The Most Prominent Leaders of 2025
VITALII BOIKO
Cracking the Code of Real-Time Enterprise
Founder and CEO I Pixela Labs
EDITOR’S LETTER
The World is the Interface. Step In
earReaders,
Foryears,we’vetalkedaboutARandVRintermsof‘potential.’We’veimaginedafuture ofdigitaloverlaysandvirtualworlds.Buttheconversationischanging.Thefuturewe spokeofisarrivingnow,notasasingletidalwave,butthroughthefocused,brilliantwork ofpioneerswhoarebuildingthebedrockoftheimmersiveage.Theseleadersunderstandthatthe technologyisn’ttheendgame;it’sanewmedium,anewlanguageforinteractingwithinformation. Theyarethearchitectsofthisnewreality,anditistheirworkwecelebrateinourspecialissue, “AR/VRVisionaries:TheFiveMostProminentLeaders,2025.”
Ourcoverstory,VitaliiBoiko,CEOofPixelaLabs,isaperfectexampleofaleaderwhosawthe practicalpathforwardlongbeforethehypecyclebegan.Manyofusintheindustryhaverootsin gaming,butVitaliididsomethingfewothersdid:helookedatthepowerofreal-timegraphicsandsaw itspotentialnotforfantasy,butforindustry.Backin2012,whentheenterpriseworldwasstilldebating thecloud,hewasbuildingthetoolstobringphotorealisticdigitaltwinstofactoryfloorsand boardrooms.Heunderstoodthatthetruepowerofthistechnologywasn’tjustincreatingnewworlds, butingivingusaninfinitelyclearer,moreinteractiveviewofourown.PixelaLabswasn’tbuiltto chaseatrend;itwasbuiltonafundamentaltruthaboutthefutureofdata.
Thiseditionalsomapsoutthebroaderlandscapeofimmersiveinnovation,recognizingotherkey figureswhoarelayingcriticalgroundwork.WehighlighttheworkofEdwardSalvatierraatMorvion, whoiscraftingpowerfulnewuserexperiences;NolieMacDonald,whosecompanyVRenityis pioneeringvirtualrealityformentalwellness;PaulNashawaty,ananalystattheCUBEResearchwho providesessentialclarityonthemarket'strajectory;andRobertoCarpinteyroofPolarMultimedia, whoiscreatingthecompellingcontentthatwillbringthesenewplatformstolife.
Theleadersinthesepagesaredoingmorethanbuildinghardwareorsoftware.Theyarecraftingthe nextevolutionoftheuserinterface,movingusbeyondtheflatscreenandintoaworldoftruespatial computing.Thefutureisn’tsomethingwewilllookat;it’saspacewewillstepinto.
PaNKAJ GHOLAP Managing Editor
10 VITALIIBOIKO
VITALII BOIKO
Cracking the Code of Real-Time Enterprise
Businesses that are open to integrating these technologies into their workflows will not only stay competitive but will also unlock new avenues for innovation.
Cover Story
Founder and CEO I Pixela Labs
Thepopularimageofatechvisionaryofteninvolvesa garage,abreakthroughidea,andatrajectoryaimed squarelyatthefuture.VitaliiBoiko,founderand CEOofPixelaLabs,fitspartofthatpicture,buthisstory includeslessobvioustraininggrounds:theintricatelogicof earlycomputergames,thebare-metaldemandsofreal-time graphicswhenfewunderstoodthem,andthenecessityof spottingopportunitiesotherssimplydidnotseeinthesprawling, complexworldofenterprisebusiness.
Today,inanindustrybuzzingwithtalkofAR/VRand immersiverealities,Vitaliistandsasoneofthemostprominent leadersbecauseheunderstood,yearsago,thatthedazzling graphicsofentertainmentheldimmense,untappedpowerfor industriesthatthoughtinblueprintsandsupplychains.Hebuilta companynotjustontechnicalprowess,butontranslatingthe seeminglyimpossibleintopractical,profitabletools.
Thisisthestoryofhowayoungprogrammer’scuriositybecame adrivingforceinshapinghowindustriesvisualizetheirworlds, structuredintothekeychaptersofhisjourney
TheSelf-TaughtFoundationsofaNewWorld
Thejourneybegannotwithagrandplanforenterprisesoftware, butwiththesimple,compellinglogicofcode. “My interest in technology began at an early age,” Vitaliirecounted. “I first started programming when I was around 12 years old, which set the foundation for my passion in the field.” By14,hiscuriosity ledhimtocomputergraphicsthroughMacromediaFlash,atool thenassociatedmorewithwebanimationsthanindustrial simulation.Hewasexperimenting,playingwithcomputer games,andwasnaturallydrawntothevisualsideoftechnology.
By17,thisfascinationearnedhimaspotatasmallgame developmentstudio.Thiswasacrucialturningpoint.Here,he beganfocusingonreal-timerenderingandgameengines–technologiesthatwere,atthetime,farfrommainstream.Virtual realityexistedmostlyinsciencefiction.Educationalresources werescarce.ThislandscapedictatedVitalii’spath: “I took the path of self-education, learning from various online sources, tutorials, and hands-on experience to gain the knowledge I needed.”
Inparallelwithhisself-education,Vitaliicompletedformal studies,graduatingfromKyivCollegeofRadioelectronicsand laterfromtheNationalAviationUniversitywithadegreein SoftwareEngineering.Whilehisacademicpathprovidedasolid technicalbase,hisself-educationfocusedmoreonexploring innovationsandpushingtheboundariesofwhattechnology coulddo.
Thisnecessitybecameastrength.Itbreda deep,intuitiveunderstandingofthetechnology thatformalprogramscouldnotyetprovide.It waslikelearningphysicsbybuildingyourown carengine,ratherthanjustreadingthemanual. Thisself-drivenprocessestablishedthesolid foundationincomputergraphicstechnologies thatsupportsVitalii'scareertoday.
TheEnterpriseOpportunityNoOneSaw (Yet)
Whiletheentertainmentworldwaspushingthe boundariesofwhatcomputerscoulddrawin realtime,Vitaliibegantoseeadifferent applicationforthesepowerfulgraphicsengines. “Back in the early 2010s,” heobserved, “I noticed that many enterprises weren’t utilizing real-time visualization or simulation technologies, and that was a gap we saw as an opportunity.” Industriesthatbuiltships, designedplanes,ormanagedenergy infrastructurewerestilllargelyreliantonstatic imagesortraditional2Drepresentations.They wereleavingimmensepotentialonthetable.
In2012,Vitaliiandasmallgroupdecidedtoact onthisinsight.Theirboldidea:Tobring highlyphotorealisticgraphicsintothe enterpriseworld,whichwasstillinitsearly stages. “Along with a small group of likeminded organizations, we were among the first to introduce 3D graphics into the enterprise sector,” hestated.Thiswasnotaminor technicaltweak;itwasfundamentallychanging howbusinessescouldseeandinteractwiththeir owncomplexdataandsystems.Thisledtothe creationofPixelaLabs,foundedasaservice companyspecificallyfocusedondelivering real-timegraphicsandindustrialdigital twins.
Theirgoalwasstraightforward:Tomake cutting-edgereal-timevisualizationand simulationtoolsaccessibletoindustries previouslylimitedtotraditionalmethods. Thisvisionfueledthecompany’sgrowth, transformingitintoaservice-basedfirmthat helpsbusinessesleveragethepowerofrealtimegraphicsforbetterdecision-makingand moreefficientoperations.
BuildingtheEngineofImmersiveVisuals:nDisplay
PixelaLabs’ambitionrequiredbuildingfoundational technology.Oneoftheirkeydevelopmentsbecameknownas nDisplay.Vitaliidescribesitas “a groundbreaking technology that enables large-scale, synchronized, real-time visual experiences across multiple screens or projectors.” Inaworld demandingincreasinglycomplexandimmersivevisuals–from massiveindustrialcontrolroomstothesetsofblockbuster movies–nDisplayprovidedacrucialpieceofthepuzzle.It offeredsolutionsthat,justafewyearsprior,werepractically unimaginableoutsideofhigh-budgetsimulations.
TheimpactofnDisplayrippledquickly,especiallyinthenascent fieldofvirtualproduction.“Invirtualproduction,nDisplay playsapivotalrolebyallowingexpansive,photorealistic scenestobedisplayedacrossvariousdisplaysetups,suchas LEDwallsorprojectiondomes,”Vitaliiexplained.
It’ssignificanceisperhapsbestillustratedbyit’s useinpioneeringprojects. “This technology was crucial for productions like The Mandalorian, where real-time environments were projected incamera, eliminating the need for traditional green screens and providing a more immersive experience for actors and crew,” hehighlighted.
nDisplayachievedthisbyintelligently distributingrenderingtasksacrossmultiple machines,ensuringsynchronizationacrossall displayswithhighframeratesandminimal latency–technicalrequirementsessentialfor makingthevirtualworldfeelseamlessandreal. Thesystemwasbuilttobescalable,capableof handlingeverythingfromsmallersetupsto large,multi-screenconfigurationstailoredto productionneeds.
Steering a company through these turbulent times requires bold decisions—sometimes even creative ones.
However,nDisplaywasnotconfinedtoHollywood.In industrialsimulations,itbecameinvaluablefor visualizingcomplexsystemslikemanufacturingworkflows orinfrastructuredesigns.Byrenderingdetailed3D modelsacrosssynchronizeddisplays,itallowedforrealtimeinteractionandanalysis.Thiscapabilitytransformed training,designvalidation,andoperationalplanning, offeringteamsacomprehensive,realisticviewthatwentfar beyondstaticimagesor2Drepresentations.
“Overall, nDisplay has revolutionized how industries approach visual storytelling and complex simulations. As technology continues to evolve, I believe nDisplay will remain a key player in shaping the future of virtual production and real-time visualization,” notesVitalii.
TheAdvantageofBeingtheArchitect
IntroducingtechnologylikenDisplay,whilerevolutionary, presentssignificantchallengesforthecompaniesadopting it.Thesheerscaleandcomplexityofthesesystemscanbe daunting.Studiosneedtounderstandhowtointegrateit intoexistingworkflows,howtodistributerenderingtasks acrossmultiplemachineseffectively,andhowtoensure seamlesssynchronizationacrossdiversedisplays.
ThisiswherePixelaLabsholdsauniqueadvantage.They didnotjustusenDisplay;they created it. “At Pixela Labs, we have a unique advantage in this space because we are the founders and developers of nDisplay,” Vitaliistated.
“This gives us an unparalleled depth of knowledge and expertise on how the system works and how to optimize it for different use cases.”
Thisinsiderknowledgeallowsthemtoprovide experttechnicalconsulting,guidingstudiosto leveragethetechnologyfullyandavoid commonmistakes.Asthecreators,theyofferan authoritativeperspectivethatensuresclients maximizeperformanceandefficiency
Beyondjustthecoretechnology,PixelaLabs supportsadoptionwitharangeofVirtualArt Department(VAD)andcontentdevelopment services Theseserviceshelpstudioscreateand implementhigh-qualityvisualsoptimizedfor nDisplay’scapabilities,includingtailoring contentforreal-timeenvironments,optimizing assetsforlarge-scalevisualizations,andoffering customdevelopment.Theyalsoprovideongoing support,helpingstudiosadaptasthetechnology evolves.
“Our goal is not just to provide a one-time solution, but to ensure that studios have the tools and expertise they need to continuously innovate and enhance their workflows,” Vitaliiclarified.
SteeringthroughtheStorms
Leadingacompanyattheforefrontofrapidly evolvingtechnologydemandsadifficultbalance. Vitalii’srolerequiresbothstrategicvisionand deeptechnicalinvolvement. “On the strategic side, I’m responsible for setting the vision, driving the company’s growth, and ensuring that we remain aligned with industry trends,” he explained. Simultaneously,heremains “deeply involved in technical decisions—whether it’s overseeing complex integrations, advising on solutions for clients, or ensuring that our team is always at the forefront of technological advancements.” ThisbalanceensuresPixelaLabs staysbothinnovativeandgroundedinpractical clientneeds.
Hetakesprideintheteam’scollectiveeffort, highlightingprojectslikeTheMandalorianand Megalopolisnotjustascompanymilestonesbut asachievementsfortheindustrymadepossibleby theteam’sdedication.Adefiningmomentearly onwastakingtheengineeringroleatagame developmentcompanyatayoungage,which providedcrucialhands-onexperience.Founding PixelaLabswasanothermajormilestone.
Cover Story
Cover Story
Perhapsthemostrewardingmomentwastheacquisition ofnDisplaybyEpicGames,seeinghisteam’screation becomeacorepartofaleadingindustrysuiteoftools. Thismotivateshimtofocusonnewchallengesandpush boundaries.
Theteamitselfisacriticalasset. “Each of our leadership team members and technical leads bring 15-20 years of experience in the industry,” Vitaliinoted,allowingthem tobuildexceptionallystrongteams.Manyhaveworked togetherfor7-10years,fosteringcohesion,trust,and streamlinedworkflows.Theirexpertiseisdeeply specializedinUnrealEngine,encompassingboth programmingandtechnicalartistry,givingthemaunique dualperspective.Thisbroadskillsetandcross-industry experience–fromindustrialsectorstoentertainmentand Location-BasedEntertainment(LBE)–provides flexibility.Vitaliiemphasizedtheircultureofcontinuous learningandtheversatilityoftheirtechnicalartistswho canseamlesslyswitchbetweenprojectslikeindustrial simulationsandvirtualproduction.
Navigatingthejourneyhasnotbeeneasy Vitaliipointsto thechallengeofturningexcitinginnovationsintoviable, scalablebusinesssolutions.Thisrequireddiscipline, technicalexpertise,andstrategicthinking–understandingboththetechnicalandcommercialaspects. Anevenlargerchallengehasbeensteeringthecompany throughaworldmarkedby“constantcrisis,”whether economicdownturnsorunexpectedglobalevents.
“Steering a company through these turbulent times requires bold decisions—sometimes even creative ones,” Vitaliistated.Theyhavehadtoadaptquickly,think outsidethebox,diversifyofferings,andpivotfocusto stayrelevantandresilient.Theseexperiencestaughthim thattacklingchallengesrequiresexpertise,couragefor calculatedrisks,andcreativitytofindnewwaysforward.
TheEdgeofWhat’sPossible:AIandaGlobal Mindset
Lookingahead,Vitaliiseesthenextmajorwave approaching:AI. “As AI continues to evolve, we’re shifting our focus to integrate these advanced capabilities into our 3D solutions,’ heshared.HeseesAIenhancing real-timerendering,automation,andpersonalizationin virtualenvironments.Itisanaturalextensionoftheir work,aimedatmakingsolutionsmoreinnovativeand efficient,improvingcontentgeneration,streamlining workflows,andcreatingmoredynamicenvironments.
Geographically,PixelaLabshasalwaysservedaglobal clientbase,fromSingaporetoNorthAmerica.Vitalii believesthatintoday’sworld,thefocusislesson physicallocationandmoreonpartneringwithcompanies committedtoadoptingcutting-edgesolutions.Theyaim todeliverforward-thinkingtechnologytoclientswho wanttostayaheadofthecurve,wherevertheyare. “As the demand for advanced AR/VR and real-time graphics grows, we will continue to expand our footprint,” he said.Thefuture,forPixelaLabs,isaboutpushing boundariesthroughinnovation,notbeinglimitedby geography
RechargeandtheUnseenOpportunities
Maintainingenergyinthishigh-pressureenvironment requiresdeliberateaction.ForVitalii,itmeans integratingpassionsintohisroutine. “The key to maintaining a healthy work-life balance for me is doing what I love and finding joy in the things I’m passionate about,” heexplained.Heprioritizesactivitiesthatrefresh himandhelphimdisconnect.Activesportslikecycling andsnowboardingprovidephysicalactivityandawayto clearhismind.Readingsciencefictionandphilosophy engageshisimaginationanddeepenshisthinking,while gamingoffersawaytounwindandstayconnectedtoan industryclosetohiswork.Balance,forhim,isabout integratingthesesourcesofenergyandjoy
Forbusinesseswatchingtherapidevolutionofrealistic 3Dsimulationsandvirtualproduction,Vitaliihasaclear message.Henotesthattheadoptioncyclesofdisruptive technologiestendtobeslow,meaning“many individualsandcompaniesstillhavetheopportunity toshifttheirexpertisetowardnewparadigms.”His adviceisdirect:“Don’twastetimeandstartlooking towardnewtechnologies.”Hebelievesitiscrucialto embrace,notfear,theseinnovationsthataretransforming industries.Businesseswillingtointegratethese technologieswillnotonlyremaincompetitivebutalso unlocknewavenuesforgrowth,efficiency,and creativity.
“Therearetremendousopportunitiesforbusinesses thatarewillingtoevolveandinvestintheseemerging tools,”hestated.Thefutureofthesetechnologiesis incrediblyexciting,andthosewhoactnow,learningand integratingthemeffectively,willbetheonesleadingthe chargeandshapingtheirindustries.VitaliiBoiko,who startedbylearningtobuildworldsincode,continuesto buildthetoolsthatallowtherestofustoseethefuture.
AR/VR Visionaries
The Five Most Prominent Leaders, 2025
Edward Salvatierra
Nolie MacDonald
Paul Nashawaty
Roberto Carpinteyro
Vitalii Boiko
EDWARD SALVATIERRA
EdwardSalvatierra
doesnotlookata spreadsheetfirst.Helooksataface.Itmightbe aphotographhetookyearsago,astranger caughtinamomentofunguardedthought,orastillfroma film,whereanactor’seyesconveyawholestory.Thisis hisanchor.Inaworldofalgorithms,datapoints,and automatedcampaigns,Salvatierrabeginswiththehuman element.AsthefounderandCEOofMorvion,he operatesinthecomplex,sometimescontradictoryspace betweentechnologyandstorytelling.Hisworkrequires himtobebothapoetandanengineer
Hisprimarychallengeisnotoneofcodeorcapital,butof translation.Howdoyouteachamachinetounderstand heartbreak?Howdoyouuseartificialintelligencenotto replacehumancreativity,buttoamplifyit?Salvatierra leadshisteamthroughthisdigitalfrontier,buildinga companythatusesAI,augmentedreality,andvirtual realitytocraftbrandnarratives.Yet,hiscoreresponsibility istoensurethatbehindeverybrilliantpieceoftech,a humanpulseremains.Heisinthebusinessofconnection, andhisjourneytothispointtaughthimthattrue connectionisforgednotinperfection,butinstruggle, failure,andtherelentlesspursuitofastorywelltold.
TheFirstFrame
ThepathtoMorvionbeganin2015withacamera.Before hewasaCEO,Salvatierrawasaphotographer,learning theworldthroughalens.Hedevelopedaneyefor composition,light,and,mostimportantly,thedecisive momentwhenanimagetellsastory
Thisfascinationwithvisualsnaturallyledhimintothe worldofadvertising,wherehelearnedtoshiftfromsimply capturingmomentstocraftingmessages.Hesawhowa compellingnarrativecouldmoveanaudienceanddrive action.
Togroundhiscreativeinstinctswithtechnicaldiscipline,he pursuedaformaleducationinaudio-visualproductionin 2017.Thisexperiencewascritical.Ittaughthimthe architectureofstorytelling—howsound,editing,and visualsworktogethertobuildacohesiveandimpactful narrative.Helearnedthepracticalskillsneededtobring complexideastolife,balancingartisticambitionwiththe realitiesofproduction.Thisdualunderstandingofartand executionwouldbecomethefoundationofhisleadership style.Heunderstoodwhatittooktodreamupanideaand whatittooktoactuallybuildit.
LessonsinAlchemy
In2018,Salvatierratookhisfirstentrepreneurialstep. HefoundedAlchemyMedia,anaudiovisualandadvertising company Theventurewasanintense,hands-oneducation inleadershipandinnovation.Fortwoyears,hedovedeep intotheworldofdigitalmarketing,learningfirsthandthe pressuresofrunningabusiness,managingateam,and deliveringforclients.Thecompanywasacrucible,testing hisresolveandforcinghimtoadaptconstantly.
Ultimately,AlchemyMediacloseditsdoorsin2019.By manymeasures,itwasafailure.ButforSalvatierra,the experiencewasinvaluable.Ittaughthimresilience.
Helearnedthatfailureisnotanendpointbutadatapoint—a sourceofcrucialinformationforthenextattempt.The ventureinstilledinhimahabitofexperimentationanda willingnesstopivot.Thelessonsfromthischapterwerenot aboutwhatwentwrong,butabouthowtobuildbetterthe nexttime.Thisfirsthandknowledgeofstruggleand perseverancewouldlatershapetheentirecultureofhisnext company.
ANewBlueprint
Aftertheintensityofhisfirstventure,Salvatierraspenttime refininghisvision.Heremaineddriventofindanewwayto tellstoriesinthedigitalspace.In2022,helaunchedhis secondcompany,whichhecalledEmotiveFrames.The missionwasclear:toblendadvancedtechnologywith emotionalstorytellingtocreateexperiencesthattruly connectwithpeople.Hebuiltateamwithastrong foundationindigitalmarketingandcreativestrategy,ready toexplorethepotentialoftoolslikeAIandmixedreality
Asignificantmomentofvalidationarrivedwhenthe companyreceivedanawardinDubaiforitsleadershipin techcollaboration.Thisrecognitionaffirmedthattheir approachwasnotjustinnovativebutalsoimpactfulona globalstage.Shortlyafter,Salvatierradecidedtorebrandthe company.Hewantedanamethatbettercapturedthecore mission.“EmotiveFrames”becameMorvion,aname chosentoreflectthecompany'sgoalofcreatingworkthat movesglobalaudienceswhilerespectinglocalcultures.The newnamemarkedanewchapter,onebuiltonaclearer, moreambitiousstrategicvision.
TheHumanAlgorithm
OneofthegreatestchallengesSalvatierrafacesasaleaderis managingthedelicatebalancebetweendata-drivenprecision andhumancreativity.Herecognizedearlyonthepowerof AItotransformmarketing.Inthefirstquarterof2023, MorvionfullyembracedAI-poweredstrategies,usingdatato tailorexperiencesandautomatecampaigns.However,a pivotalearlyprojectrevealedthelimitsoftechnologyalone.
TheteamdevelopedacampaignthatusedAItogenerate versatile,personalizedcontent.Thedata-driveninsights wereimpressive,andthecampaignadjustmentshappenedin real-time.TheAItoolsperformedtheirfunctionperfectly. Butthemessagingfeltcoldandtechnical.Itlackedthe emotionaldepthneededtoconnectwiththeaudience.The precisionofthemachinehadovershadowedthesoulofthe story
Acknowledgingthisgap,Salvatierradirectedhisteam tochangetheirapproach.TheybegantouseAIasa collaborator,notareplacement.TheyinfusedtheAIgeneratedcontentwithhumanemotion,relatable anecdotes,andauthenticstorytelling.Theresultswere immediate.Morvionsawasignificantincreasein audienceengagement.Peoplespentmoretimewiththe contentandformedastronger,moregenuineconnection withthebrand.Thisprojectbecameaguidingprinciple forthecompany:technologyshouldservethestory,not theotherwayaround.
TheCollaborativeEngine
ThecultureatMorvionisadirectreflectionof Salvatierra’sjourney.Hebelievesthatcreativitythrives inanenvironmentofcollaborationandexperimentation. Heactivelyworkstobreakdownsilos,creating opportunitiesforpeoplefromdifferentfieldstowork together AtMorvion,itiscommontoseedatascientists brainstormingwithartistsormarketersteamingupwith technologyspecialists.Thiscross-pollinationofideas sparkscreativityandallowstheteamtoapproach challengesfromnewandunexpectedangles.
Regularbrainstormingsessionsareacornerstoneofthe company’sprocess.Salvatierrafostersaninclusive atmospherewhereeveryteammemberfeelsempowered tosharetheirthoughts,nomatterhowunconventional. Heunderstandsthatthebestideasoftencomefrom unexpectedplaces.Thisapproachalsoextendsto failure.Heviewsmisstepsnotassetbacks,butas valuablelearningopportunitiesthatprovideinsightsfor thefuture.
Thisbeliefwastestedduringadigitalstorytelling projectthatheavilyfeaturedintricateAI-driven narratives.Thetechnologywasadvanced,butuser feedbackwasclear:theexperiencewasoverwhelming. Theaudiencefounditdifficulttoconnectemotionally withthestorybecausethetechnologywastoointrusive. Salvatierraandhisteamlistened.Theywentbackand simplifiedtheinterface,pullingbacktheAItoletthe narrativebreathe.Theexperiencetaughtthemacrucial lessonaboutbalancinginnovationwithuserneeds.It reinforcedtheideathatthemostpowerfultechnologyis oftentheoneyoudon'tnotice,theonethatseamlessly enhancesthehumanexperience.Bycultivatingaculture thatcelebratescollaborationandembracesfeedback, SalvatierraensuresthatMorvionremainsagile, innovative,andfocusedonitscollectivegoal.
Why VR Is Replacing Old-School Learning
Youdon’ttrainemployees. Youeitherpreparethemtoexecute—or youwasteeveryone'stime.
That'sthecoldtruthmostHRteamsignorewhile burningbudgetonslidedecks,YouTubeplaylists,and motivationallectures.Theresult?Aworkforcethat zonesout,forgets90%bynextweek,andfreezeswhen itcounts.
Youwouldn’tthrowasurgeonintoanORafter watchingavideo.
Youwouldn’ttrustapilotwhopracticedwith flashcards.
Thenwhyareyoustilltrainingemployeesthesame wayitwasdonein1998?
Welcometo2025.VirtualRealityisn’tthefuture.It’s now—andit’seatingtraditionaltrainingalive.
TraditionalTrainingIsDying—QuietlyandIneffectively
Let'snotsugarcoatit.Theoldtrainingmodelisbroken.
· Employeesdon’trememberwhatyouteach.
· Trainersvaryindelivery.Qualityfluctuates.
· One-size-fits-alldoesn'tfitanyoneanymore.
· Someskillsarejusttooriskytoteachinreallife.
You’vefeltit.Employeessitthroughonboarding,nodalong, andforgetitallbythenextshift.Trainersdeliverthesame stalematerialacrossgeographies.Andyourtoptalent?They disengagefast.
Buthere’sthekicker:VRfixestheseproblems—without drama,withoutdelay,andatscale.
What’sReallyChangingin2025?
Inshort:leadersstoppedwaitingforVRto“mature”and startedusingittosolverealpainpoints
75%ofFortune500salreadyuseVRinsomeformfor training.
VRlearnersfinishtrainingupto4xfasterthantraditional learners.
Theyretainupto75%more. They’re275%moreconfidentwhenapplyingwhatthey've learned.
That’snotmarketinghype.That’soperationalleverage.Let's breakitdown.
TheNewTrainingPlaybook:WhyVRWins
1.YouTrainLikeIt’sReal—BecauseItIs
VRdropsyouremployeeintothefire—withoutgetting burned.
Anewwarehouseoperatorlearnstohandleforkliftsinfull3D space.
Astoremanagerhandlesafuriouscustomerwithlivevoice interaction.
Ade-icingcrewdrillsairportprotocolsinafull-blownwinter storm—withoutneedingajetengine.
Thatlevelofrealismforcesthebraintoencodelearning through doing,notwatching.
Youwantretention?Youwantmusclememory?
Givethempressure.Givethemcontext.VRdeliversboth.
2.DifferentPeople.OnePlatform.AllCovered.
Oldtrainingtriestospeaktoeveryoneandendsup speakingtonoone.
VRadaptsbydefault:
· Visuallearnersget3Dsimulations.
· Auditorylearnersgetreal-timeguidance.
· Kinestheticlearnersengagethroughmotionand repetition.
· Textlearnerscanreadinstructionsandtriggernoteson demand.
Youdon’thavetochooseaformat.VR is theformat.It foldsmultiplelearningstylesintoonecontrolled environment.
3.YouEliminateRiskWithoutLosingtheEdge
Somemistakesinreallifecostlives,lawsuits,or millions.
WithVR,yousimulatethefirewithoutstartingone. Traineeshandledangeroustools,volatilescenarios,or sensitiveconversationswithzerophysicalrisk
Makeamistake?Good.Theylearn.Tryagain.Getbetter It'sthesafestformofhigh-stakesexperienceyou'llever buy.
4.YouSaveRealMoney(NotJustonPaper)
ForgettheoreticalROI.Let'stalknumbers.
Sure,you’llspendupfrontonheadsetsandsoftware.But afterthat?
· Notravelcosts.
· Novenuerentals.
· Noprintingbinders.
· Nohiringexternaltrainersfivetimesayear
AndsinceVRaccelerateslearning,yourteamspendsless timetrainingandmoretimeworking.
CompaniesusingVRconsistentlyreportfewertraining hours,fewerincidents,andfasterramp-ups
5.ConsistencyatGlobalScale
Intraditionaltraining,thetrainer’smoodaffectsresults. InVR?Themoduledoesn’tcare.Itdeliversthesame high-standardexperiencetoeveryemployee,every time,inanycountry
That’showWalmarttrained1millionemployees. That’showDeltastandardizeswinteropsatevery airport.
That’showmedschoolsteachsurgeryacrosscontinents.
VRbringsprecisionandpredictabilitytoyourmost humanprocesses.
6.You
Get
Data,NotJustAttendance
Trackingwho showed up isnottraining.Trackingwho improvedis.
VRplatformslogeverymovement,decision,and hesitation.
Youseehowlongtheytooktoreact.Whatmistakes theymade.Howmanyattemptstheyneeded.
That’snottraining.That’sinsight. Anditfuelsrealimprovement.
Who’sAlreadyDoingThis—andWinning?
Healthcare
SurgeonsuseVRtoprepforcomplexprocedures. Nursespracticeempathyanddiagnosticreasoningin virtualpatientrooms.
CompanieslikeVirtiandOssoVRletmedicalteams trainwithoutneedingcadavers,labs,ortravel.
Retail
WalmartusesVRforsoft-skills,de-escalation,and leadershipdevelopment.
Newhiresnowhitthefloorfaster—andstaylonger.
Aviation
Deltatrainsde-icingcrewsincold-weatheremergency simulationsusingVR.
LoftDynamicshelpspilotstrainonexactaircraft models—zerofuel,zeroflightrisk.
Manufacturing&Engineering
Techniciansrehearsemachinecalibrationandfailure protocolsinfullyimmersiveplantsimulations.
EmergencyServices
Firefightersdrillrescues.Lawenforcementofficerspracticesplitseconddecisions.
Paramedicssimulatetraumacasesbeforeevertouchingapatient.
Corporate
Leaderslearntogivehardfeedback.
HRstaffnavigatediversityandinclusionscenarios. Teamsrunvirtualteam-buildingsimulationsthatdon'tsuck.
CompanieslikePraxisLabsbuildexperiencesthatunlock emotionalintelligence,notjustcomplianceboxes.
ReadytoLaunch?StartLikeThis
Step1:GetRuthlessAbouttheGoal
Don’tbuyVRbecauseit’scool.
BuyVRbecausethere’samission-criticalskillyourteamkeeps fumbling.
Pickaproblem:onboarding,safety,communication,machinery
Step2:StartSmall.ScaleHard.
Don’trollout1,000headsets.Startwith10.Testascenario. Gatherdata.Learnfast.
VRrewardsiteration.Notperfection.
Step3:ChoosetheRightPartner
Youcan:
· Buildcustomcontent(slower,buttailor-made)
· Useauthoringplatforms(ifyou'vegotastrongL&Dteam)
· Buyoff-the-shelfcontent(fastest,lowercost,lessflexibility)
UsedirectorieslikeArborXRtofindlegitdevelopers.Avoid anyonewhosays,“Wecanbuild anything.”Youwant specialists.
Step4:MeasureWhatMatters
Lookat:
· Time-to-competency
· Reductioninincidentsorrework
· Employeeretentionaftertraining
· Confidenceratingspre/postsession
Showleadershipadashboardthatspeaksmoney,safety,and speed.
What’sNext:TheVRTrainingFrontier
2025isjustthestart.
Soon,VRtrainingwilluseAItopersonalize modulesinreal-time.
Hapticgloveswillsimulatetexturesandresistance. ARoverlayswillmixphysicalandvirtualtraining, blendingrealtoolswithvirtualprompts.
Theorgsinvestingtodaywillowntheexperience, data,andmomentumtomorrow
FinalThought:Don’tTrainforToday—Train forImpact
Youdon’tneedanothertrainingvendor.Youneed results.
Youremployeesdeservemorethanvideosand binders.
Yourorganizationdeservesbetterthanoutdated protocols.
Yourcustomers,yourpatients,yourend-users—all benefitwhenyourteamtrainslikeit matters.
Andin2025,thatmeanstraininginVR. Becauseifyou’restilltrainingin2D,you’re preparingpeopleforaworldthatnolongerexists.
Nolie MacDonald
The
Architect of Digital Sanctuaries
NolieMacDonald
holdsavirtualrealityheadset inherhands,turningitovernotlikeapieceof hardware,butlikeakey.Inthequietofher office,thedeviceisinert,acompositeofplasticandglass. Yet,toMacDonald,itrepresentsadoorway.Shesees beyondtheobjecttothedigitalworldsitunlocks—worlds shebuildstomendminds.AsthefounderandChief ExecutiveOfficerofVRenity,shestandsataunique intersectionoftrauma,technology,andhealing.Herworkis notaboutcreatingescapesfromreality,butaboutcrafting newrealitiestobetterunderstandourown.
MacDonald’sjourneytothispointwasnotastraightline.It wasapathforgedthroughpersonaladversity,acareerpivot fromlawenforcementtothecorporatetechworld,anda profoundrealizationaboutthenatureofvulnerability.She nowleadsacompanythatbuildsimmersivetherapeutic experiences,amissionthatrequiredhertofirstnavigatethe fracturedlandscapesofherownpast.Thetoolsofhertrade arenowcode,AI,andvirtualspaces,butthefoundationof herworkremainsdeeplyhuman.Shedoesnotjustruna company;shearchitectssanctuariesforthemind.
AWound,AnIdea
ThestoryofVRenitybeginswithachildinahome fracturedbyaddiction.NolieMacDonald'searlyyearswere unstable,aseriesofcircumstancesnochildshouldface. StabilityarrivedwhentheMacDonaldfamilytookherin, providingthefoundationsheneeded.Yet,theechoesofher earlyliferemained.Yearslater,asanadult,sheconfronted thistrauma,aprocessthatwouldunexpectedlyplantthe seedforherlife’swork.
TheworldwasinthegripoftheCOVID-19pandemic whenMacDonaldfoundherselfinvirtualtherapy Separatedbyascreen,shediscoveredanewsenseofsafety.
Thedigitalspacecreatedauniqueformofintimacy,a bufferthatallowedhertobemoreopenandvulnerablethan shehadeverbeeninaface-to-facesession.Theexperience wasabreakthrough.Itwasmorethanjusthealing;itwasa revelation.Shesawthepotentialtoharnessthisdigital environment,tobuildsomethingmoreintentionaland immersivethatcouldhelpothersfindtheirownpathto healing.
ThissparkofanideabecameVRenity.MacDonald envisionedaplatformwherevirtualrealitywasnota gimmickbutacorecomponentoftherapy.Shesawaway tousetechnologytocreatecontrolled,sereneenvironments wherehealingcouldflourish.Thecompany’smission becameanextensionofherowntransformativeexperience: tomakementalhealthsupportmoreaccessibleand impactfulbyextendingthepoweroftherapyintothevirtual realm.
TheMachineryofHealing
VRenity’splatformrestsontwopillars:virtualrealityand artificialintelligence.Thecompanyengineersnature-based experiences,transportinguserstotranquildigitalsettings. Thesearenotsimplevideogameenvironments.Theyare multi-sensoryworlds,combiningcaptivatingvisualswith immersiveaudiotoevokeagenuinesenseofcalm.Within theseserenelandscapes,therapyunfolds.
Theplatformallowsformulti-playeravatars,enablinga therapistandapatienttomeetinasharedvirtualspace. Thisfeaturetranscendsthephysicallimitationsofa traditionalclinic.Itremovestheintimidationofaclinical settingandreplacesitwiththequietsolitudeofadigital forestorapeacefulvirtualshoreline.Thisfostersadifferent kindofconversation,onewheretheenvironmentitself encouragesopennessandemotionalexploration.
Beyondtheimmersivetherapysessions,VRenity integratesaseriesofAI-poweredlifecoachingmodules. Theseprogramsfocusonpersonalgrowth,targetingareas likeemotionalintelligence,self-empowerment,and attachmenttheory.Naturallanguageprocessing(NLP),a sophisticatedformofAI,analyzesuserinteractionsto detectearlysignsofburnout,acriticalissueinmodern workplaces.
ThesystemthentranslatestheseinsightsintotailoredVR experiences.Anemployeeshowingsignsofstressmightbe guidedthroughameditativeexerciseoraneducational moduleonwell-being.ThisproactiveapproachusesAInot toreplacehumanconnection,buttoaugmentit,providing toolsforrejuvenationandfocusafterintenseperiodsof work.MacDonaldguidesthisintegration,ensuringthe technologyservestheperson,nottheotherwayaround.
FromtheBeattotheBoardroom
MacDonald’spathtotechentrepreneurshipwas unconventional.Aftercollege,sheenteredlaw enforcement,wheresheledtheCrimeAnalysisUnitfor thePortofSeattlePolice.Therolehonedheranalytical skills,teachinghertofindpatternsinchaos.Thisinterestin analyticsbecameathroughlineinhercareer,evenasshe transitionedawayfromlawenforcement.
SheearnedherMBAandmovedintothetechsector, gravitatingtowardmarketing.Thefieldofferedaunique arenatomergeheranalyticalmindwithacreativeimpulse. Marketing,shefound,wasaspacewheredataand creativityintersected,aplacetosolvecomplexproblems throughinnovativecommunication.Thefastpaceofthe techindustryappealedtoher;itwasanenvironmentof constantlearningandadaptation.
Thistransitionwasmorethanacareerchange. Itrepresentedabroadeningofherperspectiveonhow technologycouldsolvehumanproblems.Shespearheaded amajordigitaltransformationataleadingITsolutions provider,implementingHubSpotandintegratingitwith Microsoft'ssalesplatformtoalignmarketingandsales efforts.Shealsoledaglobalrebrandingcampaignand oversawthedevelopmentofanInnovationCenter,a collaborativespaceforengineerstotestemerging technologies.Theseprojectswerehertrainingground. Theytaughtherhowtomanagecomplexsystems,drive innovationwithinlargeorganizations,andleveragedigital toolsforbusinessgrowth.Thisexperienceproved invaluable,preparinghertobuildherowncompanyfrom thegroundup.
ChartingaCourseintheVirtualWild
AsCEO,MacDonaldshapesVRenity’sculturearound innovationandadaptability.Inthenewandoftenundefined worldofvirtualreality,sheunderstandsthataforwardthinkingmindsetisaprerequisiteforsurvival.AtVRenity, innovationisnotjustaboutusingthelatesttechnology;itis aboutawillingnesstoapproachproblemsfromnewangles andtotakecalculatedrisks.
Thecompany’sbusinessmodelisatestamenttothisethos. VRenityoperatesonaB2B2Cmodel,placingits technologydirectlyonsiteatlocationslikeassistedliving communities,veteransassociations,andprivatemedical practices.Thesededicated“VRenityRooms”allow residentsandpatientstoconnectinsharedvirtual experiences,combatingsocialisolationandsupporting mentalwellness.
Thestrategicfocusonthebabyboomerdemographicisa boldmove.Itdeviatesfromtheyouth-focusedmarketsthat mostVRcompaniestarget.Thisdecisionwasacalculated risk,onethatunderscoresVRenity’scommitmenttoserving overlookedpopulationswithsignificantneeds.Asthe companypreparesforbetatestinginWashingtonState,its abilitytolistentofeedbackandadapttomarketdynamics willbecrucial.IntherapidlyshiftingVRlandscape, MacDonaldknowsthatflexibilityisparamounttosuccess.
TheResponsibilityofaBuilder
MacDonald’sinfluenceextendsbeyondhercompany.She hasbecomeavoiceinthelargerconversationabout artificialintelligence.Throughpublicspeaking engagementsatinstitutionsliketheLGNOVAInnovation FestivalandtheFredHutchCancerCenter,sheoffers insightsonhowbusinessescanuseAItoolstoscaletheir operations.
Shedoesnot,however,ignorethepotentialdangersofthe technology.MacDonaldspeaksplainlyabouttheperilsof AI,fromjobdisplacementtothechallengeof distinguishingbetweenauthenticandAI-generatedcontent. Shehighlightshoweasilythesetoolscanbeusedtocreate andspreadmisinformation,posingasignificantriskto publicdiscourse.
Sheadvocatesforresponsibleinnovation.MacDonald arguesforclearwatermarkingonAI-generatedcontent,a simplemeasuretopromotetransparencyandhelpthepublic makeinformedjudgments.
Shealsocallsforlegislationthatplaces stricterregulationsoncontentcreatorsto curbthespreadoffalsenarratives.Her positionisclear:thepeoplewhobuild thesepowerfultechnologieshavea responsibilitytoconsidertheirethical implicationsandtoadvocatefor safeguardsthatprotectsociety.
LeadershipThroughVulnerability
AtVRenity,acharismaticmascotnamed Nerdleembodiesthecompanymotto: “Embraceyourinnernerd.”Thephrase isareflectionofMacDonald's leadershipphilosophy.Shebelieves leadershipcomesintwoforms:through fearorthroughinspiration.Shechooses inspiration.
Centraltoherapproachistheideathat vulnerability,uncertainty,andfailureare notweaknesses.Theyareopportunities forgrowth.Shefostersanenvironment whereherteamfeelssafeenoughto expressdoubtandtoviewchallengesas learningexperiences.Thisdismantles thefearoffailureandbuildsaresilient culture.
MacDonaldisacutelyawareofherown strengthsandweaknesses.Shebuilds herteamstrategically,seekingout individualswhoseskillscomplementher ownandfillcriticalgaps.Theresultisa well-roundedanddynamicteam, capableofnavigatingobstaclesand drivingthecompany'smissionforward. Shebelievesthatleadingthrough inspirationmeansprovidingthesupport andresourcesforbothpersonaland professionalgrowth.Bydoingso,she ensuresthateveryteammemberfeels valued,empowered,andmotivatedto contributetheirbestwork.This approachnotonlyachievesbusiness objectivesbutalsobuildsaworkplace wherepeoplecanthrive.Itishowshe continuestobuildsanctuaries,notjust forherusers,butforherownteamas well.
THEIR OWN IDP Why Smart Leaders Don’t Build
(And What They Do Instead)
There’sareasontheworld’stopCEOsdon’tbuild theirownpayrollsoftware,CRMs,orsecurity stacksfromscratch.Theybuywhatworks—fast, proven,andscalable.
IntelligentDocumentProcessing(IDP)fallsintothesame category Youdon’tbuilditunlessyourbusinessisinthe businessofbuildingIDP.Otherwise,you'rebleedingcashand timeonsomethingyoucouldhavedeployedweeksago.
Yeteverymonth,someambitiousteamsetsouttobuildtheir ownIDP—connectingAPIs,fine-tuningmodels,assembling dashboards—onlytorealizesixmonthslaterthey’veburned amilliondollarsandhaveademo,notasolution.
Ifyou’reevenaskingthe“buildvs.buy”questionforIDP, here’syourrealitycheck.
What’sActuallyatStakewithIDP
Let’slevel-set.
IntelligentDocumentProcessingiswhatletsbusinesses extractstructureddatafromunstructureddocuments— invoices,contracts,emails,forms,insuranceclaims,PDFs. Anywherethere’safile,IDPiswhatletsyoupullsignalfrom noise.
Inshort:it’sthebloodstreamofAI-enabledoperations. AndtheIDPmarketisn’tsomefringeusecase—it’s compoundingat29%peryear.By2032,we’relookingatan industryworthnearly$18billion.
Thatkindofmomentumdoesn’tcomefromnice-to-haves.It comesfromeveryseriousenterpriserealizing:“We’rewasting hoursanddollarsondocumentsnohumanwantstoread.”
ThemovetoIDPisobvious.
What’snotobvious—atleasttosometeams— ishowtoadoptitwithoutsettingtheircompany onfire.
TheAllureofBuildingItYourself
The“build”campalwaysstartsthesameway: smartengineers,eagertostitchtogetheranIDP systemusingoff-the-shelfAPIs.
“We’ll use OpenAI for language, something open-source for layout detection, wrap it in a dashboard, and fine-tune for our use cases.”
Intheory,thatsoundsclean.
Inpractice,here’swhathappens:
· Youspend6–12monthscobbling components.
· YouneedataskforceofAIengineers, annotators,opsleads,andDevSecOpsto maintainit.
· Youdiscoverthatfoundationalmodelsdon’t knowyourdocumentschema—andnow youneedexpensivepromptengineering, tuning,orcustomdatasets.
· Youdon’tactuallyautomateanything becauseyou’restuckvalidating40%of outputs.
· Youstartbuildingtoolstomaintainthe tools.
Eventually,someoneasks, “Why are we building infrastructure for a commodity problem?”
Andnobodyhasagoodanswer
RealityCheck:BuildingIDPCostsMoreThanYou Think
Let’swalkthroughtherealcostdriversofbuildingIDPinhouse:
1.YouNeedSpecialistAITalent—Constantly
Thesearenotjustdatascientists.Youneedpeoplefluentin:
· Documentlayoutanalysis
· NLPpipelines
· FoundationmodelAPIsandlimits
· OCRtuninganderrorcorrection
· Post-processingworkflows
· Governanceframeworks
They’reexpensive.They’rerare.Andtheyleavefast.
2.AccuracyIsYourProblemForever
Everyusecaseyousupport—invoiceextraction,legal clauseparsing,insuranceclaimtriage—requiresitsown performancetuning.
Mostfoundationalmodelsaretrainedongeneral-purpose data.Yourdocumentsareprobablynothingliketheonesin theirtrainingset.
Thismeans:
· Moreannotation
· Morepromptengineering
· Moreerrorhandling
· Moremanualreview
Youareneverdone.
3.YouInheritGovernanceHeadaches
WithgreatAIcomesgreatresponsibility:
· Howdoyouversionyourmodels?
· Whathappenswhenperformancedropsinoneregion?
· Howdoyoutrackandauditpredictions?
· Canyouprovecomplianceinregulatedindustries?
Whenyoubuildityourself,theseareyourproblems
Youdon’tjustownthesystem.Youownitsfailuremodes too.
SoWhyDoPeopleStillTrytoBuild?
Becausethere’samyth:thatbuildingischeaper andgivesyoucontrol.
Intheory,yes.Inreality,itrarelyworksoutthat way
Cheaper?Notwhenyoufactorinthetalent,the maintenance,theramp-uptime,thetechnical debt.
Morecontrol?You'llcontroleveryoutage,bug, andmissedSLAyourself.Goodluckscalingthat.
Meanwhile,yourcompetitorsarealreadyshipping productsusingprebuiltIDPthatjustworks.
WhatSmartCompaniesDoInstead
Smartleadersdon’tbuildIDPfromscratch.
Theybuyitfromvendorswho’vealreadysolved 90%oftheproblemandspendtheirtimefocusing onthe10%that’suniquetotheirbusiness.
Therearetwogoodoptions:
1.BuyIDPasastandalonepointsolution
2.Buyitembeddedwithinalargerautomation platform
Eitherway,you’restandingontheshouldersofa techstackthat'sbeenstress-testedbyglobal enterprises.
Here’swhatyougetwhenyoubuy:
1.TimetoValueinWeeks,NotQuarters
Youskipthe“build”phaseentirely.ModernIDP platformscomewith:
· Pretrainedmodels
· Out-of-the-boxintegrations
· Built-infeedbackloops
· Professionalservicesandsupport
Youcangoliveinunderamonth—notjustwith aworkingmodel,butwithresultsyourCFOcan see.
2.Low-CodeTrainingThatAnyoneCanUse
NoPhDsrequired.
Best-in-classIDPletsbusinessusersannotate,correct,and improvemodelsonthefly.Thesystemlearnsfromrealworldfeedback.
Someevenuseactivelearning,wheretheAIasksforhelp onlywhenuncertain—optimizingbothaccuracyand labor.
3.RiskIsOffloadedtotheVendor
Governance,monitoring,modelupdates—allthe annoyingstuffisnowsomeoneelse’sresponsibility
Yougetuptimeguarantees.YougetSOC2compliance. Yougetredresswhenthingsgowrong.
Andwhennewmodelshitthemarket?Yougettheupgrade.
4.Built-InScale
NeedtoexpandfrominvoicestoHRfiles?Fromlegal documentstocustomerchats?
Prebuiltplatformsalreadysupportmultipleformats,use cases,andgloballanguages.
Youdon’tbuildnewmodels.Youextendexistingones.
Thisisn’tjustscale.It’scompoundingreturns
WhyThisMattersMoreThanEver
In2025,AIstrategyisnotoptional.Ifyourdocumentsare stillstuckinPDFsandemails,you’releavingmoney,time, andinsightonthetable.
Buttheworstmoveisn’ttodelayIDP.
It’stobuildyourownanddelayeverythingelse.
EverydollaryouspendreinventingtheIDPwheelisa dollarnotspentoncustomerexperience,product innovation,ormarketexpansion.
Speedwins.Precisionscales.Claritybeatscontrol.
That’stherealcalculusbehindIDP
FinalWordfromtheTrenches
Ifyourcompany’scorebusinessisnotdocumentAI,don’t pretenditis.
Buythesystem.Customizethe10%thatmatters.Focus yourenergywhereitcounts.
Andifyou’rechoosingavendor,don’tbeswayedbyflashy demosorbiglogos.
Askonequestion: Whoownstheriskwhenthisbreaks?
Iftheansweris“notus,”you’reintherightplace.
PAUL NASHAWATY
The Man Who Translates the Future
In the dizzying world of enterprise technology, where innovation moves at the speed of code, Paul Nashawaty has carved out a unique and essential role. He is not just an analyst; he is an interpreter, a guide who helps businesses understand the profound story being told by the machines and the people who build them.
Thereisalanguagespokenintheworldofhigh-tech,a denseandconstantlyevolvingdialectofacronymsand concepts:DevOps,cloud-native,open-source,digital transformation.Formostbusinessleaders,thislanguage canfeelimpenetrable,abarriertotheveryinnovationsthat promisetosecuretheirfuture.Tonavigatethislandscape requiresatranslator,someonewhocanstandatthe intersectionoftechnologyandbusinessandmakesenseof itall.Forthepastthirtyyears,PaulNashawatyhasbeen thattranslator
AsaPrincipalAnalystatSiliconANGLE&theCUBE Research,aleadingfirmintechnologyanalysis headquarteredinPaloAlto,California,Mr.Nashawaty occupiesauniqueposition.Heisastudent,ateacher,anda strategistallatonce.Hisworkinvolvesimmersinghimself inthedeepestcurrentsofapplicationmodernization—how softwareisbuilt,released,andoperated—andthen surfacingwithclear,actionableinsightsforhisclientsand thebroaderITcommunity.Hisinfluenceisnotamatterof opinion;itisquantified.Hewasrecentlylistedasthe#4 analystintheARchitectAnalystPower100,aranking thatplaceshimamongthemostimpactfulvoicesinhis field.
ButtounderstandPaulNashawaty’sworkistounderstand thatitisaboutmorethanjusttechnology.Itisaboutthe humanandbusinesschallengesthattechnologyismeantto solve.Itisaboutbridgingtheoften-vastdividebetweena
strategicvisionanditssuccessfulexecution.Hisjourneyhas beenoneofmovingfrombuildingsystemstobuilding understanding,atransitionthathasmadehimoneofthemost trustedadvisorsintheever-shiftingworldofenterpriseIT.
TheMakingofanAnalyst
Thirtyyearsinthetechnologyindustryprovidesaperson withacertainkindofperspective.Itisthelongview,the abilitytorecognizepatterns,todistinguishbetweenfleeting trendsandfundamentalshifts.Mr.Nashawaty’scareerhas beenamasterclassinthiskindofobservation.Hehas workedacrossdiverseindustries,seeingfirsthandwhat makesbusinessesthriveandwhatcausesthemtostagnate. Thisextensiveexperienceformsthebedrockofhiscurrent role.Heisnotatheoristoperatinginanacademicvacuum; hisinsightsaregroundedindecadesofreal-world application.
Hisfocusisontheintricateworldofapplication modernization.Inanerawhereeverycompanyis,insome way,asoftwarecompany,theabilitytobuildanddeploy applicationsefficientlyandsecurelyisparamount.Thisisthe challengethatMr.Nashawatyhelpshisclientsnavigate.He providesresearch,analysis,andguidanceonthecomplex interplayofDevOpspractices,theadoptionofopen-source software,themigrationtocloud-nativearchitectures,andthe overarchingstrategyofdigitaltransformation.
Hisleadershipphilosophy,whichhedescribesasa“give-toget”model,iscentraltohisapproach.“Leadershipisn’tjust aboutbeingatthehelm;it’saboutenablingothersto succeed,”hesays.Thisisnotjustamanagementstyleforan internalteam;itistheethosthatdefineshisrelationshipwith theentireindustry.Heactivelyshareshisknowledge,notjust withpayingclients,butwiththebroadercommunity
HeisacontributingauthortotheForbesCommunications CouncilandhasbeenfeaturedinTheWallStreetJournal. HeservesasanadvisoryboardmemberatTheGeorge WashingtonUniversitySchoolofBusinessandisa strategicadvisorandinvestorinseveraltechnologystartups.
Thiscommitmenttogivingback,tosharinginsightsfreely, isthefoundationofhisinfluence.Itbuildstrustand establisheshimasacredible,authoritativevoice.Inreturn, thisengagementprovideshimwithacontinuousstreamof feedbackandnewperspectives,keepinghisown understandingsharpandrelevant.Itisareciprocallearning environmentwritlarge,withhimatitscenter
APlatformforDialogue
ThestrategicpartnershipwiththeCUBEResearch,a companyfoundedin2010withateamof11-50employees, hasprovidedMr.Nashawatywithapowerfulplatformto amplifyhiswork.HisappointmentasPrincipalAnalystfor ApplicationDevelopment(AppDev)wasakeymilestone, leveraginghisextensiveexperiencetoenhancethefirm’s serviceofferings.Hehasbeeninstrumentalinhelping theCUBEResearchdelvedeeperintoemergingtrendslike AIintegrationandthecontinuedevolutionofDevOpsand open-sourcesoftware.
Thiscollaborationhasallowedhimtoprovideclientswith cutting-edgesolutionstailoredspecificallytothe applicationdevelopmentlandscape.Acentralelementof thisworkistheAppDevANGLEpodcastseries,whichhe hosts.Thepodcastservesasavehicleforthought leadership,aplacewherehecanexplorethefutureof AppDev,highlightnewinnovations,andengageindialogue withotherindustryleaders.Itisanotherexpressionofhis “give-to-get”philosophy,awaytoengagewithabroader audienceandsolidifyhispositionasatrustedadvisor
Throughtheseinitiatives,heisnotjustanalyzingthe industry;heisactivelyshapingtheconversationwithinit. Heiscreatingaspaceforamoreintegratedapproachto technology,onethatseamlesslyblendsmarketingstrategy, MarTech,andcontentcreationintoaresults-driven solution.Thisisthecoreideabehindhiscompany, EfficientlyConnected,Inc.—aphilosophyofbreaking downsilosandcreatingacohesive,unifiedapproachto businessgrowth.HisworkasananalystfortheCUBE Researchistheultimateembodimentofthisphilosophy, demonstratingonagrandscalehowconnectingstrategy, technology,andinsightcandelivermeasurablevalue.
NavigatingtheCurrentsofChange
Theprimarychallengeforanyanalystinthetechindustryis therelentlesspaceofchange.Newtechnologiesemerge, newmethodologiesaredeveloped,andnewmarketleaders riseandfallwithbewilderingspeed.Therolerequiresnot justkeepingup,butstayingahead,distinguishingthesignal fromthenoise,andidentifyingwhatwillhavealasting impact.
Mr.Nashawatyhasnavigatedthesecurrentsbydeveloping akeensenseofwhathecalls“hyper-personalization.”Inthe earlydays,herecognizedthataone-size-fits-allsolution wasarecipeforfailure.“There’snoone-size-fits-all solution,”henotes.Thisrealizationpushedhimtodevelop flexiblemodelsandprocessesthatcouldaccommodatethe diverseneedsofhisclients,fromstartupswithlimited budgetstolargeenterpriseswithcomplexlegacy infrastructures.
Scalingresourcestomeetthisdemandwasanother significanttest.Heandhisteamworkedtobuildefficient systemsandstreamlinecommunicationtoensuretheycould deliverhigh-quality,personalizedguidanceconsistently. Theseearlychallengesbecameopportunitiestorefinehis approachandstrengthenhiscommitmenttoexcellence.The turningpoint,hesays,camewhenhefullyembraced adaptability,shiftinghisfocusfromstandardizedsolutions tohyper-personalizedstrategiesthataddressedtheunique challengesofeachclient.
Thisfocusontailoredsolutionsispoweredbytechnology itself.HeleveragesAIandmachinelearningtoanalyzevast datasetsanduncoveractionableinsights,allowinghimto crafthighlypersonalizedcampaignsandstrategies.Hehelps clientsoptimizetheirMarTechstacks,integratingplatforms likeCRMsystemsandmarketingautomationtoimprove efficiencyandagility Andheunderstandsthatgreat strategiesandtoolsaremeaninglesswithoutcompelling content.Heusestechnology,includingAI-driventools,to createdata-backednarrativesthatconnectwithspecific audiencesegments,captureattention,anddriveaction.
AForward-LookingVision
PaulNashawaty’sworkisinherentlyforward-looking.Heis constantlyscanningthehorizon,identifyingthetrendsthat willshapethefutureofbusiness.Heiscurrentlyfocusedon thegrowingimportanceofpersonalization,usingAI-driven analyticstohelpclientsdeliverexperiencesthatfeel authenticandmeaningful.
Heisalsoastrongadvocatefordatasecurityand privacy-compliantmarketingsolutions,recognizingthat trustistheultimatecurrencyinanybusiness relationship.
Heisparticularlyexcitedaboutthepotentialof immersivetechnologieslikeaugmentedandvirtual reality.“Immersivecontentisn’tjustatrend–it’sthe futureofhowbrandswillconnectwiththeir audiences,”henotes.Heisalreadyexploringwaysto integratethesetoolsintohisclients’strategies,from virtualshowroomstointeractivestorytelling experiences.
Internally,hefostersacultureofinnovation, encouraginghisteamtothinkbeyondthepresent, experimentwithboldideas,andchallengetraditional methods.Hebelievesthatinanunpredictableworld,an innovativemindsetisthemostvaluableasseta companycanhave.Hehasalsofoundawaytobalance thisdriveforinnovationwiththeneedforstability throughashared-riskmodel.“Shared-riskmodelsallow ustoinnovatewithconfidencebecausewe’rejustas investedintheresultsasourclientsare,”heexplains. Thisapproachfostersadeepsenseofaccountability andtrust,ensuringthateverysolutionisdesignedwith long-termimpactinmind.
ALegacyofImpact
ForPaulNashawaty,legacyisnotmeasuredin accolades,thoughhehasmany.Itismeasuredin impact.Hesetouttobemorethanjustaservice provider;heaimedtobeatruepartneringrowth,a trustedadvisorwhocouldhelpbusinessesnavigatethe complexitiesofdigitaltransformation.Hissuccessis reflectedinthetangibleachievementsofhis clients—increasedaudienceengagement,significant boostsinoperationalefficiency,improvedwebsite traffic,higherconversionrates,andexpandedmarket reach.
Buthislegacyalsoextendstotheculturehehasbuilt andtheknowledgehehasshared.Byfosteringa workplacethatvaluesgrowth,collaboration,and mutualrespect,hehascreatedanenvironmentwhere peoplefeelempoweredtoexcel.Hiscommitmentto mentorship,whereevenjuniorteammembersare encouragedtoteachothersintheirareasofexpertise, hasbuiltacultureofreciprocallearning.“Everyonehas somethingtoteachandsomethingtolearn,”hesays.
Hisdedicationtogivingbacktothecommunity,through pro-bonoprojects,educationalinitiatives,andmentorship programs,furtherdefineshisimpact.Hebelievesthat creatingvalueforsocietyisjustasimportantascreating valueforclients,abeliefthatiswovenintothefabricofhis work.
Intheend,PaulNashawaty’sstoryisoneofconnection. Heconnectsstrategytotechnology,datatocontent,and innovationtostability.Butmostimportantly,heconnects peopletothecomplexworldoftechnology,translatingits denselanguageintoaclearandcompellingstoryof opportunity.Heisaguideforthemodernbusiness landscape,atrustedvoicehelpingorganizationsofallsizes findtheirwaythroughthedigitalfrontierandbuildalasting legacyoftheirown.
Ifyou’reinchargeofmakingXRworkforyour company—readthisbeforeyouspendasingle cent.
You’reabouttofaceaforkintheroad.Choosethewrong XRcontentpath,andyou’llburnbudget,wastetime,and killmomentum.Choosewisely,andyou'llcutlearning curves,boostretention,andearninternalcredibilityfaster thanyoucansay“digitaltransformation.”
I’veconsultedwithdefensecontractors,medtechgiants, publicschoolsystems,andtwo-letteragencies.Theyall askedmeonequestion:
“WhatkindofXRcontentshouldwestartwith?”
Myanswer: That depends entirely on how you think. Not your tech stack. Not your headset choice. Not even your budget.
Letmebreakitdownruthlessly
TheFourContentPathsinXR—AndWhoThey're ReallyFor
You’vegotfouroptions:
1.CustomContent(outsourced)
2.AuthoringPlatforms(DIY)
3.Off-the-ShelfContent
4.QuestStoreContent
Eachonefitsaveryspecificmindsetandbusinessmodel. Ifyoutrytomixandmatchwithoutclarity,yourXR rolloutwillsputterorstall.Let’sgetintothemeat.
1.CustomContent:TheControl-Freak'sPlayground
Bestfor:Largeenterprises.Regulatedindustries. Companieswithzerotolerancefor“closeenough.”
WhenyoucommissionanexternalXRagencytobuild customcontent,you’rehiringaSWATteam.Theydothe design.Theydotheprogramming.Theyinterpretyour policiesandSOPsintoimmersivelearningorsimulation modules.Youpayforprecisionandpeaceofmind.
Here’showitworks:
· Youhandoveryoursubjectmatterexpertise.
· Theagencybuildsavirtualworldaroundit.
· Yougetfullcontroloverwhat'sinsidethatworld.
Upside:
· Everysecondofcontentreflectsyourexactneeds.
· Youdon’trelyoninternalteams.
· YouowntheIP(mostofthetime).
Downside:
· Youpayapremium—think$30Kto$500K+permodule.
· Anyupdate(evenchangingalogoorSOPstep)=dev time+addedcost.
· Expecttimelinesof3–6monthspermodule.
Thehiddencost:
You’renotjustpayingforXRdevelopment.You’repaying forprojectmanagementacrosscreative,legal,andIT departments.Ifyourorgsucksatcross-functional coordination,thiswillhurt.
BottomLine:
Thisrouteisfororganizationsthatmoveslowon purpose—becausetheyhavetogetit right,notjust done
2.AuthoringPlatforms:TheControlYouWant WithouttheWait
Bestfor:Leanteamswithtechnicalliteracy.Highvolumetrainingorgs.Institutionswithinternal SMEswholiketobuild.
Theseplatformsgiveyouadrag-and-dropeditor (usuallyno-code)whereyouassembleimmersive modulesusingyourownassetsorprovided templates.
Think:PowerPointforthemetaverse—witha learningcurve.
Here’swhatyouget:
· Fasterdeploymentcycles.
· Completeversioncontrol.
· Nodependenceondevagencies.
Upside:
· Youupdatetrainingwhenpolicieschange—same day
· Nodevbottlenecks.
· Long-termcostsavings.
Downside:
· Someoneinyourorgmustownthe platform—everyday
· Initialsetuptakesseriouselbowgrease.
· You’llneedaccessto3Dassets(whicharen'tfree oreasytomake).
Thehiddencost:
Thetimeittakestobuildthatfirstmodule.SMEs oftenunderestimatethedetail-orientationrequiredto build usable VRlessons,evenwithno-codetools. It'seasytobuildjunk.
ProTip:
Assignaninternal“XRcontentowner”wholivesin thatauthoringplatform.Don’tspreaditacross teams.Ownershipkillsinertia.
BottomLine:
Ifyouwantspeedandscale—andyou’reokaylearning newsoftware—thisisyourpath.It’snotbeginnerfriendly,butitpaysoffiniteration.
3.Off-the-ShelfContent:The80/20Play
Bestfor:Teamsthatwantimmediateresults.Startups. Trainingdepartmentsundertimepressure.
Here'sthebrutaltruth:80%ofwhatcompaniestryto buildinVRalreadyexists.
Softskills.Safety.Customerservice.Basiccompliance. Youdon'tneedtoreinventthewheel.Youjustneedto plugitin.
Off-the-shelfcontentreferstopre-builtXRmodules youcanlicenseanddeploy
Here'stheplay:
· SearchacuratedXRcontentdirectory(likeArborXR).
· Findpre-builtmodulesalignedwithyourgoals.
· PushthemtoheadsetsviayourXRMDM(mobile devicemanager).
Upside:
· Plug-and-playfast.
· Flatfees.
· Nodevwaittime.
Downside:
· Nocustomization.
· Mixedcontentquality(somearegreat,somearetrash).
· Youneedinfrastructuretomanageupdatesacrossmultiple devices.
Thehiddencost:
Mostoff-the-shelfcontentishostedviaappstoresthatweren’t designedforenterprises.Thatmeansclunkyversioning,no massrolloutsupport,anddataprivacyredflags.
BottomLine:
ThisisthefastestwaytoproveROI.Deployit.Measure impact.Thendecideifyouwanttogodeeper
4.QuestStoreContent:LooksEasy,Isn’t
Bestfor:Individualusers.Proof-of-concept.Teamswho don’tmindmanualinstalls.
TheMetaQuestStoreissexy.It’sgotallthebellsand whistles—interactiveapps,high-fidelityenvironments,tonsof options.
Butit’sbuiltforconsumers,notcompanies.
Here’stheissue:
· Nowaytobulk-installappsacrossdevices.
· Noenterpriselicensingmodels.
· You’llbeforcedtosideloadordownloadeachappmanually oneverydevice.
Upside:
· Greatconsumerexperience.
· Meta-approvedappsonly
· WorkswithXRdevicemanagers—as“unmanagedapps.”
Downside:
· Nocentralizedcontrol.
· Norollbackoptions.
· Licensinganddistributionisamessatscale.
Thehiddencost:
Everyhourspentdownloadingandupdatingappson individualheadsetsistimestolenfromactualdeployment. At50devices,thisisannoying.At500,it'safull-timejob.
BottomLine:
Ifyou'reusingtheQueststoreasyourenterprisecontent pipeline,you’resettingyourteamupforadminhell.
SoWhatShould You Choose?
Letmecutthroughthenoise.
· Ifyou’reaFortune500withlegacysystemsandbig budgets:gocustom.
· Ifyouhavetech-savvytrainersandloverapiditeration: chooseanauthoringplatform.
· Ifyouneedtoshowimpact this quarter,notnextyear: buyoff-the-shelfcontent.
· Ifyou'rejustexperimentingortestingonedevice:the QuestStoreisfine—fornow
TheRealDecision:Speedvs.Ownership
Don’tgetdistractedbybellsandwhistles.Whatyou're reallydecidingis:
Doyouwantspeed(off-the-shelf) or control(customorauthoring)?
Mostcompaniesstartwithspeed,thengraduateto ownership.That’ssmart.ButwhatkillsmostXR programsislackofclarityaboutthisbalance.
FinalWord:FindYourXRMuscle,ThenTrainIt
XRisn'tasinglesoftwaredecision.It’sa competency You builditthesamewayyoubuildcybersecurityorcustomer support—bymakingafewbigbets,thenrefiningbasedon feedback.
Don’tguess.Don’tcopy.Buildforyourorg’sDNA.
Ifyou’renotsurewheretobegin,useavettedcontent developerdirectorylikeArborXRDirectory.Getona call.Askuncomfortablequestions.Testbeforeyou commit.
Thisgameistooexpensivetowingit.Butit’stoo valuabletoignore.
