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Passing through

The EU must embrace the South Caucasus corridor

October 1, 2025

6 min read

October 1, 2025

6 min read

Photo: Dreamstime.

Europe’s liberalising project is under threat from both Russian military aggression and US hostility. Fortunately, it seems the EU’s High Representative, Kaja Kallas, understands this new geopolitical landscape and is shoring up the bloc’s power and influence on its eastern front with Ukraine crucial to building a drone wall against Russia’s hybrid warfare.

But what of the EU’s strategically important southeastern neighbourhood?

Kallas’s decision to visit Azerbaijan earlier this year, but not neighbouring Armenia, drew furious criticism but this was not intended at a slight against Armenian sensibilities. Instead, it simply acknowledged the hard-nosed geopolitical requirements of today’s Cold War and US withdrawal from leadership of the democratic world.

Kallas praised Baku for its support for the EU’s energy security. Azerbaijan and Norway have stepped in to supplant Russian energy which dominated European supplies until the beginning of the 2022 full-scale war. Trump in turn seeks to replace Russian with US LNG supplies.

Willing, but waiting

The EU is supporting as best it can Armenia’s desire to leave Russia’s sphere of influence. But it takes two to tango— Armenia cannot join Ukraine and Moldova in the queue to join the EU until it leaves Vladimir Putin’s pet project, the Eurasian Economic Union (EAEU), the Russian-led five-nation copycat economic and customs union.

The EU has long prided itself in being a supporter of democracy and liberal values, but this must be reconciled against hard-nosed geopolitics. The EU has clearly had no luck in Belarus which has been ruled by an authoritarian regime for three decades, Serbia and Georgia are backsliding into authoritarianism and Russia’s orbit, while Türkiye has long ago given up on achieving EU membership. Only Ukraine and Moldova have EU candidate status, with possibly Armenia joining the queue.

The Trump route

The EU should build on August’s peace agreement by investing in, and taking a more direct involvement in, the Zangezur Corridor, or as it has been renamed in the White House, the Trump Route for International Peace and Prosperity (TRIPP). TRIPP traverses the Armenian province of Syunik for 43 kilometres from the Azerbaijani city of Agbend to the Azerbaijani province of Nakhichevan.

The US is to sublease land to a consortium for infrastructure development and management. Nine companies, three of which are American, have expressed an interest in developing infrastructure on the TRIPP.

TRIPP will expand rail, communications, oil and gas pipelines, and digital infrastructure for the region as a whole. Armenia and Azerbaijan ‘stand to be liberated geopolitically from effective control by Russia’. Instead of a South-North direction, trade, energy and links will increasingly be based on an east-west axis from Central Asia through the South Caucasus to Türkiye and Europe, reviving the old Silk Road.

Out with the old

Greater US influence in the South Caucasus comes at the expense of Russia and Iran. Russia’s influence was in decline after Armenia, its long-term loyal ally, was defeated in the Second Karabakh War in 2020. Azerbaijan managed to persuade Armenia to agree to close the Minsk OSCE Group which had long ago lost its purpose, which further reduced the influence of Russia.

Since the Second Karabakh War, Russia’s ally in Syria—Bashar al-Assad—has been overthrown, Iran’s network of proxies has been destroyed, and Iran has become severely weakened after Israeli and US attacks on its military. Iran, a regime with deeply entrenched anti-Americanism, is weary at the growth of US influence in the South Caucasus because it can no longer play the role of regional power broker. In fact, it was inevitable that Armenia’s pivot away from Russia towards Europe and its peace agreement with Azerbaijan would mean the end of Iranian influence even before TRIPP was signed.

US involvement was crucial in convincing Armenia to moderate its stance on the Zangezur Corridor. Armenia had become distrustful of Russia after Yerevan felt ‘betrayed’ by Russian passivity in its 2020 and 2023 wars with Azerbaijan. Nevertheless, Armenia will have to leave the Collective Treaty Organization (CSTO)—the Russian dominated six-nation copycat version of NATO—as TRIPP is installed to prevent a Russian-US clash on the ground.

Dividends all round

For Azerbaijan the benefits are multifaceted. Travelling from Azerbaijan to Nakhichevan will no longer be mainly by the costly air route. Azerbaijan will become a transportation hub.

TRIPP will assist in economically developing the poor regions of south-west Azerbaijan, Armenian province of Syunik and eastern Türkiye.

For China, TRIPP means rethinking the Belt and Road Initiative, or fundamentally redesigning it to fit the new realities. TRIPP creates a Middle Corridor from China-Central Asia-South-Caucasus-Türkiye-Europe.

For Central Asian states the befits are three-fold. Firstly, integration of the Turkic world. Secondly, increased trade to Europe that bypasses Russia. Thirdly, greater manoeuvrability and autonomy from China.

Balance of power

Both countries—Azerbaijan and Armenia—are deserving of the EU’s attention and investment. They have succeeded in resolving the most intractable and bloody conflict that shook the disintegrating Soviet Union. Today, the EU should build on the normalisation of their relations which will play a positive influence on neighbouring Georgia and Iran. In the case of Armenia, this would support its drive to rejoin Europe and in the case of Azerbaijan, strengthen its leading position in the Turkic and Non-Aligned worlds.

Armenia and Azerbaijan both seek greater European support and involvement in the South Caucasus.

The pro-Western leaders of Armenia led by Prime Minister Nikol Pashinyan wish to one day join the EU. Azerbaijan has never expressed this intention but has shown its independence from Russia by not joining the EAEU and CSTO while maintaining an independent, pro-Western foreign policy. It has built its economy in partnership with its largest foreign investor, the UK, to become a reliable supplier of energy to its largest customer, the EU.

However, the EU needs to be more balanced in its treatment of Armenia and Azerbaijan. The EU’s monitoring mission along Armenia’s border infuriated the Azerbaijanis and with the signing of a peace agreement is now (together with the Minsk OSCE Group) de facto defunct.

Putin’s illegal full-scale invasion of Ukraine changed Europe’s geopolitical neighbourhood. Many countries and intergovernmental organisations began to support their extrication from energy dependency on Russia. The EU needs reliable supplies of alternative energy and multi-decade engagement with reliable international partners in the South Caucasus such as Azerbaijan and Armenia. Hopefully, Georgia will soon join them.

Photo: Dreamstime.

Taras Kuzio

Taras Kuzio

Dr Taras Kuzio is a professor of political science at the National University of Kyiv Mohyla Academy.

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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.