Vitaly Solten

Scaling is a double-edged sword. Most companies don’t fail for lack of effort; they fail because they attempt to scale a structural flaw. At BOARD, I install the Managed Operational Layer for high-growth founders. We bridge the gap between leadership intent and day-to-day execution by eliminating Operational Debt - the hidden friction that bankrupts executive focus and erodes margins. Using a structured Forensic Operational Protocol, I identify systemic leaks in business logic and replace manual "firefighting" with a software-defined enterprise architecture built for 5x–10x growth. My approach is rooted in 30 years of building resilient infrastructure, where failure was not an abstract concept. Core Focus: Forensic Audits: Identifying structural failure points and logic leaks in the Lead-to-Cash flow. Signal Integrity: Replacing subjective reporting and manual updates with objective, data-driven visibility. Infrastructure Installation: Designing autonomous operational layers that decouple business growth from founder burnout. Risk Mitigation: Pressure-testing operational assumptions before they become costly structural liabilities. We engineer the structural integrity required to scale - https://board.tech/intake/

*After Itcom, my work shifted toward independent advisory and entrepreneurial activity, later consolidated into Solten Consulting. Work independently with founders and investors on high-stakes decisions where the cost of being wrong is structural, not cosmetic — scaling, capital, leadership, and strategic direction. Engagements focus on pressure-testing core assumptions, surfacing hidden misalignment between narrative, numbers, and operating reality, and clarifying what actually matters before irreversible commitments are made. This is not ongoing consulting or coaching. The work is short, focused, and decision-driven — designed to reduce risk at moments when internal perspective is constrained and momentum makes honest questioning difficult.

Served as a strategic advisor to founders, small and mid-sized businesses, and individual investors navigating growth, capital decisions, and operational scaling in the U.S. market. Focused on strategy formulation, capital planning, and operational alignment — particularly for teams entering the U.S. market or managing cross-border structures between the U.S. and Europe. The work emphasized decision clarity under uncertainty rather than execution outsourcing. This role marked a shift from building infrastructure directly to advising decision-makers on how to allocate capital, structure operations, and avoid early misalignment as businesses scale.

Founded and scaled a regional ISP and last-mile network from zero in a high-volatility environment. This was my first masterclass in building infrastructure that survives external shocks. I designed end-to-end operational systems where technical reliability had to exist despite immature regulation and limited capital access. This experience shaped the 'Infrastructure First' principle I use at BOARD today.

Co-founded and operated an integrated security systems firm, managing distributed teams and mission-critical installations. The core challenge was aligning field-service workflows with enterprise-level accountability. This role established my foundation in building real-world operational systems where failures have immediate, non-abstract consequences.

Advised municipal leaders across the Azov–Black Sea region on rapid deployment of communication and utility networks using wireless technologies, at a time when traditional infrastructure build-out was slow, expensive, or impractical. Presented system-level approaches to designing, staging, and governing municipal networks — covering technical feasibility, rollout sequencing, cost structures, and operational impact on public services. This work focused on translating emerging wireless technologies into actionable infrastructure strategies for cities operating under budget, time, and legacy-system constraints.

Advised an early IP telephony company during the formation of the IP voice market, at a time when internet-based telephony had no established standards, pricing models, or operating playbooks. Contributed to system architecture, service design, pricing strategy, and the setup of core operating and support processes required to deliver reliable voice services over emerging IP networks. This work focused on translating a new technology into a viable service business — aligning infrastructure, economics, and customer experience in an environment where both the market and customer expectations were still being formed.

My first experience operating under extreme constraints—designing and manufacturing radio hardware in a post-Soviet market with no existing supply chains. It established a lifelong focus on system design, manufacturing execution, and solving structural problems when resources are scarce. I learned here that growth without a solid architectural foundation is impossible.