Interview

Sergei joined right at that inflection point — when “more” had to become “better.” His mission: to keep Uspio’s creative pulse alive while engineering an operating model that can scale quickly, remain stable, and inspire people in the process. In our interview, we talked about how this mission takes shape in real processes and how Uspio is preparing for its next stage of growth.

You joined Uspio during an active phase of growth. What changes stood out to you right away?

Uspio has a three-year history, during which it has made a significant leap from ideas to working products. I joined when the company needed to turn quantity into quality — to make things more predictable, transparent, and manageable. Today, our focus is not only on launching new products but on developing and scaling an internal ecosystem sustainably.

What stands out most is the pace and scale of our work. Uspio is no longer a startup experimenting in the dark; it’s an ecosystem with dozens of interconnected processes. My primary task as COO is to make sure that speed and creativity don’t disappear as we transition toward mature, structured decision-making. We’re building a framework that helps everyone stay efficient without losing flexibility.

Uspio combines products, services, and a platform. How do you keep both balance and focus?

Three key elements make this work: a clear structure of responsibility between teams. Everyone knows their scope. End-to-end processes from idea to launch. Prioritization at the company level.

We see the business as a single system. Our products, platform, and services are all part of one interconnected ecosystem, united by shared goals and transparent processes. Balance holds when the focus is shared. Each block owns its scope, and the operational structure helps everyone see the big picture — that’s what keeps both balance and focus intact.

When companies grow fast, there’s always a risk of losing speed or quality — sometimes both. How do you avoid that?

That’s one of the most common pitfalls. Our approach rests on three pillars:

• Mature teams and strong leadership. We’re building a leadership core capable of balancing speed and judgment.
• Healthy standardization. Standards exist where they’re needed — in processes, metrics, templates, and everyday tools like Jira and BI platforms.
• Evident readiness and quality criteria. Everyone knows when something is truly “done.”

Speed without structure turns into chaos. Structure without flexibility slows the business.

Balancing the two through maturity, clarity, and shared accountability keeps us fast but steady — so our clients never need to double-check or pay twice.

Scaling isn’t just about systems; it’s about people. How do you keep all teams moving at the same pace?

It starts with communication — shared dashboards, demos, and company-wide goals that make priorities visible to everyone. Next year, we’ll roll out Objectives and Key Results to make decision-making more data-driven and goal-aligned. It’s a significant step toward operating like a scale-up.

Another key element is real engagement — not an abstract idea, but a connection to impact. When people see how their work contributes to the company’s goals, they naturally find motivation and ownership. When you see the impact of your work, motivation follows.

Finally, shared values, shared values — openness, initiative, responsibility, and ownership. These keep the rhythm steady even as the company grows two- or threefold.

What internal practices would you call Uspio’s competitive advantage?

What we’re building now — our operating model — will eventually become a product in its own right. But even today, three things stand out. First, transparency and feedback. Second, fast decision-making. And third, a strong focus on quality, supported by automation. Our strength lies in the ability to collect feedback quickly and act on it. We nurture a culture of ownership — trust, accountability, and delivery.

Every small improvement we make eventually reaches the client as a better product, faster response, and stronger trust.

As Uspio grows, client expectations evolve. How do you respond to that?

We work in a high-load industry, where reliability is no longer a differentiator — it’s a baseline. The second key expectation is speed of response to incidents and to feedback alike. We’re strengthening our SLA and client service so that clients always feel we’re part of their business, not an external vendor.

It’s no longer just about features — clients expect consistency, reliability, and rapid problem-solving

Our focus is on maturity, reliability, support, and predictability. These are the qualities that build long-term partnerships.

In operations, small details often make a big difference. What helps teams stay resilient on a day-to-day basis?

Small things matter more than most people think. How we start meetings, document tasks, write Confluence pages — all of that defines rhythm. Our onboarding, knowledge-sharing, and daily discipline are professional habits that contribute to the company’s stability. Small, disciplined habits make a team resilient. We’re not only building processes — we’re shaping habits that maintain quality consistency, even in turbulent times.

The company has doubled in size over the past year. What kind of people and qualities are you looking for now?

We’re hiring across all areas — product management, operations, architecture, development, testing, and design. But what matters most is mindset: maturity, responsibility, and ownership. Ownership means being the person who gets things done and treats their work as their own. Soft skills — communication, empathy, collaboration — are equally essential. We value leaders who can motivate, not just manage. We invest heavily in people eager to evolve, learn, and help shape the company’s future, developing leaders from within.

Uspio often talks about a “culture of responsibility.” How does that look in practice?

We work as a chain — from idea to prioritization, development, delivery, and support. Each step has a clear owner, which prevents chaos. It’s not about control; it’s about respect for one another’s zones of responsibility. If you start something, you finish it.

At the same time, we encourage everyone to look beyond their area and support others when needed. Efficiency is doing things right. Productivity is doing the right things. Both depend on collaboration and clearly defined ownership.

Clients will notice internal changes, too. What improvements will they see first?

Two things stand out. First, product improvements — new functionality prioritized directly by client needs. Second, a new omnichannel support model — multiple access points, faster SLAs, smoother handoffs between support levels. Our goal is simple: clients should feel we’re always nearby, working with them, not for them.

Growth always brings change. What internal transformations will employees feel most?

We’re all human, and after years of global instability, people crave stability and predictability. We’re building that foundation — clearer roles, transparent processes, and a structure that supports freedom through clarity. We’re not taking away flexibility; we’re removing chaos — and that’s what gives people the freedom they need. When you trust the foundation you stand on, creativity and motivation grow naturally.

How does the company handle feedback from clients and teams?

We formalize client feedback loops, run regular sessions, and act on insights quickly. Within the company, we follow the same principle — retrospectives, demos, and one-on-one meetings. People are the main driver of growth. Transparent processes and meaningful goals turn that drive into lasting progress.

Feedback only matters if it changes the next decision.

What will success look like for you in the next six months?

Success means keeping our tempo while improving quality and resilience— through predictable planning and delivery, stable technology, and most importantly, seeing our clients grow with us. We’re not chasing the number of launches. We’re building a base that can scale two-, even tenfold. That’s the kind of progress that lasts.

Finally, what message would you like to share with future colleagues and partners?

We’re building a company where people can make a meaningful impact. We value ideas. We take responsibility. We move forward decisively but thoughtfully, focused on our products and our customers. If you want your work to matter — this is the place where it will.