{"id":100463,"date":"2026-09-03T16:48:22","date_gmt":"2026-09-03T13:48:22","guid":{"rendered":"https:\/\/thedefender.media\/?post_type=insights&#038;p=100463"},"modified":"2026-09-03T17:53:41","modified_gmt":"2026-09-03T14:53:41","slug":"bezsudna-defence-product-value","status":"publish","type":"insights","link":"https:\/\/thedefender.media\/en\/insights\/bezsudna-defence-product-value\/","title":{"rendered":"A demo is not demand: How to prove the value of a defence tech product. Column by Tekever Ukraine Director Kateryna Bezsudna"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><strong>Strong functionality can convince an investor but fail in procurement. There are plenty of examples of this in Ukrainian defence tech, and the reason is fairly simple: there is no chain of evidence between a product\u2019s capabilities and an actual purchase.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>In her column for Defender Media, Kateryna Bezsudna, Director of Tekever Ukraine, examines what can actually prove the value of a defence product.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Imagine a lightweight tactical reconnaissance UAV weighing around five kilograms, with a range of 30 kilometres and a price tag of about $8,000. These figures describe the product, but for a military unit, other indicators matter: how long it takes to deploy, how often the crew completes a mission, how many people are involved, how the system performs under electronic warfare conditions, how quickly it can return to service after damage, and how much a single confirmed result costs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Turning a specification into value starts with the scenario. Range only makes sense in combination with the required reconnaissance depth, mission duration, data transmission channel and risk to the crew. Autonomy matters when it reduces the operator\u2019s workload or enables stable operation where manual control is unreliable. A low price is convincing only when considered alongside system lifespan, training, repair, spare parts and integration costs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Every claim also needs a point of comparison. The alternative may be another product, a method already used by the unit, a solution from a different category, or simply not carrying out the mission. Without such a comparison, claims that something is \u201ccheaper\u201d, \u201cfaster\u201d or \u201cmore reliable\u201d remain marketing labels.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Value starts with mission impact<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">Value has two components: <strong>mission impact<\/strong> and <strong>implementation effectiveness<\/strong>. The operator needs to understand exactly how the product will improve mission execution and what will make the claimed effect sustainable \u2014 integration, training, documentation, <a href=\"https:\/\/thedefender.media\/en\/tags\/components\/\">spare parts<\/a>, repairs, updates and supply. Service does not replace mission results, but it makes those results sustainable over time. Even the best technological solution can lose its value after the first breakdown if the spare parts needed for repair are not readily available.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">So, the argument in your favour is the availability of spare parts in Ukraine, a measurable repair time, regular updates and a responsible service team that keeps the system ready for deployment.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>One product has to pass different tests<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">Decisions on deployment, procurement and integration almost never rest with one person. Several roles assess a product in succession, and each asks a different question:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>The operator<\/strong> checks whether the product helps them carry out the mission better, faster or more safely.<\/li>\n\n\n\n<li><strong>The commander<\/strong> assesses whether it addresses a capability gap and whether the solution is worth scaling.<\/li>\n\n\n\n<li><strong>The procurement specialist<\/strong> determines whether the product can be accepted, purchased, maintained and justified in terms of spending.<\/li>\n\n\n\n<li><strong>The budget holder<\/strong> decides why this particular capability should receive funding.<\/li>\n\n\n\n<li><strong>The integrator<\/strong> considers whether the solution introduces unnecessary system-level risk.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">An operator may be satisfied with the product\u2019s performance in the field, but without a procurement pathway, it will not scale. A procurement specialist may see the value in purchasing it, but an integrator may reject it because it is incompatible with the existing system.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The good news is that not every role is involved in every product. However, the decision-making chain needs to be assessed separately for each segment: different branches of the military and government agencies have different capability owners, funding sources and procurement procedures. What works in one chain should not automatically be transferred to another.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Positioning and key messages<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">A value proposition explains what change a product creates for a specific stakeholder, while positioning defines the product\u2019s place among the alternatives*. These things are connected but not identical. The core of the positioning should remain common to everyone involved in the decision, while the arguments should be adapted to each audience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>The template looks like this:<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>For [segment or role] that has [task], our product is a [category] that delivers [operational outcome] compared with [alternative] thanks to [key advantage]. This is supported by [evidence].<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For the operator, this core should highlight changes to the mission and crew workload. For the commander, it should focus on closing a capability gap and the potential to scale. For the procurement specialist, it should cover the lifecycle, documentation, supply and cost control. For the integrator, it should address compatibility and the ability to manage system-level risk. The argument changes, but the product does not turn into four different promises.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If the arguments for different roles contradict one another, the positioning has no stable core. If everyone is shown the same slide and the same evidence, there is a good chance that some part of the decision-making chain simply is not getting an answer to its question.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>*The alternative is not always a direct competitor. It can be an existing system, a manual process, a combination of several solutions, or maintaining the status quo. Until the team identifies the real alternative, it cannot explain what exactly the customer should pay for and what risk they are willing to accept.<\/em><\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>A dangerous trap: building the product for the investor<\/strong><\/h4>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignright size-large is-resized\"><img loading=\"lazy\" decoding=\"async\" width=\"768\" height=\"1024\" src=\"https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-2-768x1024.webp\" alt=\"Portrait of Kateryna Bezsudna\" class=\"wp-image-100126\" style=\"aspect-ratio:3\/4;object-fit:cover;width:400px;height:auto\" srcset=\"https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-2-768x1024.webp 768w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-2-225x300.webp 225w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-2.webp 800w\" sizes=\"auto, (max-width: 768px) 100vw, 768px\" \/><figcaption class=\"wp-element-caption\">Kateryna Bezsudna<\/figcaption><\/figure>\n<\/div>\n\n\n<p class=\"wp-block-paragraph\">Especially risky is when the investor or the media becomes the main audience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Let\u2019s return to the lightweight tactical reconnaissance <a href=\"https:\/\/thedefender.media\/en\/tags\/uav\/\">UAV<\/a> mentioned at the beginning. An investor hears a story about a cheap, mass-produced autonomous system, and that framing can work well when assessing a funding round.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But a procurement specialist will look at the track record, acceptance procedures, service and procurement pathway. The operator will want to know whether the aircraft can perform a specific mission in the field under <a href=\"https:\/\/thedefender.media\/en\/tags\/ew\/\">electronic warfare<\/a> conditions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">An investor narrative can help attract capital, but it cannot replace combat use, system integration or a clear procurement procedure. When a team tries to prove the same thing to everyone, it often ends up proving the wrong thing to the wrong person.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Interest does not equal demand<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">A demonstration, attention at a conference, media coverage or a company\u2019s high valuation indicate interest. Sustainable demand emerges when a formalised need, a source of funding or a realistic path to funding, an acceptable procurement procedure and actual use all exist at the same time.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The strongest signal of demand is a repeat order or scaling. At that point, the user has already seen the product\u2019s limitations, the procurement specialist has gone through the process, and the service model has survived the first operating cycle.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It is also useful to watch for the opposite signals. If media visibility and investment volumes are growing faster than the number of long-term contracts; if demonstrations are repeated but combat or operational use remains unconfirmed; if different companies are selling almost identical promises to the same customers \u2014 the team should check whether it is seeing actual demand or merely a temporary wave of attention.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>Test the weakest assumption<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">After mapping value, positioning and demand, the team should choose one test for the next two to four weeks. It should be an action capable of confirming or disproving a critical hypothesis.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This could be a trial in an agreed scenario, written confirmation of a requirement, an audit of the documentation package, measurement of actual repair times, verification of an integration interface, or an agreement on repeat deliveries subject to meeting clearly defined criteria. The best demand test forces the other party to risk something: time, access to infrastructure, data, a signature, budget or integration resources. Positive feedback costs almost nothing; commitment generates data.<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\"><strong>How to create an effective combat product<\/strong>: the experience of Delta developers, the Nemesis regiment and a former CFO \u201cChicago\u201d<\/a><\/div>\n<\/div>\n\n\n\n<p class=\"wp-block-paragraph\">For each key claim, it is worth separately marking the confidence level: high, medium or low. A high rating should be given to repeatable results from several independent sources. This allows the team to see where it already has grounds to scale and where it is still selling a hypothesis.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\"><strong>A repeat order is the most honest conclusion<\/strong><\/h4>\n\n\n\n<p class=\"wp-block-paragraph\">The value of a defence technology product is proven when it delivers a measurable operational outcome in relevant conditions; when an organisation can purchase, accept, integrate and maintain it; and when user behaviour shows a willingness to use the solution again.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A quality defence product is a repeatable capability. The product, integration, logistics, service, documentation, evidence and procurement pathway all have to work together. A demonstration can open the door, but only a repeat order shows that the product remains needed with all its real capabilities and limitations.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity is-style-dots\"\/>\n\n\n\n<div class=\"wp-block-media-text is-stacked-on-mobile\"><figure class=\"wp-block-media-text__media\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"648\" src=\"https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1-1024x648.webp\" alt=\"\" class=\"wp-image-100123 size-full\" srcset=\"https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1-1024x648.webp 1024w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1-300x190.webp 300w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1-768x486.webp 768w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1-1536x972.webp 1536w, https:\/\/thedefender.media\/wp-content\/uploads\/2026\/09\/bezsudna-1.webp 1580w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure><div class=\"wp-block-media-text__content\">\n<p class=\"wp-block-paragraph\"><strong>Kateryna Bezsudna<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tekever Ukraine Director<\/p>\n\n\n\n<ul class=\"wp-block-social-links is-layout-flex wp-block-social-links-is-layout-flex\"><li class=\"wp-social-link wp-social-link-linkedin wp-block-social-link\"><a href=\"https:\/\/www.linkedin.com\/in\/kateryna-bezsudna-b91a962b\" class=\"wp-block-social-link-anchor\"><svg width=\"24\" height=\"24\" viewBox=\"0 0 24 24\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\"><path d=\"M19.7,3H4.3C3.582,3,3,3.582,3,4.3v15.4C3,20.418,3.582,21,4.3,21h15.4c0.718,0,1.3-0.582,1.3-1.3V4.3 C21,3.582,20.418,3,19.7,3z M8.339,18.338H5.667v-8.59h2.672V18.338z M7.004,8.574c-0.857,0-1.549-0.694-1.549-1.548 c0-0.855,0.691-1.548,1.549-1.548c0.854,0,1.547,0.694,1.547,1.548C8.551,7.881,7.858,8.574,7.004,8.574z M18.339,18.338h-2.669 v-4.177c0-0.996-0.017-2.278-1.387-2.278c-1.389,0-1.601,1.086-1.601,2.206v4.249h-2.667v-8.59h2.559v1.174h0.037 c0.356-0.675,1.227-1.387,2.526-1.387c2.703,0,3.203,1.779,3.203,4.092V18.338z\"><\/path><\/svg><span class=\"wp-block-social-link-label screen-reader-text\">LinkedIn<\/span><\/a><\/li><\/ul>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"<p>In her column for Defender Media, the expert examines what can actually prove the value of a defence product<\/p>\n","protected":false},"author":7,"featured_media":100124,"template":"","tags":[216,1634,173,485],"class_list":["post-100463","insights","type-insights","status-publish","has-post-thumbnail","hentry","tag-industry","tag-kateryna-bezsudna","tag-opinion","tag-tekever","pmpro-has-access"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>A demo is not demand: How to prove the value of a defence tech product. 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