Igor Starkov (MBAE’05)
CEO
What inspired you to create Teleworker AI?
After exiting my previous startup to Siemens, I realized there was a major gap in how the industry was utilizing digital twins of buildings. We had built incredibly rich datasets, but they were not being used to their full potential. The data existed - yet it was underleveraged by humans in day-to-day operations.
That led me to a simple insight: robots could use these digital twins far more effectively than people. More importantly, robots trained on real-world “world models” derived from live building data would outperform systems trained purely on synthetic environments, which much of the industry is currently focused on.
At the same time, I realized I’m more motivated by building new companies than operating inside a large corporation, where innovation can be constrained by structure and scale. So I decided to start Teleworker AI - to bridge digital twins and physical robotics in a way that unlocks the full value of building data.
Remote robots and mixed reality are new for many industries and your team pioneered Facility Digital Twins, how did that experience shape the vision for Teleworker AI? How do you convince companies to adopt these solutions alongside humans?
Humans wearing AR glasses begin to resemble robots in one important way - they can see digital information layered directly over physical objects. That convergence made me realize the opportunity wasn’t AR or robotics alone, but the combination of both. So we decided to merge AR and autonomous robots into a single, coordinated system - one where digital twins guide machines and humans simultaneously in the physical world.
We also believe robots are not here to replace people entirely - they are here to augment them. Certain repetitive or low-value roles will inevitably disappear, but new, higher-skill roles will emerge. Overall productivity increases, safety improves, and human attention can shift toward judgment and decision-making rather than routine execution. That philosophy is exactly why our clients adopt our solution.
Many companies struggle to fill local positions while potential workers elsewhere can’t find jobs. How does Teleworker AI help bridge that gap?
One of the core reasons for creating Teleworker was to decouple physical work from the physical presence of an individual. The name itself reflects that vision - Teleworker means remote worker. Our goal is to make location irrelevant to the ability to perform meaningful, physical tasks.
I envision a future where someone can operate, inspect, diagnose, or intervene anywhere in the world through our technology. White-collar professionals already enjoy the privilege of working remotely through the internet. We intend to bring that same flexibility and opportunity to blue-collar workers - enabling them to perform physical-world tasks without being physically on site.
What’s the next big milestone for Teleworker AI, and how do you see remote and autonomous robots shaping the future of work?
AI is advancing at such a rapid pace that predicting what will happen even a few months from now is increasingly difficult. We operate on weekly milestones because the landscape shifts constantly. I don’t believe progress will come from one dramatic breakthrough, but from a rapid sequence of smaller milestones that compound into something transformative
After decades in tech and construction innovation, what keeps you motivated to solve these complex challenges?
Innovation is energizing - especially when the market validates it. There’s something uniquely rewarding about building technology that solves real problems and is genuinely adopted by customers. This industry creates tangible value in the physical world - it’s not financial engineering or abstract speculation, but practical impact.
What led you to GAIN? What has been the highlight of your experience working with GAIN investors? How has GAIN influenced your alumni experience?
As a Georgetown University alumnus, I thought it would be meaningful to receive funding from GAIN. I stay actively connected with my alumni network, and I value that community. Over time, I also hope the University itself becomes a client - just as many other universities have already adopted our solution.
As this is being sent to other Hoyas, can you please share with us a little about your time at Georgetown and how it helped shape you as a founder/start-up operator?
I earned my Executive MBA in 2005, and over the past twenty years I’ve looked back on that period with great appreciation - especially the people I studied alongside. I was already a two-time founder when I joined the program, but the experience helped me structure my practical, street-tested instincts and complement them with a more rigorous, analytical foundation.
If you could give a piece of advice to a Hoyapreneur or aspiring Hoyapreneur, what would it be?
Don’t concentrate all your efforts in a single bet. Move quickly, experiment often, and pursue multiple paths in parallel. By simple probability, some of them will succeed - and speed increases the number of meaningful attempts you can make.