Insights from the Frontline: Stan Suchkov, the CEO and Co-founder of Evolve

Evolve is an AI-native learning platform that automates training creation, adapts to each learner, and delivers measurable business results through smart assessments, real-world simulations, personalised learning paths and actionable analytics. With operations in the US, Europe, MENA and Asia, Evolve empowers organizations to scale training, reduce turnover, and strengthen employee potential.

— We are redefining how talent scales within companies. Imagine Bank of America training its employees three times faster and boosting knowledge retention of products and services by 50% in just a few weeks, enabling them to serve clients even more effectively. Or consider Procter & Gamble, another company you invested in, launching new products twice as fast because all the necessary information can be distributed in a clear, digestible format to their vendors. Evolve makes this possible without delays or wasted time on content creation, ensuring teams get the right knowledge in the most efficient way.

— If you were in an elevator with Warren Buffett, how would you describe your company, your services or products? What makes your company different from others? What is your company’s biggest strength?

— In my experience, what keeps employees happy is conversations with founders on a weekly or biweekly basis. A great team will always build a great product, but to stay motivated it’s important to be heard, as you mentioned in the question. Even if I’m tired or don’t have time to have a real or virtual coffee with my team members, I never refuse or postpone these meetings. P2P sessions – sharing ideas, thoughts, wins, and losses, and listening to what my team members want to share – are one of the most motivating things I can do.

— Quiet quitting, The Great Resignation, is an ongoing trend causing many businesses to struggle to keep talent engaged and motivated. Most are leaving because of their boss or their company culture. 82% of people feel unheard, undervalued, and misunderstood in the workplace. In your experience, what keeps employees happy? And how are you adapting to the current shift we see?

— Five years ago, it was easier to predict what would happen in a year. But let me try.
It’s a mistake to assume that AI will not replace some people, products, and services – AI is effective at routine tasks and specific approaches in daily activities. We have only one strategy: every day we work to build the best product we can, staying focused and improving each small process in order to compete with the value brought by OpenAI and other major Big Tech companies. We’ll continue doing so throughout this year.

— Online business keeps on surging higher than ever, B2B, B2C, online shopping, virtual meetings, remote work, Zoom medical consultations, what are your expectations for the year to come and how are you capitalizing on the tidal wave?

— Improving the product and building the best customer experience, including interface, values, and customer support, are our top priorities. We are not as big as some of our competitors, so instead of competing on salaries, we focus on mission, vision, and corporate culture – a powerful driver for attracting the right talent, even if it’s a real challenge.

— Business is all about overcoming obstacles and creating opportunities for growth. What do you see as THE real challenge right now?

— People management is the hardest thing, and it becomes more difficult day by day. Each new hire should be exactly the right person. Every time I make a mistake with a new employee, we lose budget and time, and head in the wrong direction. A great team will always build a great product, and company growth is the outcome of that. So making the right decisions in hiring has been the most underestimated challenge so far.

— In your experience, what tends to be the most underestimated part of running a company? Can you share an example?

— If I could pick any business superpower, it would be the ability to see what will happen in the next three months at least. When you are running a startup, you test hypotheses, adjust the direction of your growth, and make quick decisions that can change the future of your business.

— On a lighter note, if you had the ability to pick any business superpower, what would it be and how would you put it into practice?