Dima Semensky went to America to find clients. He stayed long enough to build a life. The itinerary had sounded reasonably modest: make business connections, win some work, return to Ukraine. A software company, as it turned out, could be easier to plan than a future. His business trip acquired a permanence that no return ticket had anticipated.
Today, Semensky is the co-founder and CEO of DevCom, a custom software business established in 2000. He is based in Port Orange, Florida; the company connects a US business presence with engineering talent in Ukraine. Its work stretches across the Atlantic, and its subject is the machinery of other businesses: the applications, integrations and systems that make an ordinary working day possible.
There is something pleasingly unfashionable about that proposition. Software can make a splendid entrance. Then somebody must answer for it on Tuesday. Semensky has made responsibility a central part of his pitch, along with understanding the customer's business before deciding what to build. The interesting question in his career is how an engineer came to put so much emphasis on everything surrounding the engineering.
A business trip with a very long sequel
Semensky was born and raised in Ukraine, where he was educated and began working. His first employer sent him on business trips to the United States. Those visits gave him a view of American customers and a possible business of his own. The ambition was practical: he believed he could run a software development company better than the one where he had started.
Moving from that conviction to a full-time chief executive's job took years. In America, he worked as an employee while building DevCom during lunches and weekends. He describes that period as an education in how businesses operate and what they need. The founder's apprenticeship continued on the customer's side of the desk.
That is a less theatrical origin than the customary overnight leap. It also explains why the person selling engineering services might take an interest in the work that follows the purchase. Employment made him a participant in a business, with obligations extending beyond a finished piece of code. His eventual move into running DevCom full time came after a prolonged overlap between the two working lives.
DevCom is established. A small Ukrainian software venture begins the journey toward a business serving customers internationally.
Florida at one end, Ukraine at the other
DevCom's geography is part of Semensky's story. The company began in Lviv and established its US headquarters in Florida. The arrangement places customer relationships and engineering delivery across countries. It asks a founder to understand both the conversation about a business problem and the work required to solve it.
His remit is correspondingly broad. DevCom offers custom applications, consulting, cloud services, testing and ongoing support. It works in fields including construction, logistics, finance and retail. Such a portfolio gives a software executive few opportunities to assume that yesterday's customer explains tomorrow's. A delivery schedule and a financial workflow may both need software; their owners will have rather different ideas about what counts as a good day.
One of Semensky's clearest statements is also one of his shortest:
“Focus on a problem space before investing into solution.”
Dima Semensky
The sequence matters. A technology decision made too early can turn a business conversation into a shopping expedition. His advice makes room for the less glamorous questions: where does work slow down, who needs the information, and what would an improvement actually change? A new tool can be an expensive way to preserve an old misunderstanding.
The work after the launch
The company describes a service that runs from planning and design through development, quality assurance, delivery and maintenance. For Semensky, that full span gives substance to the word responsibility. A useful application has to survive contact with the people who use it, the systems around it and the next change in the business.
Consider the distance between a demonstration and a working operation. The demonstration has a beginning and an ending. The operation has an invoice waiting, somebody who needs access, and a question nobody remembered to ask during the demonstration. Supporting software means remaining available to those less photogenic moments. They are where an engineering supplier becomes familiar with the customer's actual life.
DevCom's stated values put clear goals, open communication, predictable processes and research before adopting new technologies alongside technical skill. These are commitments rather than magic guarantees. Their appeal is easy to understand: a customer can admire technical ingenuity and still want to know when a decision is needed, what a change will cost, and who is taking care of the next step.
In December 2025, the company marked Semensky's magazine profile by emphasizing his wish for teams to own the outcome of their work. The language of that announcement repeatedly returns to clarity, accountability and lasting partnerships. It is a useful view of what he wants associated with his leadership. The software is the delivery; the business consequence is the reason for ordering it.
DevCom's published service lifecycle, condensed.
A founder who keeps turning up
Semensky's professional world includes Board of Advisors, a community of entrepreneurs and executives. His involvement offers a more sociable counterpoint to the image of a software founder permanently stationed behind a screen. He attends gatherings, speaks, and exchanges ideas with people running businesses outside his own field.
His public reflections on the Dallas summits dwell on conversations: smaller forums, discussions with fellow founders, and the opportunity to compare experiences. A visit to Japan also appears in his account of representing the community. The recurring interest is the company of people who have their own operating problems to discuss.
There is a modest joke in asking a software consultant to spend time listening to business difficulties: it is both an evening's conversation and professional research. The value of those rooms, for someone in Semensky's position, is that the problem arrives in its owner's language. Nobody needs to turn it into a specification before saying what has become frustrating.
Colleagues describe him as energetic, sociable and analytical, and praise his communication and teamwork. Those descriptions fit the visible public activity without requiring a manufactured private portrait. Since May 2022, he has also listed an advisory role with Help Heroes of Ukraine, contributing technology assistance and awareness to the organization.
AI gets a business assignment
Semensky's current focus is automation. On his Delphi profile, he presents himself as a business automator using AI, drawing on three decades in software development and a team of more than 200 engineers, architects and domain specialists. His invitation to potential clients begins with practical questions about where automation could help and how to start.
The questions are revealing. They concern the value a business might gain, which work could be automated, and how developers' roles may change. The audience includes people who have heard plenty about AI and would prefer a useful next action. His position puts the business owner in the conversation before the technical vocabulary takes over.
DevCom's twenty-fifth anniversary announcement in August 2025 described an expansion from AI readiness assessments toward agentic systems. It also reported customers in countries including the United States, Canada, Britain, Germany, Japan, Denmark and the Netherlands. The scale of that footprint gives Semensky's interest in automation an operational setting: different businesses, different processes, and many opportunities for a fashionable idea to meet a stubborn detail.
By August 2026, a conversation with Hugo Jimenez put his view of AI and staffing in plain terms. He argued for using the technology to increase the capabilities of existing teams, and discussed modernizing older enterprise systems. The same conversation introduced his ambition for a more automated approach to creating software, with specifications and repeatable processes helping delivery.
It is an ambition with a demanding test. Faster production has to remain understandable to the person paying for it. An owner still needs to recognize the problem being solved and the benefit being delivered. For a founder who puts business understanding near the beginning of the process, AI creates another reason to be precise about that beginning.
The next trip begins with a question
Semensky's career has acquired its shape through proximity: to American customers during early visits, to business operations during his years as an employee, to engineers in Ukraine, and to fellow founders in the rooms he continues to join. Each setting supplies a different piece of the same job. Somebody has a problem; somebody has to understand enough of it to help.
His original journey was meant to end with a few clients and a trip home. It produced a Florida base and a company whose working relationships cross borders. Now the technology has changed again, and his attention has moved toward AI-assisted automation. The recurring habit remains useful: establish what needs doing before getting carried away with the means. Even software benefits from knowing why it has been invited.