Family businesses are always stories about trust, responsibility, and the ability to truly listen to one another. In the beauty industry—where the cost of a mistake is measured not only in revenue but also in reputation—these values become decisive.
A mother and daughter behind the brands Emet and Adassa Clinic have built their business on honesty, evidence-based medicine, and a systematic approach. In this candid interview, they speak openly about family partnership, brand selection, the importance of physician education, and why a good name will always matter more than fast profit.
Olga, Alina, your partnership is a rare example of a successful family business. When did you realize you wanted to build something together? Was there a defining moment?
The turning point came when we both found ourselves at home. I had just returned from maternity leave, and Olga had recently given birth to her third child. It became clear that something had to change—two business-oriented women simply couldn’t stay idle. That’s when we decided to start a business together.
The original idea truly belonged to my mother. At the time, I was 33 and had just had my third child. I had never been involved in operational business before—I had some experience in real estate, buying and selling properties. My mother understood that the timing was right.
I felt I had untapped potential. My older children were growing up, and it was important for me to realize myself professionally.
My mother had always been in business and deeply invested in self-care. She regularly visited a cosmetologist and paid close attention to her appearance—this was always important to her. At one point, she tried a particular product and later decided to take on its distribution. We immediately saw the potential—how it could improve quality of life and how relevant it was for women. Eventually, she was encouraged to pursue this professionally.
Beauty had always interested me. As I began to notice the first signs of aging, my curiosity turned into deeper professional interest. That’s how I came to work in a field that genuinely fascinates me and that I once approached as a patient myself.
Building a business together was never a question. I’ve always been very close to my mother—she’s like my best friend. And who else would you build a business with, if not your mother?
How are roles divided between you within the company?
Alina Hryhorivna:
In the beginning, I was more confident, but Olga is not just a fast learner—she quickly caught up with me and surpassed me in many areas. We clearly distinguish between strategic and tactical roles. Strategic decisions are always made together, while I rarely interfere in daily operations.
Olga runs the business with great balance and integrity. She doesn’t pull the spotlight onto herself, and I have enormous respect for that. I represent experience and wisdom; she represents innovation. And I genuinely admire the way she leads the company.
Olga:
I’ve learned a great deal from my mother. As she likes to joke, she’s been in business since 1989 and has tremendous experience. I’m grateful that she gradually gave us space to grow and develop.
No major strategic decision is made without her. While she no longer handles day-to-day operations, she remains a key figure in shaping the company’s long-term strategy.
What unites such diverse areas as cosmeceuticals, aesthetic medicine, and education?
Alina Hryhorivna:
These are not separate directions—they are parts of one ecosystem. Everything revolves around beauty, health, and longevity. We never offer clients products we don’t truly believe in. For us, reputation is more important than money.
Olga:
Modern cosmetology is about a personalized, comprehensive approach. There is no single product that solves everything.
When I was 33, I was told I would need surgical intervention by the age of 40. Today, at 48, I’ve had no surgeries aside from a blepharoplasty. This clearly demonstrates how far aesthetic medicine has advanced—it can delay surgery for many years.
Education is a fundamental part of our model. We don’t simply sell products; we build an ecosystem of knowledge. Because the core principle of medicine is simple: do no harm.
You represent more than 13 brands from the EU, South Korea, South Africa, and Israel. How do you select them?
Alina Hryhorivna:
We started as a single-product company. Today, our portfolio includes numerous brands—some of them true stars. Decisions are made together. In the early days, I played a larger role, but now Olga leads more of the selection process. She speaks excellent English, studies scientific publications, social media, and global market trends. We attend international exhibitions and choose only brands worthy of our portfolio.
Olga:
We have a very strict filter. First comes science—clinical studies, safety, regulatory compliance, and the manufacturer’s reputation. Without that, we don’t even begin a conversation.
The second step is personal testing. My mother and I always try the products ourselves—we are the first patients. If we don’t like the sensation, the result, or how the product performs over time, it doesn’t enter our portfolio.
Only after that does the product go to focus groups of physicians, real clinical cases, and practical evaluation. The final decision is always a synergy: my mother looks at the market strategically, while I evaluate it from a physician’s and protocol-based perspective. If there’s doubt, the brand doesn’t make it in.
Emet and Adassa Clinic are a family success story. What challenges have you faced working side by side?
Olga:
The biggest challenge is learning to separate family emotions from management decisions. In a family business, this is never easy. I deeply value the fact that my mother has far more business experience than I do. She taught me to think strategically, stay focused, and withstand pressure.
Being business partners with my mother is an immense value. She’s someone you can always rely on. In difficult moments, that support allows you to move forward without chaos or panic.
What family value do you bring into your work every day?
Alina Hryhorivna:
Honesty, integrity, and a good name—values that matter more than any amount of money.
Olga:
Reputation is everything. It can take years to build and one wrong decision to lose. Responsibility for our choices and protecting trust are our core principles. We are accountable not only to ourselves, but also to our partners and the physicians who work with us. Trust is a shared responsibility, and we take it very seriously.
What do you hope to influence in Ukraine’s beauty industry?
Alina Hryhorivna:
I dream of creating our own brand—a strong star in our crown. A company that represents the most advanced, high-quality products on the aesthetic market and helps Ukrainian women feel even more confident and beautiful.
Olga:
I want the Ukrainian market to mature. Less chaos, gray imports, and short-term decisions for quick money. More structure, education, and respect for patients. The future belongs to brands with solid scientific evidence and to physicians who think not only about immediate results, but about long-term consequences. I want to be part of that transformation.
Finally, what would you say to women who want to combine family, beauty, personal growth, and big business—but are afraid to take the first step?
Alina Hryhorivna:
Don’t be afraid to begin. Move slowly—you don’t need to rush. Small steps forward are better than standing still. When there is determination and desire, everything becomes possible.
Olga:
Don’t wait for fear to disappear—it won’t. What appears instead is experience and self-trust. Start small, but do it honestly and consciously. Not for appearances or status, but because it truly matters to you. Combining family, beauty, growth, and business is difficult—but if it’s your path, you will find your way to it. The only question is when.
