The Ukrainian defense sector is buzzing: hundreds of startups are churning out "solutions for yesterday" every single day. Yet, amidst this rush, some teams choose a more difficult path — Deep R&D. This is a "long game" where every millimeter of a blueprint is validated over months, and the goal isn't just a "product," but a world-class intellectual asset.

We spoke with Iryna Sukhomlyn, Co-founder and CBDO of RMachine, about building complex systems during wartime, why female leadership is synonymous with "Plans A, B, and C," and how an ecosystem helps those who move mountains to survive.

Iryna, your team previously brought another development to the field — a custom project that earned high praise from European experts. When that system first proved fully operational in the field, what did that moment mean to you?

Iryna Sukhomlyn: You know, it was primarily a sense of immense pride in the team. When you spend months living in calculations and debating every single node, finally seeing the result in metal is a moment of truth. For me, it was a fundamental validation: here in Ukraine, we can create more than just "analogs"—we can build solutions that stun the world with their complexity and precision.

At RMachine, we are walking this path again. We are currently in the R&D and assembly phase, and I am principled in my honesty with the market: we don't claim credit for past projects, but we carry that same standard of quality. When you know how something should work "ideally," you simply cannot settle for less.
As a female leader in a field dominated by men and the harsh logic of war, how do you maintain a "cool head" while simultaneously being a mother, negotiating with ministries, and keeping a team of developers focused?

I.S.: It’s the result of extreme self-organization. It can be technically harder for a woman in the defense sector—men often have a reliable "rear guard" at home, whereas I have to personally navigate the complex logistics between school, my husband's schedule, and international trips. It’s constant management where there is zero room for error.

When the pressure becomes overwhelming and things seem to spin out of control, structure saves me. I simply sit down and write out plans: A, B, and C. It’s my way of calming my brain. A team always looks to its leader, so I have no right to project panic. Responsibility to the people who believed in us is my best "antidepressant." When I see a clear algorithm on paper, the chaos recedes.
RMachine is engaged in Deep R&D. It’s long, expensive, and complex. Why not take the path of "quick fixes"? Isn’t now the time for "tape and sticks" that work here and now?

I.S.: I have immense respect for colleagues creating rapid tactical solutions. They are critically needed on the front lines today. But there is another level — the strategic one. If we want to be part of the global defense system, we must build products at the level of "Prime" companies.

We aren't doing this for something that "just sort of works." We want this to be a Ukrainian intellectual asset. Yes, we lose speed at the start by not using "two sticks," but in the long run, deep developments are what can withstand a technological adversary. In Europe, such projects take 8–10 years; we do them in two and a half. This is our choice: to build the foundation of technological sovereignty.

What do European customers expect from a Ukrainian startup? Are we ready for their standards?

I.S.: They expect predictability and quality. To them, Ukraine is currently a massive testing ground and a source of innovation, but they want to see business processes. That is why we are so meticulous about documentation and certification. We already have inquiries because they see us not just as a "volunteer project," but as a future tech powerhouse.
Regarding mobilization: you lose people during the interview stage because you cannot guarantee their safety from the draft. How do you survive?

I.S.: This is our greatest pain. We are forced to select candidates who don’t require deferment because others simply won’t choose us. The pressure is immense. I want the state to hear this: Deep R&D needs specific support programs because rockets and complex robots aren't built in a week.

Let's talk money. You are currently seeking $750,000. That’s a serious sum for a company without a serial product. What do you feel when an investor says, "This is cool, but it’s too slow for us"?

I.S.: Every "no" is a challenge to my faith in what we do. But I cannot lie to an investor. One important grant is currently in question precisely because we were honest: "We won't finish this in three months because quality takes time."

Yes, we lose speed at the start, but we are building a foundation. We seek "smart money"—investors who understand that creating an intellectual product of this caliber requires months of engineering and deep calculations, not just short-term improvisations. The pressure is incredible, sometimes to the point of tears, but we keep moving these mountains.
So, is this $750,000 more than just fuel for development — is it a ticket to the "major leagues" of defense tech?

I.S.: Exactly. It's the chance to not only expand our unique engineering team but also to bring the product to a pre-production prototype. We have to be inventive not just in code, but in survival. We are on the home stretch before the March testing ground. This will be our moment of truth.

I am certain that those who believe in us now, at the "complex hardware" stage, will become co-owners of Ukraine's technological sovereignty. Deep R&D is the only path to a true advantage on the battlefield.
Many see clusters and communities as just "chat rooms," yet RMachine received help through Techosystem Defense on several critical issues. You are also very active in helping others. Why spend 40 minutes helping a competitor when your own deadlines are looming?

I.S.: For our team, it’s a matter of principle. We help with grants, contacts, sharing equipment for testing, or consulting. These are "bricks" in our collective defense capability. If someone else finalizes their product faster because of us—that’s a win for everyone.

The cluster is about trust. When we had an accounting issue in Lithuania, colleagues from two other companies "stormed" their chats to find us specialists. We even received a Letter of Intent from another startup to help promote our materials to the military. This is synergy in action: we are not competitors; we are one giant mechanism.

Finally, what would you say to those building their first prototype in a garage today?

I.S.: In military technology, there is no room for cheap heroism or technical perfectionism for the sake of ego. Every solution must fit the context: sometimes fast and simple saves lives today; sometimes complex and systemic changes tomorrow.

Think ahead. Build what can withstand real-world use. And find your people — the ecosystem gives you strength when your own resources are at zero. Ukraine will become a global hub for defense tech only because of those who weren't afraid to go deep today.