Vladimir Barsuchenko

co-Founder, Full-stack Engineer and Designer

Unravel Technologies, LLC

We are Unravel — the product partner that creates AI-powered digital health products. We combine AI, human-centered design, and behavioral science to create products with value, retention, and impact at scale.

𝗘𝗺𝗮𝗶𝗹: 𝗰𝗼𝗻𝘁𝗮𝗰𝘁@𝘂𝗻𝗿𝗮𝘃𝗲𝗹𝗲𝗿𝘀.𝗰𝗼𝗺

Founder, CEO

Altus Nova Technologies

Altus Nova turns business vision into a competitive advantage with custom software development. We meticulously map the best route from here to your breakthrough, finding success and managing change with an impeccable balance between investment and ROI.

Based in Austin, Texas, with teams spanning across Europe, we are a well-oiled machine of 60+ software strategists, engineers, and quality assurance fanatics with years of experience building custom solutions together. That means we waste zero time on internal team forming, storming, or norming — we get right to performing for our clients in the HealthTech, InsuranceTech, Logistics, eCommerce, and Smart Buildings/IOT business verticals.

Whether you make the next breakthrough or your competitor does, there’s no question that untapped advantage lies in the way you leverage technology. Let us guide you from a world of ambiguity to custom software you can count on.

Technology Director and Europe Growth Officer

Antler

Executive in Residence

Eduboard

Eduboard provides unleashing Educational opportunities worldwide by connecting ambitious students, helpful agents, and progressive universities.

Eduboard is an online educational service that aims to help K-12 and college students struggling academically improve their knowledge in challenging subjects and advance their study skills by offering them quality tutoring, round-the-clock homework assistance, and effective test-prep services.

Co-Founder, CTO

Pitney Bowes

Lead Software Engineer

Software Engineer

Self-Employed

Co-Founder, Software Engineer

In a world where digital experiences are evolving rapidly, I found myself driven by a profound belief that every brand-user interaction is entering a new stage — a stage of intelligent online experiences and relationships.

This vision led me to establish Unravel, a one-of-a-kind digital product (SaaS, web apps, mobile apps, and many more) development consultancy that challenges conventional thinking and crafts intelligent, aesthetic, refined, and user-friendly digital products.

Over the past decade, I’ve had the privilege of working with ambitious visionaries, crafting over 24 digital products across AI, Fintech, and Healthtech sectors. Through these collaborations, we’ve touched the lives of over 12 million demanding customers worldwide, with each project deepening our understanding of what makes truly impactful digital solutions.

When I'm not in the tech, you'll find me staying active and sporty, talking about business development and AI ethics.

Together, let’s forge the future of digital experiences.

Co-Founder, General Partner

Unravel is a premier software development consulting that helps startups grow large through personalized and effective problem-solving.

We understand the key limitations of every startup. We understand that time, budget, priorities, and customers are crucial to every successful startup. We know how MVP and PoC should look for startups to grow and get the next investment round. We also help you spend less on technologies and concentrate more on marketing/sales and your actual customers.

𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀
- Web and Mobile Development (MVP, Custom Software Development)
- Web and Mobile Design.
- Consulting (Features, priorities, roadmap, estimations, strategy, audit, market fit, and more...)

𝗜𝗺𝗽𝗮𝗰𝘁
- 28+ startups grown.
- 38+ team members utilized.
- 374+ entrepreneurs and businesses consulted.
- 10y. as a global team.
- 92% on time, on budget, on target delivery.

Email: contact@unravelers.com

Critical Manufacturing

As Vice President of Business Strategy, I’m tasked with driving strategic growth, business development, and helping the company expand its influence in the global manufacturing landscape. And because of my industry presence, I also act as an industry evangelist, guiding manufacturers through their digital journeys and helping Critical Manufacturing further strengthen its position as a leader in MES technology. It’s a perfect fit for my passion for innovation and driving meaningful change.

Vice President, Business Strategy

Hitachi Solutions America

When Hitachi Solutions decided to pivot from a technology-focused go-to-market strategy to an industry-led approach, they brought me on to lead that shift for the manufacturing sector. My role was all about aligning Hitachi’s 11 practices with the real needs of manufacturers, positioning the company as a leader in Industry 4.0. I focused on identifying new opportunities and ensuring our offering and value truly resonated with the market.

Senior Director of Industry Strategy, Manufacturing

Microsoft

Couldn't resist an opportunity to join one of the most innovative companies in the world.  In this senior-level role, I acted as an industry advisor helping U.S. manufacturers digitally transform their business at scale. This was accomplished through driving transformational wins, providing industry thought leadership, and enabling/supporting the sales team.

Accomplishments & Impact:
• Became a trusted advisor to several Multi-billion-dollar manufacturers, helping shape their digital transformation strategies
• Earned 11 industry awards and recognitions for being a top thought leader in AI, IoT, Industry 4.0, and Digital Transformation
• Earned the #1 Social Selling Index (SSI) on LinkedIn within Microsoft in September 2022 out of all 38,356 sellers (at the time)
• Earned the “Microsoft Good Neighbor” award for helping to contribute to the success of others
• Became an official content creator for Microsoft, and within 3 months earned the #1 spot for most engagement (Created 0.5% of all company content, yet earned 9.5% of all engagement) influencing over $250 million in revenue)
• Delivered multiple keynote presentations at industry conferences and private customer events, improving both brand awareness and customer engagement

Industry Executive, Manufacturing

Grantek

Expansion of my previous role to also include leading Grantek's Marketing department. I picked up responsibility for marketing strategy and execution; including developing and implementing strategies for social media, content, sales enablement, website, lead generation, and branding.   By Aligning business strategy and product development with marketing, I was able to more effectively lead the transformation of Grantek into a best-in-class Industry 4.0 solution provider.

Accomplishments & Impact:
• Launched a thought leadership campaign to increase brand awareness & brand engagement in FY21, resulting in 75.2% increase in Alexa Ranking and company LinkedIn following by 53.3% (through August), increased webinar attendance in FY21 by 94.6% over FY20 (through August), and increased Marketing Qualified Leads (MQL) in FY21 over FY20 by 44.3% (through August)
• Control Engineering 2021 Engineers' Choice Award Winner for "Engineer in a Box"

Senior Director, Strategy & Marketing

Leveraging my success building Grantek's first and largest strategic initiative (Safety Business Practice), I took on a bigger role where I led a team of technology and industry focused business directors that support Grantek's vision of becoming a best-in-class Industry 4.0 and Digital Transformation Solution Provider for manufactures.  My teams primary function was to provide the necessary strategic development of the What (Product/Service Offering), Where (Target Market), and How (Customer Engagement Model) to deliver high growth in a rapidly changing environment.

Accomplishments & Impact:
• 38.6% Growth in Strategic Industry Verticals (Life Sciences) in FY2020 to $20.1 Million
• 70.2% Growth in Strategic Technologies (Smart Manufacturing and Industrial IT & Cybersecurity) in FY2020 to $5.7 Million
• Developed and implemented a classification system for tracking and analyzing Grantek's 2000+ projects/year.  This resulted in a significant increase in revenue forecasting accuracy and better allocation of investment resources

Senior Director, Strategic Initiatives

While acting as a sales manager, I built a business case for why Grantek should be pursuing a new market (machine safety) including a strategy for how to grow revenue while sustaining a competitive advantage. Senior leadership accepted my proposal and challenged me with building out a new business practice to make it happen. In this role, I created a new portfolio of safety solutions, developed the associated marketing and sales strategies, and built a team of technical consultants who supported the sales pursuit of large-scale machine safety projects.

Accomplishments & Impact:
• Developed Grantek's first "productized" solution offering, resulting in over $17 Million in new additional service revenue within 3 years
• Increased first-time buying customers by 68% in FY2017 and 26% in FY2018 
• Exceeded service revenue target by 3.8% and gross billable rate target by 22.8% in FY2017
• Exceeded service revenue target by 17.7% and gross billable rate target by 13.4% in FY2018
• Received "2020 Safety Professional of the Year" Award from ASSP Three Rivers Chapter 
• Received "Rising Stars in Safety - Class of 2017" Award from National Safety Council (NSC)

Director, Safety Business Practice

I accepted a sales management role with Grantek after learning about the company's impressive growth record and vision for the future.  What started as a territorial assignment quickly turned into becoming the first national account manager for Grantek's largest client (Client 1) and Grantek's largest multi-year project (Client 2). 

Accomplishments & Impact:
• Within two years, I increased the revenue of Client 1 by 58% to $11.4 Million and increased the size and scope of Client 2's multi-year project from $1.4M in FY2013 to $7.5M in FY2015.
• Managed Client 1’s 2015 vendor reduction initiative (Goal: Reduce 46 Engineering service providers down to 5) and succeeded in being selected as top engineering service provider
• Received "Engineering Leaders Under 40 - Class of 2014" Award from CFE Media (Control Engineering Magazine)

Sales Manager, Midwest Region

Omron Automation - Americas

As part of the post-acquisition integration of STI, I took on a new role to lead Omron's product marketing efforts across North America (~$42 Million Business Unit).  I was able to leverage my previous sales success in being the top performer for Omron's biggest new product release (G9SP) to develop a new sales strategy, sales enablement tools, and accompanying marketing campaigns to increase market positioning and new product revenue. 

Accomplishments & Impact:
• Created G9SP marketing campaign within 6 months resulted in 400.7% increase in product unit sales in North America. 
• Led pricing strategies of entire product portfolio, resulting in an 7.5% increase in overall product profit margin

Product Marketing Manager

When I joined Omron STI, it was a newly acquired, yet fully independent subsidiary of Omron focused entire on the Machine Safety market.  I led the sales efforts in a 5 state geographic region through a combination of distribution and direct selling efforts.  

Accomplishments & Impact:
• Over the course of my 3+ years in this role I grew the revenue of my sales territory 82.6% to roughly $3.6 Million.  
• Received "Employee Recognition Award - Challenge Spirit" in May 2012 for developing and implementing a new product launch sales strategy

Area Sales Engineer

Festo

At Festo, I managed a geographical sales territory focusing on a group of small & mid-size OEM Accounts. 

Accomplishments & Impact:
• Hit nearly 180% of target (January-May 2009) despite being in the middle of the 2008/2009 financial crisis

Sales Engineer

Rockwell Automation

Seeing an opportunity to expand my industry exposure, I joined Rockwell to help build out a new role: Component Sales Engineering.  In this role, I managed a $7 Million portfolio of product sales through local distributors across an OEM account portfolio. 

Accomplishments & Impact:
• A few major account conversions resulted in achieving 108% of target, one of only a few component sales engineers who hit target during the 2008/2009 financial crisis.

Component Sales Engineer

KEYENCE CORPORATION

First sales engineering job after graduating college where I was responsible for direct sales within a remote geographical territory (Southern Wisconsin) focusing on small & mid-size manufacturers and OEMs.   

Accomplishments & Impact:
• Youngest in company history (at time of employment) to be promoted to Sales Leader (Top 10% of 120 Sales Executives)
• 2x National leading scorer in sales contents (2007, 2008)
• Ranked 1st in company-wide sales role play contest (2008)
• Ranked 2nd in TSS Sales Ranking out of 120 Sales Executives in FY 2007
• Ranked 1st in New Product Sales Growth for Midwest Region in FY 2007
• Received the “Best Effort” award for going above and beyond the call of duty in FY 2006
• Ranked 1st in TSS Sales Ranking out of 120 Sales Executives in FY 2006

Sales Leader, Total Sensing Solutions Group

Industry 4.0 & Digital Transformation Enthusiast | Business Strategist | Avid Storyteller | Tech Geek | Public Speaker

My passion is helping manufacturers digitally transform in innovative ways through Industry 4.0 technologies.  Doing so requires a unique ability to bridge the gap between business strategy, industry trends, technology implementation, and change management.  

I enjoy building collaborative relationships with clients, partners, coworkers, and industry evangelists to help empower manufacturers to achieve more.  

I am very active within the industry as a thought leader to help inspire companies, professionals, and students to be excited about the future created by the fourth industrial revolution.  I write, speak, and share content on LinkedIn to foster a conversational environment and build meaningful connections. 

Where do I spend my time?
• Driving customer success through deep industry and technical expertise
• Developing senior-level industry and client relationships
• Defining and shaping business and go-to-market strategies
• Acting as a company ambassador, technology evangelist, and industry influencer
• Challenging the status quo and continually driving innovation
• Developing & implementing sales enablement strategies
• Finding innovative ways to leverage new technology to provide unique value
• Building, mentoring, and inspiring high-power teams

Jeff Winter

Your business strategy and data strategy are no longer two strategies. They have become one.

For years, companies treated them as separate tracks. Business leaders made decisions. Data teams produced reports. IT kept the systems alive. And the two worlds occasionally touched but rarely moved as a single unit.
That era is over.

As digital systems expanded, as operations became more connected, and as the pace of decision making accelerated, data stopped being a supporting function and became the structural backbone of how a company competes. The lines blurred. Then they merged completely.

Today, a business strategy is a data strategy because every growth lever depends on it. Customer experience. Supply chain. Sales. Operations. R&D. Finance. Everything.

𝐁𝐮𝐭 𝐡𝐞𝐫𝐞 𝐢𝐬 𝐭𝐡𝐞 𝐬𝐡𝐢𝐟𝐭 𝐦𝐨𝐬𝐭 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐚𝐫𝐞 𝐰𝐚𝐤𝐢𝐧𝐠 𝐮𝐩 𝐭𝐨:
Being data-driven is no longer a differentiator. It is the minimum requirement for being AI-ready.

AI will not thrive on partial visibility, inconsistent definitions, disconnected systems, or gut-based decision making. It needs high-quality, contextualized, governed data that flows across the enterprise. And as AI becomes central to competitiveness, the companies that win will be the ones whose business strategy was designed from the start around the data needed to power it.

This is why we are entering the era of the data-driven business strategy, where data is not an enabler but the language of the business itself. AI is simply accelerating the trend that was already unfolding.

𝐋𝐢𝐤𝐞 𝐭𝐡𝐢𝐬 𝐩𝐨𝐬𝐭 𝐚𝐧𝐝 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐫𝐞𝐚𝐝 𝐦𝐨𝐫𝐞, 𝐢𝐧𝐜𝐥𝐮𝐝𝐢𝐧𝐠 𝐚𝐝𝐯𝐢𝐜𝐞?
https://lnkd.in/euSANUJN

Downtime is the universal villain.
Manufacturing hates it. 
Facility management hates it. 
And according to a 2024 Limble's CMMS report everyone is still fighting the same monster… just in different arenas.

🏭 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠: 𝐃𝐨𝐰𝐧𝐭𝐢𝐦𝐞 = 𝐋𝐨𝐬𝐭 𝐎𝐮𝐭𝐩𝐮𝐭
In manufacturing, every minute of downtime is a direct hit to throughput, delivery schedules, and revenue.
So their downtime strategy leans toward speed and precision.
Think: sensors everywhere, predictive maintenance programs, operator checks, and “don’t-let-this-line-stop” root-cause discipline.
The stakes demand sophistication.

🏢 𝐅𝐚𝐜𝐢𝐥𝐢𝐭𝐢𝐞𝐬: 𝐃𝐨𝐰𝐧𝐭𝐢𝐦𝐞 = 𝐃𝐢𝐬𝐫𝐮𝐩𝐭𝐢𝐨𝐧
Facility management lives in a world where downtime is less financially catastrophic but far more publicly painful.
A broken HVAC or elevator outage doesn’t ruin OEE, it ruins someone’s day.
So facilities double-down on consistency and reliability: routine PM, fast response cycles, clean work-order flow, and vendor coordination that keeps the building humming.

𝐓𝐡𝐞 𝐎𝐯𝐞𝐫𝐥𝐚𝐩
Both rely on smart planning, skilled techs, and data visibility. Both need to spot patterns before problems. And both know downtime rarely comes from one big disaster, it comes from a hundred tiny failures nobody tracked.

𝐓𝐡𝐞 𝐑𝐞𝐚𝐥 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞
Manufacturing treats downtime like a revenue emergency.
Facilities treat downtime like an experience emergency.
The real test isn’t how fast you respond when things stop. It’s how well you design your operations so the “stop” rarely happens at all. That’s where leaders separate themselves.

𝐅𝐨𝐫 𝐦𝐨𝐫𝐞 𝐢𝐧𝐟𝐨, 𝐢𝐧𝐜𝐥𝐮𝐝𝐢𝐧𝐠 𝐭𝐡𝐞 𝐬𝐮𝐫𝐯𝐞𝐲: https://lnkd.in/djjfivw8

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• Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends
• Ring the 🔔 for notifications!

We keep talking about AI as if it’s magic… but simply put: 𝐧𝐨 𝐝𝐚𝐭𝐚 + 𝐧𝐨 𝐭𝐚𝐥𝐞𝐧𝐭 = 𝐧𝐨 𝐥𝐢𝐟𝐭-𝐨𝐟𝐟.

That’s why the three roles in the diagram below matter more today than ever: Data Engineers, Data Scientists, and Data Analysts. They aren’t interchangeable. They aren’t optional. And without them, AI doesn’t work.

𝐃𝐚𝐭𝐚 𝐄𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐬 𝐛𝐮𝐢𝐥𝐝 𝐭𝐡𝐞 𝐡𝐢𝐠𝐡𝐰𝐚𝐲𝐬.
They create the architecture, pipelines, and systems that make data move, scale, and stay reliable.
𝐃𝐚𝐭𝐚 𝐒𝐜𝐢𝐞𝐧𝐭𝐢𝐬𝐭𝐬 𝐛𝐮𝐢𝐥𝐝 𝐭𝐡𝐞 𝐞𝐧𝐠𝐢𝐧𝐞𝐬.
They design the models, tune the algorithms, and shape the intelligence AI runs on.
𝐃𝐚𝐭𝐚 𝐀𝐧𝐚𝐥𝐲𝐬𝐭𝐬 𝐛𝐮𝐢𝐥𝐝 𝐭𝐡𝐞 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠.
They turn outputs into insight, decisions, and business clarity.

Yes, their work overlaps. It’s supposed to.
Data Engineers feed the Scientists.
Scientists elevate the Analysts.
Analysts guide what the Engineers and Scientists should refine next.

So what happens to these roles because of AI? 
AI roles don’t replace these jobs, they grow out of them.
AI Engineers, Prompt Engineers, MLOps, Governance, among many others all require the same fundamentals of data infrastructure, modeling, and interpretation.

The engine is ready.
The question is whether you’ve hired the team that knows how to drive it.

These are the best definitions I settled on after reading about a dozen articles.  Knowing these definitions are not universally agreed upon - what thoughts do you have?

𝐑𝐞𝐚𝐝 𝐟𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞, 𝐢𝐧𝐜𝐥𝐮𝐝𝐢𝐧𝐠 𝐬𝐭𝐚𝐭𝐬:
https://lnkd.in/enUy7DSJ

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• Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends
• Ring the 🔔 for notifications!

What’s your next move?

Seriously… when you look at your roadmap, are you headed for tomorrow, or just trying to survive yesterday?

Because every manufacturer I meet is standing in front of the same three doors:

𝟏. 𝐒𝐭𝐚𝐲 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐚𝐬𝐭
Keep cranking the spreadsheets, babysitting standalone machines, and celebrating every time two systems manage to “talk” without crashing. Nothing wrong with nostalgia… unless your competitors prefer profit.

𝟐. 𝐋𝐢𝐯𝐞 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐫𝐞𝐬𝐞𝐧𝐭
You dip your toes into IoT, pilot some AI use cases, build a smart factory or two, and finally start believing that data might actually have feelings. This is where most companies hang out. Comfortable. Familiar. Not game-changing.

𝟑. 𝐌𝐨𝐯𝐞 𝐓𝐨𝐰𝐚𝐫𝐝 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞
This is where things get fun. Autonomous operations. Human-AI partnerships that actually work. Predictive everything. Adaptable production. Hyper-personalization at scale. You stop reacting and start orchestrating.

This is the part of the movie where the dramatic music kicks in and someone says, “Let’s do this.” 😎 

Unfortunately....

According to International Centre for Industrial Transformation (INCIT)'s Manufacturing Transformation Insight Report 2025, the top 10% of manufacturers are only at about a 2.7 out of 5 on the SIRI maturity scale.

Read that again.

The leaders (not even the average) aren’t even past the halfway mark.
Their lowest scoring area of 16 categories? 𝐅𝐚𝐜𝐢𝐥𝐢𝐭𝐲 𝐈𝐧𝐭𝐞𝐥𝐥𝐢𝐠𝐞𝐧𝐜𝐞.
Their highest scoring area of 16 categories? 𝐈𝐧𝐭𝐞𝐫- 𝐚𝐧𝐝 𝐈𝐧𝐭𝐫𝐚-𝐂𝐨𝐦𝐩𝐚𝐧𝐲 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧.
Translation: We’re good at talking… but not yet great at thinking.
Source: https://lnkd.in/emYJTC6t

And since 2018, the WEF’s Global Lighthouse Network has recognized just 201 factories worldwide, the organizations proving what Industry 4.0 can really look like when it’s done with conviction.
Source: https://lnkd.in/eD9jbhG8

So again… what’s your next step?

Are you holding onto the past, managing the present, or building the future?

Because one of those choices leads to being factory number 202.

And I know which direction I’d bet on.

*******************************************
• Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends
• Ring the 🔔 for notifications!

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The Battle

Vladimir Barsuchenko

Jeff Winter

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The Battle

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Jeff Winter

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jeff Winter's LinkedIn Performance

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