Vasili Triant

He ran the company before he was called CEO

The UJET board didn't take a flyer on Vasili Triant in April 2025. They ratified what was already true. As COO from 2020 to 2024, he owned every function that determines whether a B2B SaaS company actually grows: sales, channel, alliances, customer success. He built out the channel partner ecosystem with major TSDs. He deepened the Google Cloud partnership. He closed deals. He made sure customers stayed.

The promotion to Co-CEO in September 2024 came alongside a $76 million Series D - a data point the board was clearly reading as: this is the operator who will take this money and turn it into market share.

Triant has been explicit that the game is won in the channel. UJET's architecture is built on Google Cloud, which means every Google reseller relationship is a potential door into an enterprise buyer. He has leaned hard on TSDs - Technology Services Distributors - to get UJET's platform in front of the mid-market and enterprise accounts that make a CCaaS company's revenue durable.

The product argument is unusual. UJET was built from scratch assuming that customers would interact with brands primarily through smartphones. Not phone trees. Not web forms. The smartphone, with biometric authentication, media sharing, and real-time context passed from the app to the agent. The agent desktop receives the customer's last five actions before they pressed "contact support." That context eliminates the single most frustrating moment in customer service: re-explaining why you're calling.

Vasili Triant lives in Spicewood, Texas - a Hill Country community on the shores of Lake Travis, about thirty miles west of Austin. He is there with his wife and a blended family of eight children. That number is not a typo.

For more than six years, he has coached youth football and baseball through the Lake Travis Youth Sports Association, where he also serves as a Board Member. The combination of running a 350-person enterprise software company and organizing Saturday morning practices suggests a tolerance for complexity that most executives only claim.

His management philosophy at UJET reflects the same values. In a 2020 interview about remote work culture - before hybrid work became a mandatory executive talking point - he encouraged leaders to let family moments happen on video calls rather than apologize for them. He called the work environment a family, not a hierarchy. He meant both.

His favorite brands are Zappos and MyTheresa - both known for using customer service as a competitive differentiator rather than a cost center. His single-word customer experience philosophy, when pressed for it on a podcast, was "Us." Collective accountability over individual performance metrics.

The University of San Diego gave him a BBA. The next twenty years in enterprise telecom gave him everything else.