Kyrylo Hrinchak operates at the intersection of enterprise product strategy, partner ecosystems, and B2B go-to-market. Leading the Product Portfolio at our corporate venture fund Sigma Software Labs, he connects deep-tech innovations with real enterprise demand. A former CEO and founder of Revol Technology Group, an Industry 4.0 and Industrial IoT integrator, and a leader in major financial institutions, Kyrylo brings firsthand experience from both startup and corporate environments, along with a passion for helping both succeed.
We talked to Kyrylo to find out what managing a product portfolio involves, who benefits from this model, and how it works in practice.
Kyrylo, what does the Head of Product Portfolio at Sigma Software Labs actually do?
It’s hard to put a label on what I do. It’s neither an investment analyst role nor a sales role. The closest description is a product leader who works with dozens of products instead of one. My success metric isn’t features delivered, but how many products make it into large enterprises and keep creating value there.
Day to day, I assess new portfolio candidates, help founders sharpen their positioning and enterprise packaging, and match products to client needs across BFSI, retail, logistics, and manufacturing. I also remove friction where a product meets a corporate process for the first time, whether that’s a security review, legal requirements, procurement, or service-level agreements.
Many companies can build software. Why do clients need access to a product portfolio and innovation ecosystem as well?
Because clients don’t buy code. They buy outcomes, and they need them faster than a custom development cycle allows.
For many enterprises, the choice has historically been between building a solution from scratch, which is slow, expensive, and carries significant risk, or buying an off-the-shelf product that may not fully fit their processes. A portfolio model offers a third option: a proven product combined with an engineering team that can adapt it to the client’s specific context. That’s what co-innovation means in practice.
The portfolio is also broader than our investments. Clients gain access both to products we’ve invested capital in and to vetted partner products. What matters to the client isn’t who owns the product — it’s that we vouch for it and know how to implement it.
By the time a product reaches the client, we’ve already done the technical, security, and product due diligence. For a CIO, that takes a large share of the risk off the table.
The model works both ways: the product opens the door, and a full engineering engagement follows, shaped around the client’s needs. That’s why this is a partnership, not a one-off license deal.
Beyond capital, Sigma Software Labs delivers enterprise access, engineering scale, and global market entry — the things no startup can buy.
The approach is especially valuable when entering new markets. We see this today in Azerbaijan, where we work together with FOMINOV CONSULTING. Saying “we can build anything” rarely opens a conversation with a national energy company or a railway operator. A ready-to-deploy product that already solves a business problem does.
Can you share a success story that illustrates the value of the partner products model?
I’d point to several, because together they show how the partner model works as a system.
It’s also the least obvious part of what we do from the outside.
One of our long-standing partners, Corezoid, is a good illustration. It’s the company behind a cloud operating system that businesses use to build their digital core. Sigma Software didn’t take part in the development of their platform, and we hold no equity in the company. Yet over the last few years, we’ve delivered several enterprise projects together. One of them is public: we helped a large Ukrainian electronics retailer rebuild their contact center on a modern digital platform, replacing a fragmented setup with a system their operations team could actually run.
That’s the partner model in practice. The partner brings the product; we bring the client relationship, the industry context, and the engineering capacity to make it work inside a real enterprise environment. Neither side could have achieved the same outcome alone.
Almexoft, the company behind a low-code platform for business process automation, shows a different stage of the same journey. We’re running a joint B2B enterprise pipeline with dozens of opportunities across several markets. That’s what a working partner track looks like: not a referral agreement, but a shared funnel with shared delivery.
Finmap is another example, and worth describing precisely. When we started working with the team, they already had a strong product and traction they had built themselves — an AI-powered financial platform for SMEs that gives business owners a clear view of their money and helps prevent cash gaps. Today, more than 18,000 businesses in 54 countries use it, with nearly 3,000 integrations, and the company has been recognized as one of Forbes Ukraine’s NEXT 250.
The team was exploring new business models — B2B2C and white-label formats — which require a different proposition than the one that works for direct SME sales. We helped frame that updated offering and validate it against real enterprise demand, opening conversations with potential enterprise clients so the assumptions could be tested on the market rather than in a strategy document.
That’s a smaller contribution than in the previous examples, and that’s the point: ecosystem support isn’t always end-to-end. Sometimes, the useful thing is a specific piece of validation at the moment a company is deciding where to go next.
What excites you the most about the future of Sigma Software Labs?
Several things are coming together at the same time.
First, AI has dramatically reduced the cost of testing ideas. Building a prototype is no longer the hardest part. What matters now is the quality of the idea and the ability to bring a product to real customers. That’s exactly where our model is strongest: helping products move from promising concepts to enterprise adoption.
Second, geography. We’re actively expanding into new markets, including Azerbaijan and Central Asia. And we’re not entering with abstract promises or generic consulting offerings. We’re bringing a portfolio of proven products that address real business challenges from day one.
What excites me most, however, is how the ecosystem works across multiple horizons.
Today’s founders are already part of our portfolio. Tomorrow’s founders are emerging through our intrapreneurship programs and the Labs Galaxy community. The generation after that is growing through initiatives like the Code4Future tournament, run together with Star for Life, where I served as a judge this year. Seeing teenagers make thoughtful product and business decisions is incredibly inspiring.
Equally exciting is Ukraine’s deep-tech and dual-use technology sector, which is going through one of the most intense innovation cycles I’ve ever seen. Many of the solutions being built and tested here address complex real-world challenges and have potential far beyond their original markets. Through initiatives like Defence Builder, a full-cycle defense tech ecosystem, we are building the infrastructure, partnerships, and growth programs that support this evolution. Helping shape that ecosystem while it’s still emerging is one of the most rewarding parts of my work.
About Sigma Software Labs
Part of Sigma Software Group, Sigma Software Labs is a corporate venture fund. Running a venture lab model, it invests in early-stage software startups and then scales them with hands-on support from a global engineering organization, rather than with capital alone. Since 2019, Sigma Software Labs has invested $4.1M+ (average ticket ~$100K), built a portfolio of 25+ startups and 35+ products, and generated 250+ B2B connections by matching startups with Sigma Software’s client network, engineering capacity, and go-to-market resources.
