While building Viseven, Nataliya Andreychuk put a set of goals on a whiteboard. They looked improbable. She later recalled that the company achieved all of them. The story is pleasing partly because the setting is so modest. A whiteboard gives an ambition a place where other people can see it, discuss it, and eventually ask what became of it.
Andreychuk began her working life in teaching. She eventually became the co-founder and CEO of a marketing technology business with international operations. Yet her current questions retain something of the classroom. Has the idea been understood? Can someone use it? And if an organization has bought an expensive new capability, what has actually changed?
These days, the capability in question is often artificial intelligence. A company that helps others produce and manage content has obvious reasons to welcome faster tools. Andreychuk also spends considerable time examining the work that surrounds those tools. A quicker answer is useful. A quicker misunderstanding can become a substantial administrative achievement.
A teacher finds a different classroom
“I actually started in teaching.” Her description of her beginnings is short enough to miss. It deserves a second look. In her own account, the teaching experience still appears in how she leads teams and approaches work. The classroom did not disappear when the job title changed.
Her education at Zhytomyr State University of Ivan Franko included English literature and psychology. Sales and technology followed. That sequence gives her career an interesting shape: language, people, persuasion, then the systems through which a business tries to reach its audience.
The connection is an interpretation of her career, rather than a claim that she planned every step. Teaching and running a software business require different skills. Still, both make an uncomfortable demand on the person explaining something: the explanation has to survive contact with somebody else’s understanding.
A founder can admire a product indefinitely. A customer has a working day to get through. Andreychuk’s background makes that encounter between explanation and usefulness a particularly revealing place to begin.
Three people, different kinds of fluency
Viseven traces its beginnings to Zhytomyr, Ukraine, in 2009. Andreychuk brought sales and marketing experience. Her fellow founders, the brothers Viacheslav and Roman Vasylenko, brought technical expertise. Their present responsibilities preserve that division: chief executive, chief operating officer, and chief technology officer.
The company developed around pharmaceutical marketing, where a piece of content can have a surprisingly complicated working life. It needs to be created, organized, adapted for different markets, and delivered through the systems its intended users actually use. Viseven combines software with services to help manage that journey.
That combination matters to the portrait of Andreychuk. Her business sits between people who imagine a campaign, people who build its technical parts, and people who have to make it work locally. Each group can be perfectly articulate in its own professional language. Getting them to understand one another is a separate occupation.
An academy, and an unplanned test
The teaching connection also has a concrete institutional expression. By January 2024, Viseven’s free IT Academy had produced more than 1,100 graduates, according to its investment announcement. A business begun with complementary skills had developed a way to help other people acquire technical ones.
graduates of Viseven’s free IT Academy, reported in January 2024
The figure belongs to the company’s history at that date. It also widens the usual founder narrative. Products are one output of a technology company; people who can do work they could not do before are another. An academy makes that second output visible.
Russia’s full-scale invasion in February 2022 brought a very different test. Viseven already worked across countries and had experience with remote operations. As staff faced displacement, colleagues outside Ukraine took on additional projects when needed. The distributed organization helped the work continue.
There is no need to turn that experience into a tidy lesson about management. War is larger than an organization chart. The relevant detail is practical: a team’s ability to share responsibility across borders had consequences beyond convenience. Structures built for ordinary work were suddenly carrying extraordinary pressure.
Capital meets an existing business
On January 16, 2024, Horizon Capital announced its investment in Viseven. At the time, the business served more than 50 pharmaceutical and life sciences customers. Its development footprint extended beyond Ukraine into countries including Argentina, Estonia, India, and Poland, as well as North America.
The investor described a profitable company whose revenue had more than tripled since 2019. Those details help put the deal in proportion. Andreychuk and her partners had already built a working enterprise. The capital arrived with a record of customers and delivery behind it.
In her announcement comments, Andreychuk directed attention toward investment in the technology platform and the opportunities created by AI. The next phase was attached to a familiar obligation: giving existing customers a reason to value what came next.
Recognition followed its own calendar. MM+M named her to its 2023 Women to Watch class. European CEO named her its 2024 CEO of the Year in the MarTech industry. These are useful career markers. The more interesting continuing question is what she chooses to work on after the ceremony.
The speed problem
One answer appears in her long-running interest in modular content: material organized into reusable parts that can be assembled and adapted. In discussing this approach, she has emphasized clear goals, shared expectations, and progress through smaller achievements. It is an unusually procedural way of talking about change.
The attraction is easy to understand. Starting every item from scratch creates repeated work. Reuse requires a different discipline: deciding what a component means, where it belongs, and how someone else can use it appropriately. The filing arrangements become part of the creative work.
In an October 2025 interview, she described customer conversations as a way to discover which frustrations deserve attention. She also argued that collecting data needs an accompanying strategy for interpreting it and taking action. A dashboard, by itself, cannot accept responsibility for a decision.
Her position leaves room for experiment. She has encouraged teams to question established routines and learn through testing. That approach gives creativity a place inside an organized system. The structure is there to make useful variation possible, with enough context for other people to understand it.
A microphone is another kind of classroom
On Pharma Talks, Andreychuk turns these concerns into conversations. The format makes another side of a chief executive’s work visible: asking someone else to explain what they have seen. The host gets to set the question while surrendering sole ownership of the answer.
In August 2026, she revisited recruitment with Steve Swan. Their subject included an oddly circular development: AI helping candidates prepare applications while employers use AI to screen them. The resulting polish can make it harder to see who can actually do the job.
That is a particular kind of communication problem. Both sides may become more fluent while the underlying evidence becomes less clear. For a leader building teams, it raises a practical question about what a hiring process should recognize and reward.
Her October 4 essay returned to the topic. Bringing a guest back and reconsidering the issue gives the discussion a useful rhythm. A prediction can be made quickly. Returning to examine what happened requires patience, and leaves room for the first answer to change.
“I actually started in teaching.”
Nataliya Andreychuk
Other episodes extend the same inquiry into organizational design. On October 7, she spoke with Toby Beaumont about content systems and scaling AI. Their discussion examined fragmentation, ownership, and what happens when one stage of a process accelerates while another remains slow.
A week later, Thomas Mrosk joined her to discuss AI’s effect on software business models, including the relationship between software, services, expertise, and customer outcomes. The conversation moved from what a tool can do toward what a customer ought to expect from the arrangement.
These are consequential questions for someone whose own company provides technology and services. They put the seller’s promises in the same room as the buyer’s working reality. That room can be less comfortable than a product demonstration. It is also where the work has to happen.
The words can wait
There is a quieter detail in Andreychuk’s conversation with Swan on Biotech Bytes. Asked about music, she named the Ukrainian band Okean Elzy. She also described listening to Chopin and Mozart while working. At the desk, she prefers music without words.
It is an appealing preference for someone whose professional life is so occupied with communication. Sometimes the person responsible for helping messages move wants the language to stop for a while. The soundtrack can continue without asking her to process another sentence.
The whiteboard story and the questions about AI describe different demands of company building. Building a company required getting people to believe something could happen. Running it requires examining whether the things happening are useful.
Andreychuk’s current work keeps bringing that examination back to people: the colleague using the system, the candidate behind the application, the customer trying to finish a task. The machine may be getting faster. Someone still has to decide what deserves everyone’s attention.