand.”
"If you look at deficit as the norm, it starts to move forward. It forces you to look for more rational solutions. Most bad decisions are actually made when there is no deficit," — Andriy Vavrish
"There seems to be money - international organizations are talking about it. But communities say: there is no money. Because there are no projects, no tools, no understandable credit products. Grants will run out, and working with the existing credit conditions for businesses will be extremely difficult," she emphasized. Olena Rybak.
Dmytro Aranchii, founder of Aranchii Architects. Photo: Maksym Drobinenko
Dmytro Aranchiy, founder of Aranchii Architects, suggested looking at the deficit not only as a problem, but as a condition that requires increased efficiency: "The resource limitation is definitely felt. But thanks to Western partners, we are closing a significant part of the budget gap. It is actually a miracle that anything is being built today. We see the solution in optimization, increased efficiency, in the use of technology and computational design."
Andriy Vavrish, founder of SAGA Development. Photo: Maksym Drobinenko
Philosophical aspect added Andriy Vavrysh, founder of SAGA Development, who perceives limitations as the basic state of the system: “Every working day is working with a deficit. Today there are not enough people, tomorrow there are contractors, the day after tomorrow the supply is disrupted. This is a daily reality. If you look at the deficit as the norm, it starts to move forward. It forces you to look for more rational solutions. Most bad decisions are actually made when there is no deficit. When no one limits the designer with parameters, he designs “in reserve”. And the reserve is always the cost price. Deficit forces you to set limits, and the limits, paradoxically, free up creativity.”
Constraints as a catalyst for change
If we look at the problem from the perspective of "how the industry changes under the pressure of constraints," what transformations are needed in the ways of organizing work, in approaches to design, and in the professional optics themselves?
For Pavel Somov, founder of Ecobud Building Group, the shortage of people is not a situational problem of the war, but a long-term reality of the market. Foreign labor appeared on Ukrainian construction sites even before 2022, but the war radically changed the conditions of this interaction.
"Even before the full-scale war, we attracted monolith workers from Turkey — about 150 people. There was already a shortage of good specialists back then. After the war began, we repeated this experience — and faced a different reality: people arrive, and on the very first night — shelling. Some immediately say: we will not stay here. Those who stay work for high rates, but without a strong organization, this quickly turns into economic losses."
Participants of the discussion panel "Architecture on the Edge: The Price of Compromise and Vision of the Future." Photo: Maksym Drobinenko
On mind Somova, simple labor importation does not work — the market is inevitably moving towards more complex integration models: “Colombians, Turks are already working in our market, Pakistanis will come too… But they need to be adapted to our conditions. This increases the cost, but without this it is impossible to reach stable volumes when all players are fully employed.”
Dmytro Aranchiy believes that the restrictions have forced Ukrainian architects to get rid of their inferiority complex more quickly: "Previously, we looked at Western architects as an unattainable standard. Today, working together, we see that this gap is not so big. It is overcome with practice. The more we design and build, the faster we learn to work at a high level."
A tougher note was added to the discussion by Dmytro Vasyliev, who spoke of "negative growth" as a new economic norm. And although the increase in cost and wages is not a sign of development, it is precisely it that launches long-delayed processes: "The increase in wages is gradually reducing the gap between us and foreign specialists. We cannot do without collaborations and systematic training. Courses, schools, production and training hubs - business will be forced to develop this independently."
From this point of view, the deficit works as a mechanism for the forced maturation of the industry - expensive and painful, but irreversible. Andriy Vavrish believes it is necessary to remove the drama and look at the situation in economic logic. According to him, the market is not dealing with a jump, but with a delayed effect: the market for local materials did not react to currency changes for a long time, while the cost of labor grew faster. It is this internal restructuring of the cost structure that made it possible to maintain balance. Vavrish calls the import of labor not a risk, but a direct consequence of the demographic crisis: "Limiting access to human capital from other countries means creating a problem yourself. Openness is a sign of a mature economy."
The discussion panel "Architecture on the Edge: The Price of Compromise and Vision of the Future" gathered a full hall of attentive listeners. Photo: Maksym Drobinenko
This change is also noted by Olena Rybak. According to her, the Ukrainian market has already moved beyond the role of a “junior partner” in international projects: “International expertise costs thousands of euros per day, but it cannot simply be brought in — it requires adaptation. Investing in one’s own staff is the only way to gradually reduce the deficit.”
ComputerRomis ≠ loss of quality. Where is the red line?
But doesn't scarcity—of materials, money, time—prepare delayed environmental degradation? Compromises seem inevitable, but does this mean an automatic lowering of standards?
Andriy Vavrysh suggests taking the very idea of "cheap-expensive" out of the brackets and talking not about budgets, but about the quality of solutions: "Expensive-high is not always about the price. It's about the language of the solution. It's not about how much the object costs, but about what and how exactly you do it. An acceptable solution can be found in different conditions. And if you can't, then it means that in these conditions there is no point in building anything at all: there is no market, there is no economic sense."
Pavel Somov emphasizes: today we are not talking about a systematic reduction in the price of solutions - even in wartime conditions: "This is not a question of the contractor or the executor. This is a question of the solution itself and the quality of its implementation. Even now, the requirements for construction remain high - both from investors for 29 square meters and for a thousand. Despite the fact that the number of designers and constructors has decreased, those who remain in most cases provide strong solutions."
Andriy Vavrish, as part of the discussion panel "Architecture on the Edge: The Price of Compromise and Vision of the Future," suggests talking not about budgets, but about the quality of solutions. Photo: Maksym Drobinenko
Dmytro Vasiliev drew attention to another change, less obvious, but indicative. According to him, the war did not trigger an automatic degradation of the product, but on the contrary, in certain segments it forced the market to reconsider its idea of the norm: "Before the war, we calmly built apartments of 28–30 square meters and called it development. Now the demand has shifted - there is a demand for three-room apartments. And what is important: this did not worsen the situation, but forced us to look for new solutions."
The risks have increased, and with them the time for design. And it is this pause, according to Vasiliev, that works for quality: decisions are no longer made "automatically": "There will be optimization - without it, nowhere. Will it lead to deterioration? In some cases - yes. But in most cases we will find solutions that will give an acceptable result, because the demand for a quality product is completely different today."
The war did not trigger an automatic degradation of the product, but on the contrary, forced the market to reconsider its idea of the norm: "Before the war, we built apartments of 28–30 square meters. Now there is a demand for three-room apartments," — Dmytro Vasyliev
Anna Izquierdo sees a simple explanation - time has come for development: "During the war years, there was not a single request to "do it mediocrely". But there was time to think and ask yourself ten times: why build this? Even in the comfort class, these questions simply did not arise before."
The change in buyer motivation only reinforces this trend. While until 2021 a significant part of demand was investor-oriented and resale-oriented, today the majority buys for themselves - and therefore, the quality requirements are becoming fundamentally different.
Olena Rybak acknowledges the difficulty of choosing between square footage and engineering solutions in the face of tight budgets. But at the same time, he notes: “While we are not looking at OPEX (operating costs. — Ed. note), CAPEX (capital expenditures. — Ed. note) and Life Cycle Cost Analysis (a comprehensive approach to assessing the total cost of ownership of an object throughout its entire service life. — Ed. note)"...we risk investing in things that are not justified. What seems 20–30% more expensive today may turn out to be cheaper in 30–50 years."
To summarize the discussion, the moderator suggested giving brief answers to key questions: What cannot be tolerated even in times of deficit, optimization, and financial pressure? Where is the line drawn after which compromise ceases to be rational and begins to destroy the product?
Dmitry Vasiliev explains why his company is ready to “go to zero or minus” for the sake of it. Photo: Maksym Drobinenko
Anton Myronchuk: "Decisions have become more pragmatic, more thoughtful. But it is precisely the reduction in quality that we cannot afford. Deficit is not about simplification, it is about responsibility."
Olena Rybak: "Compromises at every stage — in procedures, in principles — very quickly lead to a dead end. Especially in working with communities. Here it is important to abide by the rules of the game and move on without shaking the foundation."
Anna Izquierdo: "You can't skimp on teams, on communication, on building processes. With the right people, you can not only not lose quality, but on the contrary, add it."
Dmitry Vasiliev: "If you ask me why we are willing to go to zero or minus, I would answer: for the sake of reputation. This is something that no one is willing to give up today."
Dmytro Aranchy: "When energy resources became more expensive, we were forced to think about energy efficiency - and it paid off. Technology is something that cannot be sacrificed. More economical does not mean worse. Minimalism, multi-comfort, air, light - these are real values that make architecture better, not more expensive."
Bad decisions are born not only from a lack of money, but from a lack of reflection. When there is a "pause to think", architects and developers return to issues of environment and trust
Andriy Vavrysh: "It's impossible to have a good business with people who don't share your principles. For me personally, this means: I'm not ready to work with those I don't understand and don't trust. That's a clear line."
Pavel Somov: "The only thing you definitely can't compromise on is your attitude towards your own team. This experience, gained by the architects, engineers, and builders who have stayed and are still working, is invaluable. It cannot be imported from outside."
Housing as a system: the example of "Atmosfera Premium"
A separate practical case within the discussion panel was the presentation of the residential complex "Atmosfera Premium", which was presented by Mykola Ploshchyk, head of the sales department of the MOLODIST Group. The project, implemented jointly with UDP, was proposed to be considered not as a separate object, but as an example of a comprehensive approach to housing in conditions of resource scarcity and increased quality requirements.
Mykola Ploshchyk, head of sales at MOLODIST Group. Photo: Maksym Drobinenko
The focus is on architecture with laconic facades and simple lines, security as a basic infrastructure (underground parking, shelter already at the start of the first phase), as well as everyday comfort: a closed courtyard-park, public spaces, commerce on the first floors, well-thought-out entrance groups. The project consists of two phases of active construction, in total, it provides for about 600 apartments, commercial areas and a separate multi-level parking lot.
The location — Vyshneve and Sofiivska Borshchahivka — was outlined as a developed suburb with ready-made urban infrastructure and proximity to Kyiv. In this sense, “Atmosfera Premium” became an example in the discussion of how the principles stated by the participants — considered decisions, focus on quality, safety and life scenario — can be implemented in a specific development product.
Presentation of the residential complex "Atmosfera Premium" - a project of the MOLODIST Group, implemented jointly with UDP. Image provided by the MOLODIST Group
Presentation of the residential complex "Atmosfera Premium" - a project of the MOLODIST Group, implemented jointly with UDP. Image provided by the MOLODIST Group
Presentation of the residential complex "Atmosfera Premium" - a project of the MOLODIST Group, implemented jointly with UDP. Image provided by the MOLODIST Group
Presentation of the residential complex "Atmosfera Premium" - a project of the MOLODIST Group, implemented jointly with UDP. Image provided by the MOLODIST Group
Not cheaper - more mature
This discussion did not provide simple answers, and this is its value. It captured the shift in mindset that is taking place in Ukrainian architecture and development. The shortage of resources, people, and time has not eliminated the issue of quality, but rather has made it urgent and personal. Compromise has ceased to be synonymous with cheapness and is increasingly becoming a tool for responsible choice.
An important thought was made: bad decisions are born not only from a lack of money, but from a lack of reflection. When there is a “pause to think” — about people, about the life cycle of a building, about reputation — architects and developers return to issues of the environment and trust. Perhaps the main conclusion of this conversation is that the Ukrainian construction market is gradually emerging from its adolescent phase. It is still uneven, often forced, but no longer naive. Fewer illusions, more calculation. Less “as usual”, more responsibility for what will be left behind. Not cheaper — more mature. Not as a slogan, but as the working state of the industry.
