Ukraine's Frontline Medicine Prodigy Trains the Army of a NATO Member State

You can request reports from Ukrainian command centers or send officials to gather intelligence, but intelligence reports and observations provide only a fraction of the understanding that comes from direct combat experience. To truly prepare, you need to 'throw your defense forces into the deep end' of large-scale conventional warfare so they can grasp the complexities of modern combat.

Take, for instance, the North Koreans who have been sent to Kursk—12,000 of them. Their deployment isn’t just about supporting Russia. For Russia, this number is relatively small—they recruit 30,000 people every month.

"To truly prepare, you need to immerse your defense forces in large-scale conventional warfare, so they can fully grasp the complexities of modern combat."

The North Koreans are there, among other reasons, to train and prepare, learning the dynamics of modern warfare. They gain a better understanding of how to defend tanks from drone attacks, construct defensive lines, execute assaults, and use drones to support offensive operations. This kind of preparation is hardly reassuring news for South Korea.

If I were a military leader in Estonia, the lack of direct combat experience among our defense forces would be the issue keeping me up at night. For military readiness, it is essential that a sufficient number of soldiers have recent, relevant battlefield experience. When it comes to real conflict, that firsthand experience could be the decisive factor between success and failure.

Interviewer: I understand that the 2014 ‘Revolution of Dignity’ was a significant turning point in your life. How did it affect you personally?

Fedir Serdiuk: The Maidan Revolution was an incredibly challenging time for Ukraine and for me personally. The Ukrainian population was deeply divided. Most Ukrainians supported the revolution and believed in its goals, but there were also those influenced by Russian propaganda. Unfortunately, some of them still exist in Ukraine today, although their numbers are significantly smaller than before.

This polarization escalated into street violence, culminating in the tragic events of May 2, 2014, in my hometown of Odesa. Street battles broke out, resulting in many deaths. It was an unbelievably traumatic moment for both our city and our country.

At that time, the loss of 10 or 30 people in a single incident was a massive shock. Tragically, as the war progressed, such losses became the norm. Today, we experience missile attacks almost daily and hear news of casualties. While it still brings sadness, it no longer carries the same emotional weight as it did back then.

At the time, my friends and I were just 18 or 19 years old, trying to figure out how we could help. One of my friends, Taras Loginov, was the leader of the Red Cross rescue team. He gave me first aid training, and I quickly realized how valuable such skills were. Taras encouraged me to join the newly formed rescue team of the Odesa Red Cross, and I became its first leader.

We started by offering first aid training, but the Red Cross’s neutrality policy meant we couldn’t train military personnel. We decided to distance ourselves from the Red Cross and began training soldiers as so-called private volunteers. However, this meant we had to secure funding ourselves to purchase equipment, fuel, and other materials.

"When the demand skyrocketed due to the full-scale aggression, we decided to establish Pulse—a nonprofit organization specifically focused on providing medical support to the military."

Interviewer: Teenage boys fresh out of school started training the military... That must have required remarkable initiative and resources. How did you manage it?

Fedir Serdiuk: We decided to create a private company that offered first aid training to civilians for a fee. Part of the revenue was then redirected to training the military. It wasn’t easy, but it worked. Over time, the company grew, and we became the largest service provider in our field in Ukraine.

By 2022, when the full-scale aggression began, we had already gained substantial experience both in the private sector and in training the military. When the skyrocketing demand arose due to the war, we decided to establish Pulse—a nonprofit organization dedicated specifically to providing medical support to the military.

One of our key initiatives was performing blood transfusions on the frontlines, which is a far more complex endeavor than applying a tourniquet. Blood transfusions involve collecting, storing, freezing, transporting, and warming blood. It also requires more advanced medical training and specialized equipment to ensure the process is safe. This comes with significant costs—from disposable supplies to sophisticated devices.

So far, we’ve been able to provide blood transfusion capabilities for four brigades and one special forces unit. To put it into perspective, that’s equivalent to equipping the entire Estonian Defense Forces.

Interviewer: The landscape of Ukrainian non-governmental organizations is incredibly diverse. Is such diversity a good thing?

Fedir Serdiuk: It is both a strength and a challenge. Ukraine has thousands of NGOs, varying widely in their focus and activities. Some are international organizations with significant resources and global networks, while others are grassroots, local initiatives. This diversity allows for addressing a broad range of needs, but it also requires careful coordination to avoid duplication or quality issues.

Some nonprofits focus on humanitarian aid, such as food, clothing, or shelters for displaced persons, while others specialize in military supplies or services. Additionally, there are organizations targeting specific groups, such as active-duty soldiers or veterans. Some work exclusively with veterans, while others support both active service members and veterans.

There are also niche organizations focused on specific types of assistance. For instance, some provide only vehicles, drones, or communication equipment. Others, like Pulse, concentrate solely on medical support. At Pulse, we recruit veterans because they need to feel useful, and they understand the mindset and realities of the frontline.

Interviewer: Are there any particular challenges or nuances in assisting military personnel compared to helping civilians?

Fedir Serdiuk: One of the biggest challenges with military personnel is their availability. They are often on the frontlines, and their schedules are dictated by the war, meaning they may not show up for scheduled meetings or training sessions. Sometimes a replacement is sent, but other times we must wait weeks for the session to happen. This causes delays and stress.

Many international organizations, such as the UN or large corporations, impose restrictions when it comes to supporting the military. They may even refuse to provide medical aid. To navigate these limitations, we sometimes have to use euphemisms—referring to military medics, for instance, as 'emergency responders.' We have to choose our words carefully.

Some NGO leaders may take on the role of trying to teach or overly criticize the military, even though they are not experts in combat medicine. This can create tension, especially with military personnel who are themselves still adapting to new roles. Most Ukrainian soldiers were civilians just a year or two ago and are still learning to navigate the complexities of warfare. NGOs must remain patient while supporting the military.

Interviewer: How does the media and public perceive your nonprofit? Do you face criticism as well?

Fedir Serdiuk: We do, of course. For example, people ask why we use expensive American tourniquets instead of cheaper Chinese ones. The reason is simple: American tourniquets are high-quality and last longer. Cheap alternatives may fail when they’re needed most, and choosing supplies based solely on cost would jeopardize the services we provide.

"Innovation, especially in a military context, doesn’t always mean inventing something entirely new. Often, it involves adapting existing technologies or practices in ways that make them more effective or accessible for military use."

Interviewer: Innovation on Ukraine’s battlefields has been remarkable. How do you define innovation in your work?

Fedir Serdiuk: Innovation, especially in a military context, doesn’t always mean inventing something entirely new. Often, it involves adapting existing technologies or practices to make them more effective or accessible in a military setting.

Take blood transfusions, for example. The concept isn’t new—it dates back to 1818 and has been used behind the lines since World War I. But enabling blood transfusions on the frontline, where they weren’t previously available, is a significant innovation. This required building infrastructure from scratch and introducing modern technologies, such as advanced freezing equipment and high-end blood warmers.

The same applies to another field I work in—drones. The first radio-controlled boat was patented by Nikola Tesla over a century ago, but the integration of drones into modern warfare has been extraordinarily impactful. Drones are now used for reconnaissance, target acquisition, delivering supplies, and even as long-range strike weapons.

The innovation isn’t in the technology itself but in how it is adapted to meet specific battlefield needs. In our work, innovation is about these practical adaptations.

Interviewer: What can NATO nations learn from Ukraine’s experience regarding collaboration between nonprofits and the military?

Fedir Serdiuk: One of the most critical lessons is the importance of planning and establishing relationships with nonprofits before a crisis or war occurs. Nonprofits are indispensable partners during wartime, but their effectiveness relies on clear communication, coordination, and pre-existing relationships.

If Ukraine had been better prepared for war, we wouldn’t have needed such extensive support from nonprofits. I’m not trying to point fingers—the lack of preparedness for the 2022 aggression stems from a range of issues, including mental readiness. The scale of the current war of attrition is such that cross-sector collaboration is essential. This includes government agencies, the private sector, and nonprofits. Each has a role to play.

For example, the Estonian Defense Forces could benefit from conducting war games with nonprofits, simulating various scenarios with representatives from different sectors. This would help identify potential problems and bottlenecks before they arise in real-world situations.

Interviewer: Could you provide a specific example?

Fedir Serdiuk: Imagine a scenario where a military unit requires tactical medical training from a nonprofit. What documentation would be needed? What logistical hurdles might arise? Solving these questions in a controlled environment allows for the development of processes that will work under real wartime conditions.

Additionally, it’s crucial to anticipate the massive increase in support needs during wartime. Take vehicles, for example. In peacetime, customs might take weeks to process the import of a single vehicle. During war, this approach is unworkable, especially when thousands of vehicles need to be processed at once. Who would handle this in such a scenario? Does the government already have simplified procedures in place to activate during wartime?

The same applies to tax exemptions for supplies received as aid during the war. These processes need to be clarified and ready to deploy when needed, to ensure a seamless flow of critical resources.

"Ukraine has been fighting since 2014, and our struggle will continue regardless of whether the current U.S. administration supports us or not. We have no other choice."

Meeting the explosively growing needs for support requires proactive preparation. In military medicine, this involves establishing new training centers and developing transparent financial mechanisms and other trust-building measures in advance. These steps significantly enhance a country's overall military readiness.

Connections with nonprofits must be international. In Ukraine, we’ve largely relied on nonprofits based in the rear—cities like Kyiv or Lviv—as well as international organizations. Estonia, with its small territory, will likely have its rear based in neighboring countries or even as far away as Germany. You should already be engaging with and building partnerships with nonprofits in those regions.

Interviewer: The signals from the United States regarding Ukraine are deeply concerning. What happens if the next U.S. president, potentially Donald Trump, stops supporting Ukraine? How would that affect your motivation?

Fedir Serdiuk: Not at all. Ukraine has been fighting since 2014, and our struggle will continue regardless of whether the current U.S. administration supports us or not. We have no other choice.