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Baku is no friend of Kyiv

Azerbaijan is the last place Ukraine should look for allies

July 9, 2025

7 min read

July 9, 2025

7 min read

Photo: Dreamstime.

Last week, two ethnic Azeri brothers—Huseyn Safarov (60) and Ziyaddin Safarov (55)—were rounded up alongside 50 of their fellow compatriots in Yekaterinburg and eventually tortured to death by the Russian Federal Security Service (FSB) as part of an apparent counterterrorism operation dating back to 2001.

It is worth noting that this Kremlin-led provocation came on the heels of a Russian surface-to-air Pantsir-S missile downing Azerbaijan Airlines Flight 8243 near Aktau in Southwestern Kazakhstan seven months ago and Vladimir Putin’s subsequent refusal to admit any wrongdoing by his paranoid military forces or even offer the victims’ families blood money.

Rather than giving diplomacy a chance and being met with signature Kremlin obfuscation once again, Azerbaijan’s President Ilham Aliyev took matters into his own hands this time around and had local authorities raid the Baku bureau of Russian propaganda news agency Sputnik, following which seven executives were arrested on fraud, espionage and money-laundering charges.

A further eight Russian ‘IT specialists’ based in the Azeri capital were detained for their involvement in cybercrime activity and drug-running. Meanwhile, Azerbaijan’s Ministry of Culture scrapped all scheduled Russian concerts, exhibitions and privately-held events in retaliation for what Aliyev described as, “targeted extrajudicial killings on the basis of nationality” by Moscow.

No Ukrainian flags in Baku

To his credit, Ukrainian leader Volodymyr Zelenskywasted no time in reaching out to his Azeri counterpart and expressing solidarity with yet another post-Soviet republic Putin is bent on cutting down to size.

That said, whether Russia’s strained ties with Azerbaijan will translate into the latter throwing its weight behind Ukraine is anyone’s guess. After all, there was no such knee jerk reaction from Aliyev when the Azeri plane crash occurred and killed 38 passengers—not to mention the three conditions he put forward that were essentially ignored by Putin.

Unlike neighbouring Tbilisi, for instance, one would be hard-pressed to find any Ukrainian flags or anti-Russia graffiti in the streets of Baku no matter how much tensions with Moscow escalate.

Lacking popular legitimacy, Aliyev does not want other causes or movements to overshadow the deity-like reverence he commands from the oppressed Azeri masses. This is precisely why the like-minded Gulf Arab sheikhs outlaw pro-Palestine demonstrations and activism in their personal fiefdoms, notwithstanding domestic outrage at Israel’s continued bombardment of Gaza and the West Bank.

The fact that Azerbaijan’s land borders have remained all but closed since the onset of the coronavirus pandemic is a deliberate effort by its ruling clan to keep the Caspian petrostate from becoming a safe haven for exiled Russian and Iranian regime critics.

Fear of emboldening Azeris

From Baku’s standpoint, any state-endorsed support for Ukraine—whose territorial integrity and right to self-determination was violated by an imperial aggressor—risks backfiring.

For starters, ordinary Azeris may likewise feel emboldened to demand civil liberties, independent media, fair elections, government transparency and other basic democratic norms that are anathema to the Aliyev dynasty.

The 2025 Reporters Without Borders (RSF)index for press freedom ranks Azerbaijan 167th out of 180 countries—lower than Belarus, Cuba, Venezuela and Saudi Arabia.

Worse still, taking a more assertive stance with respect to the Russo-Ukrainian crisis, however principled, could thrust Azerbaijan’s flagrant human rights atrocities and untold war crimes during the 2020 Nagorno-Karabakh conflict back into focus.

These include ethnically cleansing no less than 100,000 indigenous Armenians from the captured enclave, the systematic erasure of its Orthodox Christian heritage and the ill-treatment of Armenian prisoners of war.

When it comes to foreign policy considerations and goals, Baku’s apathy vis-à-vis closer European integration and limited access to US financial assistance under Section 907 of the Freedom Support Act means it is under no real external pressure or duress to side with Kyiv.

Needless to say, Azerbaijan is not pursuing EU candidacy, an association agreement with Brussels or even visa-free entry to the Schengen Area. Instead, it prefers to maintain a purely transactional, no-nonsense partnership with Europe underpinned by the steady supply of cheap energy via the Southern Gas Corridor (SCG) and Trans-Adriatic Pipeline (TAP)as an alternative to Russian hydrocarbons.

Bullying France

The Azeri government’s attempts at extricating ideological differences from their cooperation with the EU and the West writ large have, however, not always proven successful.

As a means of settling scores with France over its arms sales to Armenia, Baku has sought to whip up anti-colonial sentiment in French overseas dependencies—namely New Caledonia, Mayotte and Guadeloupe—via so-called ‘information warfare’.

In terms of negative PR, Aliyev wrought further reputational damage upon himself and his country in Western corridors of power by condemning Czechia-based Azeri PhD candidate Bahruz Samadov to a 15-year prison sentence for alleged ‘high treason’, having jailed LSE academic Dr Gubad Ibadoghlu in July 2023 on similar grounds.

Whereas the previous Joe Biden administration was much more vocal about Azerbaijan’s warped conflation of anti-establishment journalists with fifth column saboteurs and its army’s lawless conduct amid the ‘liberation’ of Nagrono-Karabakh, the current Secretary of State Marco Rubiois facing growing calls from Republicans and Democrats alike to withhold military aid to the South Caucasus nation.

Nonetheless, of far greater concern to Aliyev is Azerbaijan’s standing and perception across the Global South—particularly among the BRICS member states and partners.

Fair game

Despite the theatrical tit-for-tat he and Putin are engaged in to prove a point to their respective audiences, Aliyev cannot afford to burn bridges entirely with Russia.

Given that tensions between Baku and Tehran have not fully subsided and, if anything, somewhat resurfaced as a result of the recent Iran-Israel conflagration, it would be suicidal for Aliyev to make an enemy out of two regional heavyweights and find himself on the receiving end of a Russo-Iranian pincer movement.

Beyond the comprehensive strategic partnership Russia and Iran ratified earlier this year, both parties are seeking payback for what they believe to be a Turkish-orchestrated coup that toppled Syria’s House of Assadlast December. Aliyev, in that regard and by virtue of his proximity to Türkiye’s Islamist strongman Recep Tayyip Erdoğan, is certainly fair game.

Out of hubris, stupidity and sheer contempt for public opinion, Aliyev has made plain the literal daylight robbery he and his immediate relatives were able to get away with by siphoning off Azerbaijan’s national wealth to financial hubs abroad.

The notion that resource-poor Armenia has a higher GDP per capita than gas-rich Azerbaijan speaks volumes about the scale of corruption and economic mismanagement taking place under Aliyev’s watch. A 2021 OCCRP report alleged that Azerbaijan’s first family and their close associates own roughly 700 million US dollars worth of real estate in London alone while Aliyev’s children have snapped up luxury properties amounting to at least 75 million US dollars in Dubai and a 35 million US dollars mansion on the outskirts of Moscow.

Just as allowing women to wear mini-skirts, letting alcohol flow freely and embracing religious pluralism in a Muslim-majority country did little to shield the despotic late Shah of Iran from his day of reckoning or disgraced Syrian dictator Bashar al-Assad for that matter, both the Kremlin and the Islamic Republic could, if pushed, tap into the legitimate grievances of Azeri commoners outside the urban centres who have been short-changed by a greedy, unelected tyrant.

As though incurring the wrath of Moscow and Tehran is not a grave enough threat to Aliyev’s self-preservation, he has managed to alienate another emerging player on the international arena, India, by openly backing its arch-foe Pakistan in the latest conflictbetween the two nuclear-armed South Asian nations.

No friend of Ukraine

To some extent, hosting the latest Economic Cooperation Organisation (ECO) summit in Khankendi (or Stepanakert) was a shabby ploy by Baku to legitimise Nagorno-Karabakh as undisputed Azeri land in the eyes of Türkiye, Pakistan and the smaller, impoverished -stans just as the Kremlin got its puppet allies in Ba’athist Syria and North Korea to officially recognise the Donetsk (DPR) and Luhansk (LPR) People’s Republics in 2022.

As a revanchist police state with no regard for the welfare of its citizens and devoid of any checks and balances to hold its top brass accountable, Azerbaijan is one of the last countries on earth Ukraine should ever look to align itself with.

It would be extremely premature to consider Aliyev and his inner circle elite well-wishers of the Ukrainian people in their ongoing fight for democracy and sovereignty.

Photo: Dreamstime.

Saahil Menon

Saahil Menon

Saahil Menon is an investment analyst.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.