Aventus Group: navigating global business amid geopolitical uncertainty

Over the past decade, the Baltic countries, Lithuania, Latvia, and Estonia, have steadily built a reputation as some of the European Union’s most agile and digitally advanced business environments. Supported by sophisticated financial infrastructure, efficient e-services, and a deep pool of technology talent, the region has become an increasingly attractive base for fintech and digital-first companies operating across borders.

While the Baltics remain relatively small in terms of domestic market size, their entrepreneurial footprint extends far beyond the region. A growing number of founders who began their careers here are now building and managing international businesses with global reach. One such entrepreneur is Andrejus Trofimovas, Chief Executive Officer of Aventus Group.

Founded in the Baltics, Aventus Group has evolved into a global financial services company operating across four continents and 18 countries, with further international expansion already on the horizon. In a business environment shaped by geopolitical volatility and rapidly changing regulatory landscapes, scaling internationally has become both more complex and more strategic.

In conversation with The Baltic Times, Andrejus Trofimovas reflects on the origins of Aventus Group and shares his perspective on building and managing a global business amid ongoing geopolitical uncertainty.

How did Aventus Group begin?

Andrejus Trofimovas:
Aventus Group was founded nearly 17 years ago, in 2009. Before the global financial crisis of 2008, I was working in the real estate sector, which at that time was experiencing significant difficulties. Together with a small group of like-minded fellows, we decided to explore a new direction and established a lending business in Lithuania and Latvia.

From the very beginning, it became clear that technology would be a decisive competitive advantage. More technologically advanced companies are simply faster and more efficient, so we invested early in building our own IT hub to support and scale the business.

At the same time, local markets quickly proved too limited for our ambitions. We made a strategic decision to expand into larger markets, starting with Ukraine and Poland, and later continuing into other countries. Today, Aventus Group operates successfully across four continents and 18 countries, with further expansion planned for 2026.

What is Aventus Group today, and what are the Group’s expansion plans?

Andrejus Trofimovas:
Over the years, Aventus Group has issued more than EUR 6 billion in loans across various markets. With a strong and experienced team of IT professionals, we place particular emphasis on continuous product development, ensuring that the loan issuance process remains simple, fast, and user-friendly for customers in all countries where we operate.

The Group’s activities span short-term and long-term lending, leasing, technology-driven businesses, as well as real estate development.

Today, Aventus Group operates in 18 countries worldwide, reinforcing its position as a leading player in the global online lending sector. As part of our long-term growth strategy, we continue to actively analyse new markets. Among our nearest expansion targets are the United States, Australia, and Canada.

How has the war in Ukraine affected Aventus Group’s business, and what lessons has it brought?

Andrejus Trofimovas:
The war in Ukraine has been an extremely painful blow—both personally and professionally. For a long time, Ukraine felt like a second home to me. I spent a great deal of time there, as the Ukrainian market represented a significant share of Aventus Group’s business before the war.

I have deep respect for the Ukrainian people—their strength, resilience, and determination in defending their country’s freedom. I am also profoundly grateful to our colleagues in Ukraine, who continue their work under conditions that are difficult to comprehend. Importantly, all Aventus Group companies that operated in Ukraine before the war have continued their activities, and despite the circumstances, their operations remain productive.

From a business perspective, the war did not introduce entirely new lessons, but it strongly reinforced the importance of diversification—not concentrating operations in a single region. Aventus Group was already relatively well diversified before the war, and this proved critical in allowing us to meet our obligations to investors who invested in our business through the PeerBerry platform.

Within less than two years, using profits generated by Aventus Group companies operating in other countries, we repaid over EUR 40 million in war-affected loans, including interest, to PeerBerry investors. PeerBerry remains the only platform that has fully repaid all war-affected loans to its investors. Other market participants are still struggling to repay the remaining obligations of Ukrainian or Russian lenders.

Before the war began, Aventus Group also operated several companies in Russia. We sold this part of the business immediately after the invasion started. The aggression is fundamentally incompatible with both my personal values and the values of Aventus Group, and there was no alternative course of action for us.

Aventus Group continues to support people in Ukraine through humanitarian aid and other essential assistance. Over the past few years, we have allocated several million euros to support seriously ill children and people affected by the war.

What is most important when developing such a geographically broad business, and what are the key challenges today?

Andrejus Trofimovas:
In building a large international business, the team is the most critical factor. No matter how capable an individual may be, it is impossible to do everything alone or be present everywhere at once. That is why, in every country, we focus on building strong professional teams and appointing leaders whom I can fully trust.

In global business, close attention to legislation and the ability to adapt quickly are essential. Each country has its own legal framework and regulatory nuances, which must be thoroughly understood and reflected in business strategy.

Business operations are influenced by a wide range of factors, including political and economic conditions, regulatory changes, currency fluctuations, and many other elements that shape day-to-day decision-making.

What helps you personally stay focused and avoid burnout while managing such a large international business?

Andrejus Trofimovas:
As I mentioned earlier, the team remains the key driving force behind the business—a source of expertise, perspective, and new ideas. Without our people, Aventus Group would not be where it is today.

The nature of our business requires extensive travel and frequent meetings across different countries. On a personal level, this allows me to better understand diverse cultures and customer needs, and to adapt our services more effectively to each specific market.

I do not follow any specific formula for recharging. First and foremost, I am a human being, and only then a businessman. I am interested in the stories of highly accomplished people, follow technological developments, stay physically active, and value time spent with my family and close ones. These things keep me grounded and help me regain energy for new goals.