Sofiia Sakalosh, Regional Digitalisation Project Manager, EGAP (Swiss-Ukrainian E-Governance for Accountability and Participation), Ukraine

1) What does public service mean to you? Can you share more about your role in the public sector?

For me, working in the public sector is about the opportunity to create changes that have a real impact on people’s lives.

I have always been drawn to values-driven projects and the idea of working on issues and needs that truly matter to society. That is why I consciously chose the field of digital development and e-democracy. 

Currently, I work as a Regional Digitalisation Projects Manager within EGAP Program, implemented by East Europe Foundation with the support of Switzerland.

EGAP Program was launched in Ukraine in 2015, at a very important moment for the country, when public demand for transparency, government accountability and citizen participation in decision-making was particularly strong. 

Together with team, we support communities across nine regions of Ukraine in implementing digital tools and services. Our goal is to make interaction between citizens and local authorities easier, clearer and more accessible for every resident. 

An important part of my work involves constant communication with communities and regular visits to the regions.

I have been working within EGAP Program for nearly seven years, and during this time I have had the opportunity to witness real transformation in communities: they are becoming more open, modern, comfortable and people-centred. These tangible changes are what motivate me most to continue working in this field. 

I have worked in the civic sector since 2015, and I strongly believe that the synergy between civil society, international partners and public authorities is one of the key reasons for Ukraine’s resilience.

Even during the full-scale war, we are not only responding to challenges but also continuing to develop digital solutions and build more effective institutions and communities. 

Today, EGAP Program is operating within a completely new reality shaped by the full-scale invasion, where digital services and access to public services are no longer just a matter of convenience, but often a matter of safety, resilience and the ability of communities to function during times of crisis. 

2) Tell us about a project you championed. What impact did it have on the community?

One of the projects I have worked on over the past few years, and one that is particularly meaningful to me, is the SVOI Platform.

In 2021, I started coordinating its implementation, and at that time, it was primarily a chatbot designed to support communication between local self-government authorities and community residents.

Over time, this idea evolved into a fully-fledged ecosystem of digital tools, which today connects more than 600 communities across Ukraine and includes five digital services. 

For me, the value of this project lies in the fact that it helps communities — regardless of their size or resources — build effective communication with residents.

This can be a small rural community or a large regional centre.

Through the platform, communities can quickly create modern websites for the community or local administrative service centres, inform residents about services, events and important decisions, arrange appointments, process requests and provide consultations online. 

This project became especially important after the start of the full-scale invasion.

During the first weeks of the war, the SVOI chatbot and push notification system helped communities rapidly inform residents about threats and other critical updates.

At that moment, digital tools stopped being merely convenient services — they became an essential channel for rapid communication. 

Another important aspect is the accessibility of such solutions for communities. Because of the war, many communities have limited resources, especially human resources.

That is why having access to a ready-made solution that is already 70–80 per cent adapted and requires only minimal customisation significantly simplifies their work.

For many communities, this is an opportunity to quickly launch a modern, user-friendly and functional digital service without large budgets or dedicated IT teams. 

Personally, this project also became proof for me that even the most ambitious ideas can become reality when there is a strong team, support of my Team Lead, and a shared understanding of the value of what you are doing.

Sometimes the biggest changes begin with a fairly simple idea — the most important thing is not to be afraid to bring it to life. 

3) As a young professional, how has your unique background or perspective allowed you to identify a solution that others in your organisation might have overlooked?

I believe that with each new generation, it becomes increasingly clear that there are no limits to what is possible.

Things that only a few years ago seemed complicated, unclear or even impossible are now a completely natural part of everyday work for young professionals. This is especially visible in the field of digital transformation. 

In my case, an important role has been played by the combination of several factors: experience in the civic sector, an educational background in international relations and public administration, as well as many years of working with digital tools and e-democracy.

This allows me to look at projects not only from the perspective of processes or technology, but also through the lens of people’s needs, communication and real user experience. 

I think this is often what helps to identify solutions that may be overlooked in more traditional approaches.

For example, in digital projects we often focus on functionality or technical aspects, while in reality the decisive factor for success is simplicity, clarity and people’s trust in the service. If a person does not understand how to use a tool, even the best technology will not work effectively. 

Overall, I am convinced that strong communication is one of the key conditions for successful change.

Even if a ready-made solution does not yet exist, it does not mean it cannot be created. The best results emerge when there is teamwork, openness to new ideas, collaboration with experts and a willingness to continuously look for better approaches.

4) What is your personal strategy for maintaining your creative energy when faced with bureaucracy?

For me, the key to maintaining creativity and energy in times of constant change is the ability to keep sight of the final outcome and stay focused on it, even when the process itself is difficult or slow.

Change almost always creates resistance because it pushes people beyond what feels familiar, so it is important not only to implement solutions but also to help people understand their value and practical benefits. 

I always try to work not only with the tools themselves, but also with the people implementing them — building a shared understanding of why they matter and what results they can achieve.

For example, an online appointment tool allows people to choose a convenient time and access a service in just a few clicks, without queues.

However, at the community level, this often requires changing long-established habits, as people are used to visiting institutions in person and resolving everything immediately, which in turn creates queues and a significant workload for staff.

That is why building a culture of appointment-based services requires time, explanation and consistency. 

At the same time, once this change takes place, everyone benefits: residents are able to plan their time more effectively, while employees receive a more manageable and predictable flow of requests.

These are exactly the kinds of results that give me the energy to keep moving forward, even when progress is not immediate. 

What motivates me most is an internal belief that change is possible, and the ability to imagine the ideal picture — what convenient, simple and effective interaction between people and the state should look like.

And even if something does not work the first time, that is never a reason to stop.

I believe it’s important not to give up if something doesn’t work out the first time: if Plan A fails, there are always other options that can lead to a solution. 

5) If you had just one area to invest in to accelerate transformation in the public sector (regulation, technology, talent, etc.), which one would you choose and why?

Without hesitation, I would choose investing in people, first and foremost in those who directly initiate and implement change.

No technology, and not even the most carefully designed legislation, can function on its own without people who understand how and why to apply it. 

The key lies in developing change leaders: strengthening their expertise, skills, systemic thinking, and ability to make decisions in complex environments.

It is important not only to teach new competencies, but also to reinforce each person’s strengths — this is what creates the foundation for sustainable transformation. 

Technology is undoubtedly critical, but it always remains a tool.

The speed of digital solutions cannot compensate for the lack of well-prepared people who are able to implement, adapt and scale them effectively. 

This is particularly evident in times of war: allocating resources or creating a new digital tool could be significantly easier than preparing a person who can competently and responsibly lead digital transformation in a community or organisation.

That is why investment in human capital delivers the most long-term and sustainable impact. 

6) What is your greatest ambition as you grow in your public service career?

I do not measure success by job titles. For me, what matters more is the real impact of the work I am involved in — first and foremost, whether life in communities becomes easier, and whether digital services genuinely remove barriers rather than create new ones. 

My ambition is for every community in Ukraine to have accessible, clear and user-friendly digital services that help people save time, access public services without unnecessary complexity, and have greater influence over local decision-making. 

In a broader sense, I see Ukraine as a country of technology and strong people who are able to turn complex systems into simple, useful solutions — solutions that can serve as a model role and work not only within the country, but also beyond it. 

And it is precisely in building such a country that I want to be involved — through my daily work with communities, digital tools and the people who implement these changes. 

7) What is a “universal value” that connects everyone in your department – from interns to directors – and how do you use that to drive collaboration?

I am inspired by the mission of East Europe Foundation, which implements EGAP Program — to help Ukraine become an innovative, forward-looking state where people have the opportunity to realise their potential and influence public decision-making.

It is important for me to be part of a team that works every day to make the country better: better today than yesterday, and better tomorrow than today. 

I share the EGAP approach to change: building a transparent state, where services work for people, and where everyone has the opportunity to develop their talents and capabilities.

This is why I am motivated by working with communities and digital tools — because behind every service there are real people and real-life situations. 

When we implement new solutions, I always think about how exactly they can make someone’s life easier: making interaction with the state simpler, more convenient and more human-centred.

For me, this is not just about projects or technology — it is about a tangible positive impact on everyday life and about co-creating a country where people genuinely want to live. 

8) What is the best piece of advice you’ve got for the next generation of public servants?

If you see an area that needs change, do not wait for the perfect moment — take action whenever an opportunity arises. At first, it may seem difficult or even unrealistic, but consistent effort is what leads to real results. 

It is important not to be afraid to start with small projects and tasks and gradually take on more responsibility. Big changes are always made up of small but systematic steps. 

Try to identify early on the field that interests you and start developing in it while still studying: take part in internships, join international programmes, attend summer schools, and continuously expand your experience and expertise. 

Most importantly, invest in your own development both as a professional and as a personal brand, and choose environments where you feel you can make things better and truly contribute value. 

9) What is a myth you wish to debunk about young public servants?

Sometimes, young professionals in the public sector are underestimated, based on the assumption that only experience provides an advantage.

At the same time, it is often young public servants who bring a different perspective — they see problems differently, spot non-obvious solutions more quickly, and are able to propose alternative approaches. 

When I started working in digitalisation, I also encountered stereotypes related to age and experience.

However, high levels of engagement, rapid development of expertise, and a strong focus on results helped me, within just a few months, shift the perceptions of even more experienced colleagues. 

That is why it is important to remember: young people in a team are not a risk, but a strength.

When their potential is properly unlocked, they bring speed, flexibility, and fresh solutions that make teams stronger.

10) Write a letter to your future self in 2035. Please keep it within 200 words.

Sofiia, you are fortunate to live in a time of a prosperous and peaceful Ukraine, where technological development and a strong economy are creating new opportunities for people and communities. 

I know that you have already done a great deal to ensure that communities adopt digital services and that people’s lives become more convenient and accessible. 

If challenges arise along your path, look back and remember: just 10 years ago, much of what is now taken for granted seemed out of reach. This is a useful reference point that helps you maintain faith in continuous progress. 

Dreams truly become reality when you take at least one step in the right direction every day.

In 2026, I look forward with optimism and believe that much of what once seemed difficult or almost impossible has already become a reality thanks to your work and the efforts of the team that supports and drives these changes. 

The story was made possible due a partnership with the Global GovTech Centre (GGTC) Kyiv.