From civilian to defence tech: Himera’s Misha Rudominsky, Roboneers’ Anton Skrypnyk and Oko Camera’s Yevhen Syvachenko

The Russian–Ukrainian war has prompted many civilian entrepreneurs and IT company leaders to shift into the field of defence technologies. Among them are Himera co-founder Misha Rudominsky, Roboneers co-founder Anton Skrypnyk, and Oko Kamera CTO Yevhen Syvachenko. Speaking at a panel discussion during the DOU Day 2025 conference, they shared insights on their transition into the defence sector, compared civilian and military tech development, and challenged several popular myths around the industry. Defender Media highlights key takeaways from the discussion.

How the transition happened

For Himera co-founder Misha Rudominsky, the turning point came at the start of the full-scale invasion. “I looked around and thought, ‘I need to do something,’” he recalls. He admits that he was looking for a way to contribute without mobilising, and this became the foundation of his new venture.

Anton Skrypnyk points to a personal loss: the day before the invasion, his father – the founder of the company that would later become Roboneers – passed away. Anton bought out the shares of the other co-owners and gave himself six months to determine whether the company could be of use to the military. Following early successes, he devoted himself fully to developing the project.

Yevhen Syvachenko’s transition took place over several years. Since 2004, he has moved from engineer to entrepreneur, with experience in high-precision computing, robotics and software architecture. His entry into defence tech, he says, was not a career change but a natural continuation of his education and experience: “I think I just occupied a niche based on the results of my education.”

From product to frontline

The approach to product development in defence tech differs significantly from that in B2B or B2C tech sectors. It requires full immersion in the environment of the end user — the frontline, dugouts, and the daily life of soldiers.

At Roboneers, all products go through three stages: working on the table, working in the field, and working on the frontline. The team refuses to leave the testing ground until a device functions properly under real conditions, says Skrypnyk. That is where hypotheses are tested and real needs emerge. For example, comfortable handles may prove more valuable than AI features, and damage is more often caused by trench mice chewing cables than by enemy fire or weather.

Syvachenko adds that responsibility in defence tech is radically higher: “If the product doesn’t work, someone dies.” This makes the development, testing and documentation process subject to rigorous oversight. He cites Soviet-era engineering standards such as ESKD and ESPD as useful tools for ensuring that no critical details are overlooked.

Drawing on his earlier work with Promin Aerospace, Rudominsky notes that while aerospace engineering experience is applicable, it must be adapted to new dynamics. For instance, highly skilled engineers may lack soft skills, which creates communication barriers between them and younger teams.

Management that works: between teal and drill

Although all three operate in the same sector, their organisational models differ significantly. Roboneers has over 400 employees, with roughly a third in R&D and the rest in production. The R&D team works under an adapted SAFe (Scaled Agile Framework) model, allowing them to initiate new projects and manage budgets independently. The production unit operates as a separate system with a strict hierarchy and schedule, with work often starting at 6–7 a.m.

Syvachenko points out that while R&D is often seen as the more intellectually demanding domain, production is the most complex part of the company. It determines whether a product can scale, and its workflow must be segmented and highly disciplined — even one absent worker can halt the entire assembly.

At Himera, the production process is smaller, with many operations automated or not requiring heavy equipment. Still, structure is important. A welder who repeats the same task every day needs clarity on what is expected and when. Ambiguity is perceived as stress, not freedom.

Although agile management practices are common in start-ups, they do not always translate well to military technology. Rudominsky is blunt: “Turquoise management definitely doesn’t work in defence tech.” Creativity is vital, but so are deadlines, responsibility and formal processes — especially when working with military stakeholders. The key is to strike a balance: teams must be free to innovate, but also maintain discipline and focus. In this environment, avoiding difficult colleagues is not an option — collaboration is essential, even with those you don’t get along with.

Myths and fears around defence tech

The speakers identified three common misconceptions about the defence tech sector:

1. “Defence tech is just an office job.” Skrypnyk disagrees: “It’s not an office. We send people into the field. Hoes, mud, frost.” Roboneers employees have spent weeks at a time at training grounds, testing equipment in -17°C conditions.
2. “Working in defence tech leads directly to mobilisation.” Rudominsky acknowledges this is a frequent fear among potential recruits. But in reality, he says, cooperation with military structures is a responsibility, not a trap.
3. “Military culture is incompatible with creativity.” All three panelists dispute this. In their experience, the most effective solutions arise precisely at the intersection of discipline and creative freedom.