How the 3rd Assault Brigade became a model for Ukraine’s future forces

Biletskyi’s own brigade, currently holding a massive 52-kilometer front line in Kharkiv Oblast, will become the backbone of the new corps. But it won’t stand alone. Several other brigades, drone units, and specialized detachments will also be integrated into the structure.

NV sat down with the new corps commander to discuss leadership principles, breaking from Soviet-era military habits, the inner ethics of command, and how to build a combat-ready structure not by top-down order—but by initiative.

— The 3rd Assault Brigade is considered one of the most effective in Ukraine’s Armed Forces, and now it’s the foundation of a corps. What are the core principles of your leadership?

— Our effectiveness is rooted in four fundamental principles, which we don’t just declare—we try to implement consistently across every level of command. These are teamwork, initiative, self-development, and the “lead by example” principle. Everything else flows from those basics.

— Let’s start with teamwork—what do you mean by that in this context?

— Teamwork doesn’t just mean coordinated actions; it’s the ability to function as a single organism. In today’s war, units can’t operate as isolated silos, each in its own sandbox. We have to function like a well-rehearsed orchestra, where every instrument knows exactly when and how to come in.

We’re forming a team of like-minded people who don’t just wait for orders from above—they sense the commander’s intent and think in sync with him. Americans now call this a “team of teams,” and I think that’s the greatest challenge of modern military leadership.

— What about initiative?

— Most of the tactical and technical innovations in the 3rd Assault Brigade don’t come from my office. They come from the ground up—from platoon and company commanders, even individual soldiers. This is a living, evolving structure.

But for initiative to thrive, the key is trust. People need to know that they’re heard and supported. If you crush initiative, it dies. We try to cultivate it and create an environment where it can grow. Of course, that also demands responsibility and high-quality junior commanders. But that’s how progress is made.

— Let’s talk about self-development.

— Continuous learning and self-improvement aren’t slogans—they’re survival criteria. Someone who stops developing won’t remain effective for long.

That’s especially critical in command roles. A commander who stops evolving becomes a bottleneck. I don’t keep people like that in my structure. They may be good executors, but they’re not leaders. Self-development isn’t just professional—it’s also ideological. War is the ultimate test of adaptability.

— What does “lead by example” mean in your view?

— It’s fundamental. A commander can’t demand what he doesn’t demonstrate himself. If I expect initiative, I have to show it. If I insist on discipline, I need to model it—even in the little things.

Authority isn’t granted—it’s built through personal behavior. And soldiers sense that immediately.

— What changes are you implementing as you transition to a corps structure?

— We’ve entered a complex but necessary phase in forming the corps. It’s not just a matter of scale—it’s a fundamentally different level. We’ve completed the creation of a command vertical and are forming what we call “corps kits.”

It’s not just five brigades as the core combat force, but also specialized units—drones, intelligence, logistics, medical, communications. The biggest challenge is shifting from tactical to operational thinking. It’s a different level of planning, a different dynamic, more responsibility. And I’ll say this: we’re among the fastest in the Armed Forces at making these transformations.

— What principles will the corps be built on?

— The same ones as the brigade—but scaled. It’s about quality leadership, where every link knows its role and has the freedom to act within the larger plan. It’s planning that minimizes risk and losses. It’s a focus on training: better to have 100 prepared soldiers than 500 random ones.

It’s about forging a unified spirit where every unit feels like part of the whole. And of course, technology: drones, sensors, new firepower. That’s how the 3rd Brigade holds the longest front line in the country while preserving its people. This is the model we’re scaling up to the corps level.

— What ideology underpins your unit?

— We’re united not just by uniforms or oaths, but by shared values. Our soldiers are diverse in their views, but most are Ukrainian nationalists—in the best sense. We believe in active patriotism: love of country is expressed through action.

Loving isn’t enough—you need to work, fight, take risks. Then there’s esprit de corps—the spirit of the unit. We’re like a family, but a combat family. That creates mutual support, solidarity, and trust. That’s the foundation of our ethics, our style, even our symbols. These aren’t superficial things—they’re fundamental.

— What do you value in people?

— Fire. That inner spark. I like working with those who fight not because they’re ordered to, but because they believe in the cause.

When you see someone who’s passionate—they’ll find new paths, take risks, pull others along. But inertia, apathy, the “just check the box” mentality—I can’t accept that. Especially in command positions. I don’t keep those people around. If someone can’t adapt, won’t take responsibility, they don’t belong in our ranks.

— What weaknesses do you see in the Armed Forces? And how do you address them in your units?

— The same problems that plague many post-Soviet armies: excessive bureaucracy, centralization, and fear of decision-making at the lower levels. That’s why decisions often come too late or feel empty. Innovation is hard to push through—new technologies and tactics get bogged down in procedures.

But in the 3rd Brigade, we try to break that. We move fast. We act independently. Yes, there are risks—but without that, there’s no progress.

Training is also weak. Though we’re starting to see improvements, they’re not enough—the Soviet system doesn’t let go easily.