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Peax software, Оболонська Набережна, 19 корп. 4, Kyiv (2026)

29/05/2026

📌 In this author’s column, Marina Putrenok, HRBP at peax software (Zemingo & iConduct), reflects on what really helps retain key people and keep teams engaged: not one big initiative, but a system of everyday HR and management practices that make people feel supported, seen, and motivated.

At peax software, retention is not only about compensation. It is about how closely HR works with managers, how clearly people see their growth path, and how consistently teams stay connected to the business and to each other.

One of the biggest shifts in our approach came with the HR Business Partner model. Today, HRBP is not only close to the team – HRBP is a real partner to managers in all people-related decisions. This creates better ownership on the management side and a more mature support model for the team.

What helps retain key people in practice?

🌱 A structured start.
We use a 7-touch onboarding approach in the first three months, with regular HRBP check-ins that help build trust early and make sure every newcomer knows where to go for support.

📈 Regular development and performance cycles.
Performance reviews and salary reviews are part of the rhythm. They do not replace each other – they serve different purposes, at different moments, but together they create clarity and progression.

🎓 Real investment in learning.
In teams where this is already strongly built, people have learning budgets and access to professional development resources. Growth can take different forms: training, promotion, internal mobility, or a broader development perspective.

🤝 Team connection matters.
Retention is also shaped by how close people feel to their team. Regular team meetings, smaller sub-team gatherings, knowledge-sharing sessions, and informal meetups all strengthen connections and keep people engaged beyond their day-to-day tasks.

🧠 Managers must stay involved.
A strong retention system does not work when HR carries people topics alone. Managers need to be active participants in conversations, reviews, hiring decisions, development planning, and everyday support. That shared responsibility makes the whole model much stronger.

⚙️ Tools also matter.
HR infrastructure like PeopleForce helps reduce friction, centralize people data, improve visibility for managers, and make routine processes more transparent for team members. That may sound operational, but in reality, it directly improves the talent experience.

✨ The main lesson is simple: people stay longer and work with more energy when support is not occasional, but systematic – when there is structure, development, honest dialogue, and a real sense that both HR and managers are invested in their success.

21/05/2026

📌 In this leadership column, Kateryna Koshkina, VP HR&Operations at peax software, shares how she approaches the development of her HRBP & Operations team – not through one-size-fits-all plans, but through helping each person grow in the direction where they can be at their best.

💬 When we transformed our function and moved to the HR Business Partner model, each member of my HRBP & Operations team took ownership of specific companies across the group. That gave us more than structure. It gave people real ownership – and, just as importantly, it revealed who each of them is professionally.
That was one of the most valuable moments for me as a leader.

Because the truth is: every HR brings their own personality into the profession. Some are naturally drawn to systems, structure, and clarity. Others are strongest when they connect business needs with the growth of a particular person. And once you see that clearly, team development becomes much more meaningful.

🌱 So our first direction is individual growth paths.
At the beginning of the year, I sat down with each team member to talk about where they want to grow next. For some, that means going deeper into areas like Total Reward. For others, it means moving toward Talent Management and learning how to better align company needs with human potential.

🌍 The second direction is a professional perspective.
I want my team to know that the challenges we face are not unique – someone has already solved something similar, somewhere. That is why I see conferences as essential, not optional. In my mind, three to four conferences a year is a must if we want to keep expanding our professional outlook.

🤖 The third direction is AI and shared learning.
We actively explore new AI tools and trainings. But we also have one clear rule: if you have learned something useful, you bring it back to the team. No one is forced to use every tool. But sharing what works is non-negotiable. That is how individual discovery becomes collective capability.

✨ For me, real team development is not just about building skills. It is about helping people grow into a stronger, clearer, more
mature version of themselves as professionals.

14/05/2026

📌 In this expert column, Yuliya Averianova, Recruitment Lead at peax software, explores a challenge that increasingly defines technical recruitment in 2025-2026: how to hire young junior-to-middle talent in a market shaped by AI, high expectations, and uneven real-world readiness. Her core point is simple: employers need to rethink how they hire and support young professionals – and young professionals need to come to the market better prepared for real work.

💬 Hiring junior-to-middle tech talent has become one of the most paradoxical recruitment challenges of 2025-2026.

In many cases, hiring an experienced specialist is actually easier than hiring a younger developer with 1-3 years of experience. The market is full of potential – but not always of readiness. At the same time, Gen Z and millennials are entering work with very clear expectations: growth, learning, flexibility, meaning, and well-being matter as much as compensation. Deloitte’s 2025 survey shows that only 6% of Gen Z primarily aim for leadership roles, while learning and development remains one of the top reasons they choose an employer; 74% also expect GenAI to change their work.

👩‍💻 What should candidates do?
⚙️ Prepare seriously. Read the company website, understand the product, and know your salary expectations before the interview.
⚙️ Strengthen your fundamentals. In reality, theory still matters – especially in technical interviews. Weak theoretical knowledge often leads to an inability to build practical solution logic, explain decisions, or think aloud when solving tasks.
⚙️ Use AI wisely. Many candidates simplify their work with AI, but then struggle to explain the logic behind the solution because it is not truly theirs. AI can accelerate good work, but it cannot replace strong fundamentals, logic, critical thinking, or ownership of your code.
⚙️ Keep reskilling. Learn how to work with AI tools effectively rather than passively consume their output. The goal is to collaborate with technology, not depend on it.
⚙️ Train your communication. Speaking through your logic, asking clarifying questions, and handling feedback calmly are now part of technical performance.
⚙️ Invest in soft skills. In the GenAI era, empathy, leadership potential, openness to feedback, and maturity increasingly shape long-term career growth – sometimes even more than technical ability alone.
⚙️ Show motivation through growth. You do not need to “sell leadership ambitions” – but you do need to show discipline, curiosity, and readiness to learn.

🏢 What should employers do?
⚙️ Speed up the process. A selection process longer than 22 days pushes 58% of young candidates to withdraw their applications. A faster hiring cycle helps companies both fill roles sooner and build better rapport with younger talent.
⚙️ Build real mentorship. Learning is not a bonus for this generation – it is part of the offer.
⚙️ Set transparent goals. Connecting an employee’s work to company goals through clear frameworks such as OKRs can increase engagement by 51%.
⚙️ Focus on well-being. Mental health and work-life balance should be part of the performance conversation, not separate from it.
⚙️ Create peer recognition systems. Younger employees value environments where appreciation comes not only from managers, but also from teammates.

📚 Adobe’s workforce research also shows that young professionals care deeply about workplace culture, peer connection, fairness, and relationships with managers. That is why this hiring challenge is not only about skills. It is about trust, maturity, and mutual effort.

✨ The conclusion is simple: companies need to build better systems for young talent, and young talent needs to come to the market better prepared for real work.

07/05/2026

Behind every 10-year milestone, there is never just a company story. There is always a people story.

A month ago, we celebrated 10 years of the Ukrainian team of IdeoDigital, part of peax software.

It started in 2015 with the first Ukrainian development team within Uteam. In 2016, the team became a separate unit and opened its first office. Then came the next chapters: joining IdeoDigital in 2018, becoming part of Unitask Group in 2022, and in 2026 moving forward under the new name peax software following the group’s rebranding.

A lot has changed over the years – names, offices, structures, markets, and the world around us.

What matters most is the people who made this journey possible.

Today, the Ukrainian IdeoDigital team includes 19 professionals across Full Stack .NET Development, Mobile, QA, and Markup. They work remotely from different cities in Ukraine, as well as from Poland, Romania, and Italy. And they are part of a broader IdeoDigital team of 130+ specialists.

IdeoDigital helps leading organizations navigate digital transformation – designing and delivering scalable digital products and platforms across healthcare, banking, insurance, retail, digital commerce, manufacturing, and logistics.

Within peax software, the company strengthens the group with deep product thinking, strong engineering, and solutions designed for real business needs.

Ten years is a meaningful milestone. But even more meaningful is the team that made it real.

Congratulations to our Ukrainian IdeoDigital team – and thank you for the talent, resilience, and commitment that continue to move this story forward. ✨

30/04/2026

A new name can say a lot.
But sometimes, it says everything about where a business is going next.

The transformation of Unitask Group into peax software is not just a rebrand. It is a clearer expression of who we are today, what we build, and the strength of the group we are part of.

For more than 40 years, the group now known as peax was building its path through depth: deep expertise, deep listening, deep understanding of customer needs, and deep technology capabilities. Formerly known as EMET, the group grew from IT integration into a powerful technology player spanning infrastructure, cybersecurity, cloud, data, software, and digital innovation.

That journey was shaped by strategic growth, major acquisitions, and a strong vision for the future. A defining step came in 2021, when Unitask Group joined the group and became the foundation of its Software Division.

Today, under the new brand peax, that journey has a new language and sharper meaning.

Every peak begins with depth is more than a slogan. It reflects how the group thinks, works, and creates value: through professional depth, sector-based expertise, a personalized approach, and a commitment to meaningful impact.

Within this vision, peax software has a clear role: we build software solutions for complex organizations, combining custom development and existing technologies to meet real business needs.

Led by Kateryna Koshkina, Global VP HR&Operations, peax software across Ukraine, Europe, LATAM, and India successfully coordinates the work of Unitask, WEDO, iConduct, IDEODIGITAL, Innova, Unicloud, and Zemingo.

This is why the rebrand matters.
It positions peax software more precisely within a larger, stronger, and deeply experienced technology group. And it sends a clear message to the market: the former Unitask Group now moves forward with the power of the full peax ecosystem behind it.

A new brand.
A clearer role.
A deeper foundation for growth.

24/04/2026

There comes a moment in every company’s journey when growth demands a new level of operational maturity. For peax software, that meant building more structure, more transparency, and more clarity into the way we manage people processes. That is exactly why launching the HR module of our new PeopleForce-based HRIS across the group became such an important milestone for us.

What started as a system for employee records has quickly become something more valuable: a shared source of truth for employees, managers, and CEOs.

Today, the system already helps us manage the essentials in a much more structured and transparent way. Employee profiles now include the key information teams need to work with every day – personal and employment data, start and end dates, reasons for leaving, emergency contacts, children-related data where relevant, and more.

Employees and contractors now have direct access to their own profiles and can independently manage planned absences, sick leave, vacations, and public holidays. They can see their leave balances, track their absence history, and better understand how their time off is counted.

That may sound simple. In reality, it changes a lot. It reduces routine questions to HR. It makes leave management more transparent. And it helps people trust the process, because they can see the logic behind the numbers.

This matters even more in an international group, where teams across different countries may follow different holiday calendars. Instead of trying to centrally track what matters most to each person locally, employees can select and book relevant public holidays in advance within the system.

For managers, the value is equally practical. They can now directly monitor absences, sick leave, vacation usage, headcount over selected periods, and employee turnover across the group. They can also see anniversaries, birthdays, and daily availability – which helps not only with planning, but also with more personal, attentive leadership.

The system also gives visibility into certifications and licenses, making it easier to understand existing capabilities and identify logical upskilling and career opportunities for the future.

Another important layer is clarity around policies. Our HRIS now includes a knowledge base with internal rules, standards, and policies. So when employees want to understand how a leave rule works, or why a certain deduction was made, they can go directly to the source.

What we have implemented so far is a strong baseline – and it is already working. Now comes the next stage.

As teams begin using the system in real life, each company is identifying what would create even more value for them: performance management, skills banks, equipment management, and other tailored extensions. These requests will shape the next phase of development.

Because the best HR systems are not just implemented. They evolve with the business. And when that happens, HRIS stops being “just a system” – and becomes infrastructure for better employee experience, stronger management, and smarter growth.

16/04/2026

At peax software, our HRBP model has now been in place for more than a year. And looking back, one thing is clear: this transformation started with necessity.

As the business grew, teams became more complex, internal dynamics more nuanced, and the volume of HR decisions too large for a centralized approach. At the same time, talented people inside the HR team were ready for more ownership and a new stage of growth.

That is when Kateryna Koshkina, Country Manager at peax software, initiated a major shift: from a centralized HR setup to an HR Business Partner model.

The goal was bigger than redistributing tasks. It was about building a stronger HR function, opening new career paths, and creating closer, more business-aware support for each company and business unit.

Today, four HRBPs work across the group, each with a defined area of ownership and a distinct professional profile.

But like any real transformation, it was not smooth at first. The idea had to be explained and defended on several levels: with leadership, CEOs of business units, and within the HR team itself. The infrastructure had to be rebuilt too – workflows, access models, shared files, guidelines, checkpoints.

In Kateryna’s words, it felt like turning a river in the opposite direction.

And yes – before it became better, it became harder. New roles require new habits. New ownership requires new confidence. And leaders must change too.

For Kateryna, this meant moving from doing more herself to developing others more intentionally. Less “I’ll do it faster myself.” More coaching, trust, and long-term capability building.

One year later, the results are visible. People who were not in HR roles before have grown into full HR positions. Different strengths have become clearer. One team member has grown into a more systems-driven HR profile and has become deeply involved in HRIS implementation. Another has shown strong people-development instincts. Another stands out as a powerful HR generalist with broad capability across functions.

And this may be the most valuable outcome of all: not just a new structure, but a stronger team with clearer ownership, deeper expertise, and more room for individual growth.

So what makes an HRBP different from a strong HR Generalist? For Kateryna, the answer is simple: business understanding. A generalist may execute decisions. An HRBP helps shape them.

An HRBP looks not only at people processes, but also at the reality of the business: team needs, client context, project margins, skill gaps, development potential, and the balance between what the company needs and what people need.

That is where HR becomes not just supportive, but strategic. Because when HR understands the business deeply, it stops being a support function only – and becomes a force that helps the business grow.

09/04/2026

What does sustainable growth actually look like in HR & global recruitment today? Not a spike. Not a breakthrough moment. But consistent, measurable progress – quarter after quarter.

In our recent conversation with Kateryna Koshkina, Country Manager at peax software (formerly Unitask Group) we reflected on what truly defined 2025 and the start of 2026 for our team.

💬 For a long time, I thought great years had to look dramatic. Big breakthroughs. Big transformations. Big headlines. But looking back at 2025 – and at how we entered 2026 – I see something different.

I see consistency. And honestly, I’ve come to believe that consistency is one of the clearest signs of maturity in business. At peax software, we didn’t chase noise. We kept building. Improving. Strengthening what already works.

Here’s what that looked like in practice:

📊 Stable results that matter

What makes me proud is not one big leap – but the fact that our core performance keeps getting stronger year after year. In practical terms, that means:
– we continue delivering recruitment projects globally, across 30+ countries
– each recruiter is gradually able to close more roles with greater efficiency
– our hiring process is becoming more precise and better calibrated
– and we’ve managed to maintain a stable time-to-fill, even while operating across diverse markets

👥 A stable team behind every stable result

This part matters to me a lot. You simply can’t build reliable outcomes without a reliable team. And one of the things I value most is that we’ve kept that stability – not just in numbers, but in trust, rhythm, and how we work together every day.

🔄 A more mature HR model

One of the biggest internal shifts in 2025 was reorganizing our HR team so that each HR became a true HR Business Partner for a dedicated business unit.

It turned out to be one of the most meaningful steps we’ve taken.
I can clearly see how each person on the team is growing – and not just growing, but developing their own professional style and strengths. Some lean more into people partnership, others into processes, analytics, compensation, or operational excellence. That kind of clarity is incredibly valuable.

⚙️ From idea to system

Another important milestone was launching our new HRIS. By now, its core functionality is already live and working, and in 2026 our focus is on scaling, improving, and adapting it more deeply to the needs of each team and company.

🤖 AI in HR – but only where it truly helps
One more area I’m especially excited about is how we’re integrating AI into recruiting and HR operations. Not for show. Not because it’s trendy. But because it can genuinely improve the way we work.

Over the past year, we tested real tools, kept what proved useful, and dropped what didn’t. This hands-on approach is already positioning the team ahead of many market players. And that practical mindset is exactly what I want us to keep building in 2026.

As we move further into 2026, the focus remains clear:
scale what works, deepen expertise, and continue integrating AI where it creates real value.

Because in today’s market, reliability is not boring.
It’s a competitive advantage.

24/12/2024

Dear Partners and Friends,

During these festive days, we wish you endless inspiration, energy and strength to bring new ideas and achievements to life.

May the New Year bring you joy, unforgettable moments, and harmony in every moment of your life.

May peace, warmth, and prosperity always reign in your homes, and may our shared accomplishments serve as a source of pride and inspiration for future generations.

Together, let us strive for new achievements, stability, and prosperity.

We sincerely thank you for your trust, support, and effective collaboration.

With warmest wishes,
The Unitask Group Team

05/11/2024

We recently had a fascinating conversation with Kateryna Koshkina about the vital role HR plays in driving team success. Together, we explored key trends and challenges and outlined the HR development priorities for Unitask Group Europe in 2024 and 2025.

Here are the top takeaways:

1️⃣ HR Transformation is Necessary: Our current HR practices no longer fully meet the needs of our growing team. While the approach worked well a few years ago, it’s time to evolve.

2️⃣ The HR Workload is Overwhelming: A single HR manager can’t handle the needs of a 200-person team, leading to delayed processes and emerging issues.

3️⃣ Crisis as Opportunity: HR challenges are a chance to improve and refine our processes.

4️⃣ HR Impacts Everyone: The whole organization feels it when HR struggles.

5️⃣ Customized Support: It’s essential to assess the specific needs of each department before reshaping HR strategy.

6️⃣ Outsourcing Focus: For outsourcing companies, HR must be visible to the client, making the “Your long arm HR” concept an effective approach.

7️⃣ Concept Clarity: We must define where the “Hiring, firing, and critical incident” model applies and where full-cycle HR support is needed.

8️⃣ 7-Touch HR Model: This strategy helps reveal the company’s vision and motivate employees effectively.

9️⃣ Zero HR Concept: It only works if managers are mature and skilled enough to take on more “people” processes on them.

The future of HR is evolving, and we’re excited to implement these insights at Unitask Group Europe. Stay tuned for more updates!

Peax software

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Monday	10:00 - 19:00
Tuesday	10:00 - 19:00
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Thursday	10:00 - 19:00
Friday	10:00 - 18:00