Our mission
The way we understand each other shapes what we can do together. We help people recognize their strengths, teams work through their differences, and businesses understand the customers they serve.
The people behind NeuroIAM
Andrey Bozhko
Career Guidance & Socionics Expert
Andrey is a career guidance specialist and socionician, and the author of the “Socionics / 16 Sociotypes” project and the book “Socionics of Elements.” His background includes higher education at Taras Shevchenko University, interview-based work with more than 2,000 people, and more than 700 lectures and seminars.
He brings extensive experience in dialogue-based interpretation and in discussing differences in thinking. His work helps turn unfamiliar concepts into practical conversations about strengths, delegation, and working relationships.
Ilya Makeev
Clinical & Systemic Psychologist
Ilya is a clinical and systemic psychologist with more than 12 years of practice. At NeuroIAM, he contributes a systems perspective on people, relationships, and the pressures that surround their work.
He helps the team examine human dynamics with care, including the distinction between a difficulty in collaboration and a concern that calls for qualified personal support.
Anton Artyukhov
Strategist & Transformation Expert
Anton brings academic and field experience in strategy and organizational change. He holds a PhD in Economics from MSU, worked as an Agile Coach at Beeline, and consulted at Accenture.
His work connects customer experience and research with the incentives, culture, and structures that shape execution. He helps translate complex findings into actions a team can discuss and use.
Evgeniy Kovalev
Product & Digital Transformation Leader
Evgeniy has more than 15 years of experience in telecom and large-scale digital programs. He previously led Digital Development at Beeline, part of VEON. His experience includes enterprise products, multi-million-dollar platforms, and cross-functional teams working through complex change.
He connects product strategy with the systems and everyday decisions needed to deliver it, bringing structure to work that begins with an unclear problem.
Our approach
Listen to how meaning is made.
We study live speech and its semantics — the meaning people convey through the words and connections they choose. We pay attention to how a person explains an event, describes a choice, weighs evidence, and speaks about other people.
The research explores thinking patterns and values in individuals and teams. It looks at what someone notices readily, what receives less attention, and which priorities shape their account of a situation.
Connect understanding with a real choice.
In a team, the relevant choice may be how to explain a task or prepare a difficult conversation. In personal research, it may concern a role, a project, or working conditions. In customer research, it may be the change a person wants to make and the alternatives they consider.
We bring these observations back to the situation people are trying to change. Concrete experience matters: the work someone does, the resources they have, the expectations they face, and the choices available to them.
Leave room for another explanation.
People can correct facts, question an interpretation, and add experience that changes the picture. We treat an account of someone’s thinking as material for discussion and practical judgment. It does not establish a health diagnosis, employment suitability, or guaranteed compatibility.
What we believe in
People bring strengths, motives, and a point of view.
Understanding these differences helps us discuss the conditions in which someone can contribute, the support they need, and the work they want to take on.
Teams work through relationships.
A useful team picture includes the connections between people: who depends on whose decisions, how information travels, and where expectations differ.
Clarity supports ownership.
We look for ways to make responsibilities and agreements understandable to the people who use them. A clear decision boundary gives colleagues a better basis for acting independently.
Progress has to reach everyday work.
We care about the conversation someone can now prepare, the task a colleague can now understand, and the decision a team can now examine together.
Working with us
We ask direct questions respectfully, listen closely, and explain complex ideas in ordinary language. We connect the research to a concrete situation and agree on the materials, participants, and recipients before work begins.