By Spencer Hulse
Log-Uno is not just an ERP system.
It is the story of how a team assembled in Ukraine created a product capable of competing with giants like SAP and NetSuite — at a time when cloud adoption, digital transformation, and even blockchain integration are redefining enterprise systems. At the center of this story is entrepreneur and engineer Oleksandr Vasyliev. He brought together developers, logisticians, and analysts to prove that innovation is not the prerogative of Silicon Valley alone. In this interview, he explains how the product was created, which decisions turned out to be key, and why sometimes discipline and trust within the team are more important than funding.
Alexander, how did the idea of Log-Uno come about, and how did you gather a team to implement it?
The idea of Log-Uno was not born overnight—it came together from numerous real cases in which I personally participated. Over 20 years, I implemented dozens of ERP and WMS systems in a wide variety of companies—from international logistics operators to local distributors. And every time I saw the same pain: standard solutions were either too expensive, too complicated, or both at once, especially for small and medium-sized businesses.
I realized: we need a solution that would be not only powerful, but also simple, affordable, flexible, and truly independent from external integrators and bureaucracy. That was the beginning of the Log-Uno architecture.
When the idea took shape, I began assembling a team. They weren’t just “developers.” They were people I had already worked with, people I trusted, who understood not only code but also the business logic of logistics, warehouses, and accounting.
Many of them went from logisticians and engineers to tech leads and product analysts. This was key: we weren’t cloning what already existed—we rebuilt ERP from scratch, through the prism of practical experience.
Most of the team was based in Ukraine. These were smart, disciplined, deeply committed professionals capable of working without micromanagement. Yes, we didn’t have billion-dollar investments, we didn’t have offices in California. But we had the most important thing—the belief that we could create a world-class product with our own hands.
I have always believed that strong teams are not found—they are built. Log-Uno is the result of my faith in the people with whom we were not just writing code, but building a technological platform for an entire class of companies that had previously been overlooked.
What was the main challenge — technological, managerial, or strategic?
Shortly—everything at once. But if we prioritize, the hardest part was not the code itself, but maintaining the balance between speed, quality, and focus.
Technological challenge: We needed to build a platform that could compete with corporate ERP systems—while still being lightweight enough to work “out of the box” for small businesses. These goals almost contradict each other. So we experimented a lot with the architecture, borrowed the best from open source, wrote our own modules, and constantly discarded “beautiful but useless” features.
Managerial challenge: The toughest part was decision-making under uncertainty. We couldn’t just copy someone else’s path. We didn’t have “an investor to solve everything” or the luxury of long iterations. Every decision—from interface design to module prioritization—was made by me personally, often without a safety net. This is where the founder’s role becomes critical: not only to see where to go, but also to keep the team at the right pace, even when the horizon is foggy.
Strategic challenge: It was crucial not to lose direction. When you’re building something new, temptations are everywhere: add another module, chase a trend, pivot to another segment. But I always reminded myself and the team: our focus is affordable ERP for small and medium-sized businesses. Not enterprise. Not custom projects. We are building a system that an ordinary person without IT experience can use.
So perhaps the biggest challenge was not to overload the product and the team. To keep clarity when there’s so much noise around. And not to give up at the moment when “it would be easier to follow the path of SAP or 1C,” but you know that’s not why you started.
How did you achieve synchronization within the team, given that the product was developed remotely, under conditions of economic instability?
Yes, without exaggeration, this was one of the hardest periods of my life—both personally and professionally. Part of the team was in Ukraine, some went abroad, some stayed under constant alarms. But the work never stopped for a single day.
And here, the most important factor worked—trust. I never measured efficiency by hours spent in Zoom. Everyone on the team knew: each of us carries responsibility not only for ourselves, but also for what we are building together. This was not just software—it was our answer to chaos.
We built a very clear rhythm: short iterations, clear priorities, minimal bureaucracy. We had no time for “perfect sprints.” We acted fast, but not chaotically. I personally oversaw critical areas—architecture, security, and client flow.
Transparency also played a huge role. I tried to keep the team informed about all decisions, risks, and client feedback. This created a sense of involvement. People worked not because they “had to,” but because they believed in the idea—and could see the results.
And of course, we supported each other. If someone lost focus, I would get on a call with them, break down the problem, and help prioritize. This was not about control—it was leadership through support.
In the end, I realized an important thing: the most resilient systems are built not on resources, but on meaning. Log-Uno is a product that was born not in the silence of offices, but in turbulence—and that is why it is so alive, honest, and enduring.
How does your ERP platform differ from leaders like SAP or NetSuite? Where do you outperform the “giants”?
I’ll say it directly: we are not competing with SAP in their weight class—and that is our main advantage. We are not playing the “the more complicated, the better” game. Log-Uno is a next-generation ERP: fast, lightweight, affordable, and ready to work immediately after registration.
What is the key difference? Depth without bulkiness. Large ERP systems have everything—but only if you also have a consultant, a project team, and six months of time. With us, small and medium businesses get everything they need—already “out of the box.” No integrators, no costly implementation.
Second difference – adaptation speed. We can launch a fully functional system within a few days. In SAP, that timeframe isn’t even enough to approve the initial technical requirements.
Third – interface. We designed Log-Uno not as an “accounting system” but as a tool for entrepreneurs. Visually, logically, and technically. It doesn’t intimidate—it guides the user step by step. Large systems often require training; in Log-Uno, common sense is enough.
Fourth – flexibility. Dozens of ready-made integrations—from QuickBooks to Shopify, from Amazon to PayPal. These are not add-ons or “promises of integration”—they already work.
Fifth – pricing. We created a system available by subscription at a cost comparable to internet or mobile service. Whereas large ERP systems require capital expenditures that small businesses simply cannot afford.
And perhaps most importantly: Log-Uno is a product built by people who have themselves lived through the pain of implementation. We are not theoreticians, we are not consultants – we are engineers and operators who simply wanted to make ERP honest, clear, and useful.
Which international standards and ecosystems did you take into account during development? And how important was it to “think globally” from the very beginning?
From the start, we understood: if the product wants to be viable in the long term, it must be compatible not only with the local market but also with the global ecosystem.
That’s why, from the very first days of development, we focused on integrating with international services: QuickBooks, Shopify, Amazon, ShipStation, PayPal, and Stripe. These weren’t just technical “checkboxes”—it was our way of telling clients: “you can keep using what you’re used to, and simply add Log-Uno as your central management system.”
We also designed the architecture to align with American and European accounting, logistics, and tax standards. For example, we support multi-currency, various tax regimes, and automatic reporting templates. Our approach was not to remake the client, but to fit into their reality.
Another important point—we rejected “local logic,” which often slows down scaling. For instance, many ERP products in the CIS are tightly tied to 1C structures, government formats, or narrow industry norms. We built a flexible architecture from the beginning, so that with minimal changes, we could enter the U.S., Canadian, or EU markets.
“Thinking globally” is not about geography. It’s about scale of thinking. We weren’t creating “Ukrainian software.” We were building a world-class product—our team just happened to be Ukrainian.
And you know, when an American client says, “Guys, this is more intuitive than NetSuite,”—you realize it was all worth it.
You work with businesses from different countries. Which feedback from foreign clients became a turning point for you?
There was one moment I’ll never forget. We had just started the first pilots in the U.S., and one client, the owner of a small warehouse in New Jersey, said after the demo:
“You know, I’ve been afraid of ERP for 10 years. But this? This I can actually use.”
For me, that was a clear signal that we hit the mark. We didn’t just make a “working system,” we removed the barrier of fear toward automation.
Another case—a company from Canada that had previously tried to implement Microsoft Dynamics but spent months without ever launching it. With Log-Uno, they started working on the third day after subscribing. The owner wrote to us:
“You are the first who made an ERP that can be understood without an engineer.”
That was a personal victory. We didn’t just give them a tool—we restored their confidence that they were in control of their business.
Or a case with an e-commerce business in Germany. They used Shopify and tracked inventory manually in Google Sheets. After implementing Log-Uno, their shipping errors dropped sharply, and for the first time, they were able to scale to 100+ orders per day—without hiring new staff.
These stories are like litmus tests. You see that your system not only works—it changes the dynamics of the business.
And for me as a founder, this is the most important thing: not just to implement a product, but to help people take a step toward growth they had postponed because of their fear of “big” technologies.
What is your main lesson as a founder working internationally without a billion-dollar budget?
The most important lesson—everything is possible if you don’t wait for someone to give you permission. We started Log-Uno without venture investments, without a headquarters in San Francisco, without “major industry connections.” Only with experience, discipline, and a clear understanding of why we were doing it.
When you build an international product from Ukraine, you cannot afford vague decisions. Every decision must be precise. Every release—calibrated. You don’t have time to “try randomly,” because mistakes are costly, and there’s no one to redo the work.
I realized that leadership is not about loud words, but about the daily ability to maintain focus and not break down when things don’t go as planned. And also—it’s about the ability to listen. We implemented dozens of improvements based on real feedback, even if it broke the original concept. Because the product is not for your ego—it’s for people.
Another lesson—the strength of the team matters most of all. You can hire anyone, but you cannot buy commitment. The people with whom we launched Log-Uno believed not only in the idea, but also in each other. That is what kept us afloat when everything was on the line.
And finally, I understood this: you can compete with any giant if you solve the problem better and closer to the human need. You don’t have to be “the biggest.” It is enough to be the most understandable, useful, and honest.
This industry announcement article is for informational and educational purposes only and does not constitute financial or investment advice.
