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Route awakening

America's transit corridor through Armenia promises peace, but will it deliver?

August 15, 2025

5 min read

August 15, 2025

5 min read

Photo: Dreamstime.

On August 8, leaders from Azerbaijan, Armenia, and the United States met in Washington, where Nikol Pashinyan and Ilham Aliyev signed a joint declaration under Donald Trump’s patronage.

The agreement establishes the Trump Route for International Peace and Prosperity (TRIPP), granting the US exclusive 99-year development rights for a transit corridor through Armenia to connect Azerbaijan with its Nakhichevan exclave.

Under TRIPP, the US will sublease Armenian territory to a consortium for infrastructure development and management, operating under Armenian law. The planned corridor will eventually include railways, oil and gas pipelines, and fibre optic cables for transporting goods and people.

International media hailed the meeting as a “historic breakthrough” signalling a new peace era in the South Caucasus. But will this US-brokered agreement promote stability or spark new regional tensions?

Regional shifts

The Washington meeting signals a fundamental shift in South Caucasus geopolitics. For years, Russia and Iran have dominated regional influence. The corridor arrangement introduces international control with high risks of becoming a future flashpoint.

The corridor issue emerged from point 9 of the November 9, 2020 Artsakh settlement agreement, which referenced an ‘uninterrupted’ road between Azerbaijan’s eastern and western regions through Armenia’s Syunik region. Azerbaijan and Turkey interpreted this as the ‘Zangezour corridor’.

Iran’s red lines, Russia’s calculated ambiguity

Iran views any Syunik corridor—whether called ‘corridor’, ‘TRIPP’, or ‘route’—as an attempt at isolation and strengthening of the Turkish-Azerbaijani transport axis at Iranian expense. This poses economic, political, and military threats to Tehran.

Iranian officials responded with immediate threats. Foreign Minister Abbas Araghchi reiterated Iran’s rejection of any international border changes. Former Foreign Minister Ali Akbar Velayati, advisor to Iran’s Supreme Leader, declared: “Iran will block the American corridor to the Caucasus, with or without Russia.”

Most ominously, Revolutionary Guards General Yadulla Javani warned Azerbaijan and Armenia: “We are ready to repeat the fate of Ukraine for you.” A top advisor to Supreme Leader Khamenei emphasized on X: “The Islamic Republic will not tolerate policies or plans that lead to the closing of the Iran-Armenia border.”

Russia’s response proves more ambiguous than Iran’s. Foreign Ministry spokeswoman Maria Zakharova welcomed the Washington agreements while noting that “tripartite agreements with Moscow’s participation are still in force.”

Russia may pursue behind-the-scenes diplomacy with Turkey, as it has previously. While less determined than Iran currently, Moscow doesn’t want to lose its Syunik foothold. However, Russia might accept the arrangement in exchange for concessions elsewhere, particularly regarding Ukraine.

Turkey’s strategic victory

Turkish President Recep Tayyip Erdoğan called the Washington Agreement a historic step toward lasting South Caucasus peace. Turkey emerges as the clear winner, gaining the most beneficial regional connection to Azerbaijan and Central Asia while bypassing Iran.

This effectively entrenches Erdogan’s Pan-Turanian vision.

Turkey could also persuade Russia not to obstruct the process by allowing Russian economic and energy interests to flow through Turkey into Europe.

Armenia’s sovereignty concerns

The Washington agreements ignore the release of Armenian prisoners of war in Azerbaijan and the rights of ethnically cleansed Karabakh Armenians. Instead, they largely accommodate Baku’s demands, including Armenian constitutional revision and Minsk Group dissolution—the sole international forum still addressing the conflict.

European Parliament members emphasised the need to resolve Armenian prisoner issues, displaced Karabagh Armenian problems, and complete Azerbaijani withdrawal from Armenian territory.

Armenian opposition views the agreements as undermining state and national interests while striking a blow to sovereignty. They argue these accords create new security challenges, disrupt regional military-political balance, threaten territorial integrity, and question Armenian statehood.

Conversely, Armenian authorities claim the declaration preserves territorial integrity, sovereignty, jurisdiction, and reciprocity principles. Prime Minister Pashinyan emphasized that future solutions must remain within sovereignty, territorial integrity, and jurisdiction frameworks with reciprocity principles.

American expert Scepticism

While Armenian authorities present the Washington Declaration euphorically, American experts see hidden dangers and view it as unwanted US Caucasus interference.

Former State Department advisor James W. Carden believes Trump pursues this for Nobel Prize consideration, but Iran’s reactions suggest the agreement promotes conflict rather than peace. Carden warns that pushing Armenia and Azerbaijan toward NATO membership would cross Iranian and Russian red lines. “If Pashinyan tries to lead Armenia to NATO, a terrible regional war will take place,” with pro-Western forces clashing against Russia and Iran, potentially repeating Ukraine or Syria scenarios.

Columbia University professor Jeffrey Sachs considers the US South Caucasus actions destabilising and extremely dangerous. “Don’t believe that the United States, especially under Donald Trump, will somehow save you from your neighbors. They will get you into serious troubles. The USA is not interested in the South Caucasus at all, it plays other games.”

Domestic political calculations

Armenian experts believe the US-brokered document serves Pashinyan’s domestic political needs ahead of expected 2026 parliamentary elections. Pashinyan requires any agreement he can ‘sell’ to Armenian voters as a peace treaty or peace guarantee.

However, most Armenians remain skeptical about lasting peace prospects. Recent ARAR Foundation polling shows approximately 65 per cent of Armenians don’t believe stable, lasting peace can be achieved through negotiations with Azerbaijan. Only 34 per cent consider peace achievable.

The question remains whether this Washington-brokered arrangement will deliver the promised peace or become another source of regional instability in the volatile South Caucasus.

Photo: Dreamstime.

Anna Vardanyan

Anna Vardanyan

Anna Vardanyan is an Armenian policy analyst and researcher.

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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.