How can we turn the challenge of reintegrating veterans into an opportunity for the tech sector? Veterans2Tech isn’t about retraining courses; it’s about building a solid bridge between military experience and the digital economy. This is the story of creating an ecosystem where veterans find a new calling, and tech companies learn to build a culture of true inclusivity.

“Veteran experience means resilience, responsibility and teamwork. These are precisely the qualities valued in the tech industry. We help people see a new perspective and make it achievable. Veterans2Tech is a clear pathway into the profession: we explain in simple terms what roles exist in the tech sector, what you need to get started, how to learn and where to find support,” said Olga Shapoval, Executive Director of Kharkiv IT Cluster.

Practice profile

Practice name	Veterans2Tech (A comprehensive education and career initiative for veterans)
Cluster / originating organisation	Kharkiv IT Cluster
Region	Kharkiv (with national reach via online formats)
Implementation period	Active phase from 2024 (from pilot to scaling)
Cluster maturity level	Mature cluster
Thematic areas	Crisis adaptation, human capital development, social integration, networking
Who is the practice for	Clusters that have the capacity to work with sensitive audiences and are ready to act as mediators between business, the state and NGOs

The context and the problem addressed by the case study

In the midst of a full-scale war, Ukraine faces an unprecedented challenge: the need for the large-scale and effective reintegration of veterans into civilian life. At the same time, despite all the current challenges, the IT sector continues to require motivated staff with a strong background in soft skills.

At present, the market is only just developing systematic approaches to the integration of veterans after they have completed their service. Veterans often perceived the IT sector as an industry with a high barrier to entry, whilst companies lacked the expertise to know how to conduct an interview with someone who has combat experience, how to adapt the workplace, and how to integrate a veteran into a civilian team without causing re-traumatisation.

What went wrong? Some educational initiatives focused primarily on technical training, without covering the full process of integrating veterans into the workforce. In particular, insufficient attention was paid to psychological adjustment and career support following the completion of training, which limited the long-term impact of such programmes.

“We don’t see veterans as ‘former military personnel’, but as future colleagues who already have experience in decision-making, the ability to work under pressure, and a results-oriented mindset. This provides a strong foundation for working in a tech environment,” emphasise representatives of KnubiSoft.

Description of the mechanics of the practice (‘what’s under the bonnet’)

The Veterans2Tech programme is unique in that it does not retrain veterans for the existing job market, but rather enhances their skills whilst adapting the market to new realities where veterans can feel a sense of belonging within the community.

The process is structured around three parallel cycles:

1. For veterans: a pathway from career guidance (familiarisation with the sector and the opportunities it offers) to subsequent placement in intensive technical skills training at partner educational organisations, followed by ongoing career support.
2. For businesses: an educational programme for HR professionals and recruiters, aimed at developing onboarding skills, effective communication, and fostering internal approaches to creating an inclusive, veteran-friendly environment.
3. Matchmaking: this is a space for direct interaction, where the cluster organises webinars, meetings and masterclasses, enabling veterans and representatives of the tech industry to meet and build professional connections in a safe, moderated environment.

The roles in this practice are allocated in such a way as to ensure effective collaboration between all participants.

The cluster management develops inclusive programmes and coordinates cooperation between businesses, the government, civil society and veterans’ organisations, and educational platforms.

IT companies act as mentors and potential employers.

Partner organisations provide psychological support and access to the target audience. The initiative takes the form of regular events: during the four-month pilot in 2025, five large-scale events were held.

Resources and prerequisites

The initiative is funded through a combination of sources: the cluster invests its own resources and secures support from partners to implement specific areas of the programme.

A key prerequisite for success is the cluster’s expertise in shaping career paths, as well as the trust of the IT community. An important factor is the active involvement of businesses — a willingness to create employment opportunities and invest in the development of HR teams to work with veterans.

Results and outcomes

In the first four months of the pilot, the initiative got off to a flying start: over 300 participants at events, more than 100 business representatives, and a network of over 30 partner veterans’ organisations.

At the same time, qualitative changes are no less important. Veterans have begun to place greater trust in the technology sector, having seen real-life examples of success. The companies participating in the cluster are gradually moving away from isolated initiatives towards a more systematic approach to engaging with veterans as promising candidates. The cluster, in turn, is strengthening its role as one of the key players in the country’s human capital recovery, developing a comprehensive approach to addressing social challenges.

Consistency in practice

The Veterans2Tech initiative has proven its viability even after the completion of the pilot funding phase. The programme continues to operate thanks to its integration into the cluster’s established educational ecosystem.

The factors contributing to sustainability lie in the existence of stable demand from both sides. The flexibility of the formats allows the cluster to scale or adapt its activities depending on available resources, whilst the partnership model, with its division of roles among stakeholders, reduces the risk of reliance on a single source of funding.

Limitations and risks

A significant challenge remains the corporate environment’s lack of preparedness for the integration of veterans. If a veteran enters an environment where HR professionals lack sufficient experience in working with people who have combat experience, this can lead to difficulties in adaptation for both parties. Therefore, the company must prepare itself before hiring.

Special attention must be paid to the emotional strain on the team of coordinators — working with veterans requires psychological resilience, as well as the availability of support mechanisms and professional guidance for the managers themselves.

Lessons learnt and recommendations for Clusters4Regions

The key lesson from Veterans2Tech is that fostering an inclusive environment must come before technical training. Preparing companies to engage with veterans is the foundation without which educational initiatives cannot deliver sustainable results.

Regional coordinators and clusters would do well to adopt a portfolio approach: rather than creating a single large-scale course, they should build a network of partnerships and various formats of engagement.

For clusters in the early stages of development, this practice may be difficult to implement fully, so they are advised to start with small-scale awareness-raising events for the HR community in their region.

“It’s inspiring. It lifts you out of depression and gives you a new lease of life. But if, after this stage, you’re not given the chance to fulfil your potential, it feels like a second blow,” explains Yuriy Korsunov, a veteran of the Russia-Ukraine war and Chair of the Council of the ‘Union of Veterans of the Special Operations Forces’.

The presentation of the case study is available via the link:

This practice has been included in the Ukraine Best Practice Guide, which we are developing as part of the Clusters4Regions project.

To be among the first to receive the full version of the Guide, please complete the short pre-registration form.

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Clusters4Regions is an initiative aimed at designing and implementing cluster programs in six regions of Ukraine (Vinnytsia, Volyn, Sumy, Odesa, Khmelnytskyi, and Ternopil regions). The initiative is implemented by the Ukrainian Cluster Alliance at the request of the Ministry of Economy, Environment and Agriculture of Ukraine, with the support of the Swiss-Ukrainian project “Ukraine`s Cohesion and Regional Development” UCORD, and is aligned with EU priorities, international donor frameworks, and Ukraine’s recovery agenda