When the North American tech market demands faster product launches and cheaper team building, those who know how to adapt processes to the new rules of the game win, VP of Sales and Business Development at Innowise, an international company of the full cycle software development, Yahor Hryshchanka helps companies build sustainable growth even in conditions of a shortage of engineers.
In late summer 2025, multiple major research firms published data that reshaped how people view the North American tech services market. A new report from Mordor Intelligence shows the U.S. IT-outsourcing market is expected to reach $191.28 billion in 2025 and grow at a CAGR of 5.1% in the years ahead. Meanwhile, in Canada, the ManpowerGroup “2025 Canada Talent Shortage” survey found that 77% of Canadian employers report difficulty filling skilled roles, with IT & data listed as the single most difficult skill to recruit.
Behind the headline numbers lies a deeper shift: businesses are under dual pressure. On one side, they face a critical talent shortage. On the other side, they are under intense demand for speed and efficiency: the outsourcing model is increasingly seen as a way to accelerate product delivery and reduce cost. Combined, this is creating a “build-fast, scale-cheap” imperative across North America.
As demand for flexible engineering models surges, companies are no longer just looking for service providers – they want strategic partners who can deliver measurable cost-savings, predictable outcomes, and access to global talent. With the U.S. market alone projected to surpass $190 billion, the time is ripe for leaders who understand both the business and technical dynamics of scaling development in this new environment.
Yahor Hryshchanka has established himself as a key figure in this process. As VP of Sales and Business Development at Innowise, leading the U.S. and Canadian markets, he brings more than 15 years of international business development experience – from FMCG and IoT hardware to enterprise-level software solutions. Known for his data-driven approach, KPI-focused execution, and ability to build high-performing teams, Yahor Hryshchanka is part of the new generation of business leaders shaping how North American companies scale products, optimize engineering costs, and compete in one of the world’s fastest-moving tech environments.
Business development strategies for complex markets
Today, the U.S. and Canadian markets are operating in an environment where the speed of releases and the flexibility of engineering teams are becoming critical. It is not enough for a business to simply hire developers – it needs structures that will provide measurable results: accelerating product output, reducing development costs, reducing operating costs, and structuring processes. By the time Yahor Hryshchanka took over the leadership of the North American direction in the Department of Sales and Business Development at Innowise in 2023, the market had already begun to change rapidly. Competition was already growing: customers demanded transparent processes, guaranteed deadlines, and models that could be scaled depending on the workload. The main challenge was not the sale of services itself, but the need to create a working architecture that allows fulfilling obligations in the face of a shortage of engineers and high development costs. Сompetent resource management and attracting large clients are huge opportunities to grow. And of course, if the lack of engineers affects the work, then companies lose customers: they either have to increase their staff or introduce new approaches. Yahor chose the option of developing new techniques and turned out to be the type of manager who works not from intuition, but from data, KPIs, and a clear process structure.
While working at the company, Yahor started by changing the structure of the team. Instead of the disparate work of managers, he implemented a system where each salesperson becomes part of a single customer acquisition funnel: processes were separated, standardised, and key stages were translated into measurable KPIs. This created a scalable architecture that predictably expands the customer base and increases revenue. Today, the North American division employs more than 30 specialists under his management, integrated into a single system focused on query processing speed and resource planning quality.
“The primary responsibility is to structure and optimise the sales process, while empowering each team member to consistently acquire new clients and drive increased profitability for the company. The results are visible in the dynamics: the business line demonstrates a constant expansion of the customer base and steady revenue growth,” Yahor Hryshchanka commented.
Yahor Hryshchanka’s flexible service model helps clients by combining three key factors: proper team structure, a transparent management system, and adaptation to real business needs. Instead of offering a single product, he builds a modular system for clients: from outsourcing and outstaffing to fully managed development. This allows you to accurately select competencies for a specific project and saves companies from long and expensive hiring. His result is measurable for the company, as there is a constant expansion of the customer base and revenue growth in the North American direction, including the involvement of large international companies under the NDA.
This approach reduces development costs by up to 30%, accelerates product launch to the market, and allows companies to close tasks that were unavailable under the classic internal model – whether it is rapid traffic growth, the need to double the team in a short time, or the transition to new technologies. In fact, this gives businesses the opportunity to respond quickly to the market while remaining within set budgets and KPIs, which makes this model work for startups and large corporations. Hryshchanka is betting that flexibility is the main asset of any modern technology company: if the team can increase the speed and volume of development to meet the real needs of the business, this will immediately transform into profit. This is exactly how the most successful cases were built: increasing profitability, sales funnels, access to talent, and scaling products for companies that are moving from internal teams to mixed models.
Growth strategies and the ecosystem of contacts
Yahor Hryshchanka’s approach to business development is based on a simple but rarely followed formula: data is more important than intuition, and people are more important than processes. So, an experienced and successful manager will never rely solely on the gut and, moreover, sacrifice the team for the sake of success. On the contrary, maintaining team spirit and supporting employees is very important. Yahor’s experience is also behind this principle. For more than 15 years, Yahor has gone through several industries, was educated in France, and gained the ability to quickly understand the structure of the market and find strategic growth points. It is this skill that allows him to transform sales into a decision-making system where every hypothesis is tested, and every strategy is evaluated by metrics.
Yahor’s professional activity is not limited to the workplace; he is also an active participant in international exhibitions and industry events from different continents, as well as major expos in Fintech, Blockchain, and Healthcare across the US. Among the professional platforms where new approaches to the development of digital products are being formed, there are events in which Yahor Hryshchanka participated, which played a special role, for example, eMerge Americas in Miami and GITEX Dubai. EMerge Americas is one of the largest conferences in the USA, bringing together global enterprises, startups, investors, and government leaders to accelerate advancements in AI, National Security, Health, and Finance. This is where the approaches that make it possible to bring solutions to market faster than the competitive cycle are discussed. It is at such events that a request is formed for a new type of technology managers, who know how to turn outsourcing not into a resource, but into a tool to accelerate time-to-market.
At GITEX Dubai, Yahor Hryshchanka observed a global context: distributed development is becoming the norm not only in the United States, but also in the markets of the Middle East, Europe and Asia. GITEX discusses infrastructure trends. It is the world’s largest technology exhibition, which takes place annually in Dubai and presents the latest achievements in the field of AI, cybersecurity, cloud computing and other advanced technologies. The event, also known as GITEX Global, gathers technology leaders, startups, investors, and corporations from around the world. It became obvious that the market has entered an era when leaders are managers who are able to build growth strategies at the intersection of sales, processes and engineering.
The geography is impressive, but more importantly, it was at such sites that Yahor built connections with future partners and formed an understanding of demand architecture at the global level.
These events provide an advantage that cannot be obtained from reports: an understanding that the market is moving towards flexibility, that companies are looking not just for development, but for strategies and partnerships, and that a sales leader today must have not only negotiation skills, but also technical literacy and a desire to transfer experience. The sharing of knowledge can also help to address the issue of the shortage of specialists. That is exactly what Yahor does.
For instance, Yahor became a member of the jury in different prestigious contests like Best Business Awards, which is awarded annually to the most outstanding entrepreneurs and top specialists, managers, IT specialists; and Cases&Faces award, which confirms the industry’s level of trust in the specialist and his expertise. As a judge, he not only evaluates the developments of young professionals, but also shares his experience in order to improve the industry.
What is behind the breakthrough in the IT industry
Among the numerous achievements of the company where Hryshchanka works is an impressive list of international awards, which confirms the systematic approach laid down by the team. But more importantly, what these achievements say about the state of the market. Today, IT outsourcing in North America is going through a phase of “smart optimization”: companies strive not only to reduce the cost of development, but also to achieve in-house quality with the flexibility of external teams.
Companies using the classic internal development model face rising hiring costs, overheating of the market, and a long job closure cycle. At the same time, companies building hybrid distributed teams gain an advantage in speed and cost, only if these teams are managed systematically. That is why Innowise’s success is not so much about awards, but rather about adapting to a new market format, where those who know how to offer customers a structured product development model win.
“In the industry, the leader who is data-driven will achieve success for their company through clear key performance indicators and practical conclusions. Every decision must be supported by numbers and linked to measurable results. It is also important to focus on people and attract talented young professionals,” Yahor Hryshchanka shared.
The market is becoming more digital, but the competition is becoming more human. Leaders’ ability to transform processes, build trust, and lead companies onto new growth trajectories is coming to the fore. The approach that Yahor Hryshchanka demonstrates reflects this new stage: the market chooses those who know how to create an environment in which the product grows faster, the team works more efficiently, and the client gets the result for which he comes.
