Grammarly has become Superhuman: How will this affect the Ukrainian team? Interview with Volodymyr Lysiuk, Ukraine Site Lead
Grammarly, a company founded by Ukrainians, underwent a major rebranding and changed its name to Superhuman in October 2025. At the same time, the company announced a change in strategy with a focus on AI agents, which will be created, in particular, by developers in Ukraine. The company has a local hub here, about 150 employees, and continues to recruit a team.
AIN spoke with Volodymyr Lysiuk, who manages the Ukrainian hub and engineering teams, about how the Ukrainian team works, which projects are currently a priority, and how the rebranding will affect the team’s work.
Let’s start with an introduction. Tell us what you do at Superhuman and what your area of responsibility is.
I am also the Ukraine Site Lead. What does that mean? I am involved in a wide range of initiatives related to our presence in Ukraine and the local team, as well as operational activities. I want to make sure that we pay enough attention to the Ukrainian hub, that we develop it and support the team here.
I am a person who understands the local context and feedback from the team and can convey it to colleagues in Germany or the US.
What is the structure of the Ukrainian team? How many people do you currently have, and what is your working format?
Let me start by saying that this year we added Coda to our ecosystem, followed by Superhuman Mail. This has affected our global structure: the company now has almost 1,500 employees, of whom approximately 150 are based in Ukraine.
In Ukraine, there are various engineering teams as well as other departments (for example, parts of the Customer Care, Customer Success, People, L&D, Workplace Experience, Finance, and other teams). As for the engineering teams, they work on our own products (Grammarly, Coda, the Superhuman Go assistant, and the AI agents available within it), as well as on the platform itself, infrastructure, billing, and other projects.
The structure is fairly standard for a global technology company. The head office is in San Francisco, where all C-level executives are based. Globally, we have seven hubs in different countries, with hubs in Kyiv, Berlin, and Warsaw in Europe. We don’t have separate executive teams in each country; there is a global vertical structure.
As for the work format, at the beginning of the pandemic, we first switched to a fully remote mode and then to a hybrid mode. People can work both from home and from hubs. We have the concept of in-person time, which means that once or twice a quarter, teams gather in one location to work together — for planning, discussions, or events. It is important that we have this time when we can interact, communicate, and resolve issues when we are together at the hub.
In Ukraine, safety is a priority for us, so visiting the hub and attending in-person meetings is optional. Usually, people are eager to get together because there is a need and desire to work together in one location. However, this is not mandatory.
Given the security issues and blackouts, how do you organize your team’s work? Do you provide any assistance to employees?
Even before the full-scale invasion, we formed a cross-functional team of representatives from various domains to address risk management and business continuity issues. I am also part of this group. Our task is to ensure that the Ukrainian team has everything it needs to work productively. We have helped and continue to help with logistics (in particular, with equipment to minimize the impact of power outages), information support, and security recommendations.
Unfortunately, the issue of blackouts is far from new for us. The company has been providing people with backup batteries for three years now. Many of our colleagues already have their own stable home setups. But this year, for example, we have allocated an additional budget so that everyone can use it to prepare for winter and purchase what will be most useful in their circumstances.
The most interesting thing right now is Grammarly’s rebranding to Superhuman. How does it affect the team in Ukraine? Will there be any changes?
The main goal of the rebranding is to reflect our new mission and product vision. We have grown significantly and are working on a multi-product line.
This does not affect the team in Ukraine as a separate structure. Even before the rebranding, the teams here were working on integrating Coda and Grammarly products, AI agents available in the Superhuman Go assistant. So, there were no organizational changes at the time of the rebranding — we are simply continuing to work on what we were working on before.
Read more: Grammarly, a unicorn with Ukrainian roots, has raised $1 billion from General Catalyst
Earlier, it was mentioned that the Ukrainian team is working on AI agents. What specific projects are in the works?
None of our hubs works exclusively on a single area of engineering. Historically, members of the same team working together on a joint initiative may be located in different places and actively interact with each other.
In Ukraine, there are engineering teams working on infrastructure, billing, the internal platform, and components of our product line. These include:
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Our well-known assistant for written communication support — Grammarly.
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Coda — a universal space for collaboration and working with documents.
Our new product, Superhuman Go — an AI assistant that combines many different artificial intelligence agents and proactively offers help with daily tasks to increase productivity [the company previously launched GrammarlyGO, which had similar functionality. — ed.].
When it comes to AI agents, some of which are developed in Ukraine, they can be divided into three categories:
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Connector agents – create integrations between our Go assistant and other work tools, such as calendars, email, and task management systems like Jira. This means that Go, understanding the context of what you are working on, can proactively suggest and perform certain actions, such as scheduling a meeting with a colleague in your calendar or writing an email.
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Agents for effective text processing: Grammarly has a whole range of them, and we are continuing to work on new ones. For example, these are agents that help check the uniqueness of text (such as AI Detector), generate ideas, predict reader reactions, or provide feedback to improve text, etc.
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Partner agents created by third-party developers and available through our platform. For example, there is the Radical Candor agent, created based on the book of the same name by Kim Scott. It can analyze text according to the principles from this book and provide relevant advice.
A year ago, there was news about layoffs at Grammarly and a decline in the co-founders’ fortunes. What can you say about the current situation?
Our last public valuation was during the third investment round in 2021 — $13 billion. There have been no new valuations since that round. This year, we disclosed our annual revenue for the first time — $700 million per year.
We are currently continuing to hire in all locations where we have a presence: Ukraine, Germany, Poland, the US, and Canada. In Ukraine, the team grew by about 15% in 2025. Also, this summer we held an engineering internship for students, and some of the participants received offers and joined the team.
What are your plans for next year?
We will continue working on AI agents, our platform, and products from the Superhuman Suite package. We also plan to continue expanding our team in Ukraine: we are currently looking for Front-End, Back-End, and Full-Stack engineers, and we also have a vacancy for a product manager and vacancies in the Customer Care team.
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