Victor Radzinsky and the business of getting things done

An accountant in the Radzinsky family needed better software. Her sons could do something about that. Before TaxDome had a name, a customer base or an international business, Victor and Ilya Radzinsky were building tools to support their mother’s tax practice. She was an enrolled agent. They had an unusually direct introduction to the daily business of accounting: someone they knew had to get the work done.

There is something pleasingly unromantic about this beginning. A document needs collecting. A client needs an answer. A signature stands between a finished job and an unfinished one. These are modest problems until a practice has hundreds of clients, at which point modest problems acquire a staff and start holding meetings.

Victor would eventually become TaxDome’s co-founder and chief executive. But the family detail still explains something about the business. The brothers encountered accounting as a working environment before they offered it a software subscription. Even the company mascot has a family connection: their father was its inspiration. In this enterprise, parental involvement extended considerably beyond encouragement.

A trader’s route to the tax office

Victor’s route was indirect. At Cornell University, his undergraduate studies encompassed computer science, economics and Russian literature. He then completed a Master of Engineering in operations research. The combination puts programming, markets and literature in the same educational history. It would be rash to assign each a particular influence on his software. It is enough to enjoy the fact that all three were there.

His early career took him into finance. From 2001 to 2007, he worked as a credit trader at Morgan Stanley Dean Witter. A portfolio management role at Swiss Re followed, from 2008 to 2011. Then came a change of setting: an information technology leadership role in accounting, lasting from 2011 into early 2017.

Seen in sequence, those jobs make the later company less of a sudden turn. He had worked with financial decisions, studied computing and spent years inside the technology side of an accounting business. That does not make a software company inevitable. It does make the choice of problem understandable. He was approaching the practice from more than one direction.

The practical test came before the broader proposition. The brothers developed a bespoke system for an accounting firm and saw it work. Later, speaking at a TaxDome event in Japan, Victor described the next question in plain terms: could something built for a particular firm become a service other firms could use?

“We worked with a firm that needed a system built.”

Victor Radzinsky, recalling TaxDome’s beginnings

That is a useful origin story because it contains a customer. The first question was specific enough to answer with working software. The larger opportunity followed the experience of building it. There was already an example to examine before the brothers had to persuade a wider market.

Two years before the door opened

In 2017, Victor and Ilya founded TaxDome in a Brooklyn coworking space. They invested their savings and chose to proceed without outside capital. Development took nearly two years. At the April 2019 launch, the team numbered ten, including the founders.

Those dates deserve to sit beside one another. Founding a business and having a product ready for customers are separate events. In between lies work that rarely makes an attractive photograph. For these brothers, that interval was part of the commitment: their money, a small team and a product still being assembled.

The funding decision also gives the story a particular shape. Customers would have to support the business by buying what it made. There is no need to turn that choice into a moral distinction between kinds of founders. Here it establishes who supplied the initial money and who the product had to satisfy.

By 2024, the brothers were writing about a commitment stretching more than twenty years into the future. They also remembered meeting Greg Bayramian at a conference in Reno in 2019. He told them he had been waiting for a product like theirs. For a company emerging from its development period, that was a very useful sentence to hear.

The work between the work

TaxDome’s subject is the machinery around professional work. Its platform brings together client records, communication, documents, signatures, workflows, billing and payments. The accountant still has an accounting practice to run. The software provides a place to coordinate the people, requests and stages involved in running it.

Consider the ordinary route of a client document: requested, received, reviewed, signed and delivered. Each step has a person waiting somewhere. A firm can have perfectly capable staff and still spend an unreasonable amount of time finding out what happened at the previous step. The appeal of a connected system is easy to understand from that example. This is an illustration of the problem, rather than a claim about any particular customer.

Victor’s ambition is for firms to keep using the platform as they grow. That creates a demanding brief. A system has to make sense to a person running a practice alone, then continue to make sense when responsibility is divided across a team. Growth produces more work, but also more handovers, more permissions and more opportunities for someone to assume someone else has dealt with something.

It is easy to admire a finished professional service and overlook the coordination that makes it possible. Victor’s company has made that coordination its business. The setting is accounting, but the appeal has a familiar human scale: knowing what needs doing, knowing who is doing it and giving a client a clear next step.

From Brooklyn to a room in Japan

In March 2024, TaxDome announced its Japanese edition, with availability beginning that April. It was the company’s first entry into an Asian market. A business that started with an accounting problem close to home was now presenting its answer in another language and another professional setting.

Victor marked the expansion on LinkedIn with a brief message: “I have a dream!” He was sharing a colleague’s announcement of the Japanese arrival. Later that year, he spoke about the company’s beginnings at its first Japanese event. The distance between those two settings - the original custom project and an audience in Japan - gives the story its scale without requiring much decoration.

There is a useful continuity, too. A new country brings different expectations and language requirements. Yet the company’s explanation of the opportunity remained rooted in organizing a practice and making it easier for clients to work with their accountant. The geographic ambition had grown considerably; the original daily problem remained recognizable.

By July 2026, TaxDome’s company overview put its reach at more than 15,000 accounting firms, with more than 400 team members globally. These are company-reported figures, measuring the organization Victor leads rather than his personal contribution alone. A founder can begin a project with his brother. A business of that size depends on a much wider cast.

Guidance, with room to work

One glimpse of Victor as an employer comes from TaxDome’s chief revenue officer, Petar Iliev. In February 2025, Iliev credited both founders with giving him support, guidance and the freedom to do his job. His account described the company passing $20 million in revenue. It also described how difficult the growth had been.

The interesting detail is the combination of direction and latitude. Building a company means adding people who know things the founders do not, then giving them enough room to use that knowledge. Iliev’s description is one colleague’s view, but it offers something more concrete than a collection of executive adjectives: an account of how the working relationship felt to the person doing the work.

In August 2026, TaxDome entered the Inc. 5000 at number 714. Its listed three-year growth was 479 percent. A ranking is a compact way to mark a much longer stretch of activity. Beside Victor’s earlier career, it also records how far the accounting software venture had travelled from the finance jobs with which he began.

A future with people in it

The brothers’ later ambitions extend beyond gathering administrative tools in one place. Their 2025 founders’ letter describes a goal of becoming essential infrastructure for accounting firms. It also argues for investing in junior talent and preserving human connection as automation expands. The intended destination is a profession with more capacity to serve people.

That position matters to Victor’s story because the business began with people he already knew. His mother needed practical help. His brother became his co-founder. A customer at a conference supplied encouragement. Colleagues supplied the work required to carry the product into more firms and countries. Technology runs through the whole account; so do these relationships.

There is a satisfying modesty in the original task, even after the numbers get larger. Someone has a practice to run. There are documents to collect, clients to answer and decisions requiring attention. Victor Radzinsky has built his next chapter around making that working day easier to manage. The family’s first software project has acquired an international audience. It still has an accountant at the centre.