In the photo: Vladyslava Nahorna (left), founder of the floral studio “Why Not Flowers”
At first glance, the floral business in the United States seems easy and romantic: elegantly designed storefronts, luxurious bouquets, fast online orders.
Opening a business in emigration is a dream many carry with them, but far from everyone dares to take the first step. Lack of market knowledge, fear of making mistakes, absence of support, and the need to rebuild a professional reputation from scratch can stop even an expert.
Florist, Honorary Member of the Association of Ukrainian Florists Vladyslava Nahorna has gone this path — from relocating with nothing to her own flower business operating under the brand “Why Not Flowers” in Jacksonville, Florida. Her story is not about easy success, but about the real challenges an entrepreneur faces in the United States.
“In Ukraine, floristry was my hobby, a source of inspiration. In America, it is work, responsibility, and business logic. Behind this visual simplicity lies a rigidly structured industry where creativity accounts for only 30% of success; everything else is business processes, logistics, and strict standards,” says Vladyslava.
Starting in the U.S. What turned out to be the most difficult
Opening a flower shop in the U.S. is not about romance. Vladyslava speaks honestly about the start:
• licenses, business registration, taxes, and insurance were the first barriers. To set up a full-service floral studio, one must comply with state requirements, obtain permits for commercial premises, and establish accounting and payment processing;
• suppliers operate differently than in Ukraine. Flowers are purchased in advance, under contracts and through wholesale bases and auctions, not “by a morning phone call”;
• timely delivery, climate control, and courier service are a complex but key operating expense;
• competition is high, and the customer is demanding. One negative review can cost weeks of sales.
Two floristries — two philosophies
In both countries, flowers serve the same purposes — to delight, to congratulate, to be part of important moments.
But according to Vladyslava Nahorna, the market mechanics, customer expectations, and business organization differ radically. These are two different worlds, united by aesthetics but divided by system.
“The Ukrainian school is strong in composition, sense of form, and visual thinking. When fulfilling an order, a Ukrainian florist mainly works with image and emotion. The American school is structured differently: here, predictability of the result and precise fulfillment of the client’s request come first,” the expert notes.
According to Vladyslava, in Ukraine a florist is perceived as an artist who intuitively creates an expressive composition even with very limited resources. In the U.S., a florist is also a creative profession, but service is more important than the bouquet.
“In the U.S., service standards, transparent pricing, fixation of order terms, and precise business communication are a priority. For sustainable business and commercial success, American principles are ideal.”
Integration of Ukrainian floristry into the American market
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In the photo: Vladyslava Nahorna (right), founder of the floral studio “Why Not Flowers”
Today, Vladyslava Nahorna has combined her outstanding talent with high American quality standards, carefully integrating elements of the Ukrainian floristic school into the new market.
Currently, Vladyslava’s flower business operates in a full-cycle format — from individual and corporate orders and event decoration to regular client service, including online.
“Starting over was difficult. In a new country, you have no head start: only knowledge, character, and a huge desire to work. But faith, perseverance, and the support of the people around me helped me return to what has always truly been mine,” says Vladyslava.
By her own example, she has shown that authentic floristry can exist within a rigid business system. This is a story of transformation — when talent becomes a business, and a dream becomes a profession.
