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Economy in focus: Armenia

Can Yerevan diversify its sources of foreign investment?

October 24, 2024

6 min read

October 24, 2024

6 min read

Despite being landlocked and facing numerous geopolitical challenges, including historical conflicts and the recent, seemingly permanent loss of Nagorno-Karabakh, Armenia’s economy has seen a remarkable rate of growth over the past decade. 

While the IT sector has been the standout performer, Armenia has also made strides in other areas. Mining remains central, but services, tourism, and agriculture also play significant roles in the country’s economic growth. 

In the medium-term, however, vulnerabilities remain, particularly in light of shifting regional dynamics and continued dependence on Russia.

In 2010, Armenia’s GDP stood at around nine billion US dollars, increasing to 15 billion US dollars by 2022. The country’s GDP growth averaged four-six per cent per year during this period, with the economy expanding by an enormously impressive 12.6 per cent in 2022 alone. The World Bank forecasts growth of 5.5 per cent in 2024. 

 This strong performance came in the face of regional instability and the aftermath of the Covid-19 pandemic, underscoring Armenia’s underlying economic resilience. 

Exports have played a crucial role in this growth, particularly in the mining sector. Armenia is rich in copper, molybdenum, and other valuable minerals, which make up a substantial share of its exports. Copper alone accounts for roughly 20-25 per cent of the country’s total exports.  

The rise of Armenia’s IT sector 

One of the most promising developments in Armenia’s economy has been the rapid expansion of its IT sector. Over the past decade, the industry has grown at a rate of 20-25 per cent annually, and today it contributes around seven per cent to GDP. The IT sector is on track to reach a share of 15 per cent by 2030, according to government estimates. 

Exports of IT services reached 675.5 million US dollars in 2022, up from 323.3 million US dollars in 2022, according to Emerging Europe’s latest Future of IT report. 

This growth is the result of deliberate policy choices aimed at encouraging innovation. Tax incentives, investment in education, and government support for startups have turned Armenia into a regional hub for technology.  

Yerevan, in particular, has become home to a vibrant tech ecosystem, attracting both local entrepreneurs and international companies. Firms like Synopsys, VMware, and the homegrown PicsArt have become emblematic of Armenia’s growing reputation in software development, artificial intelligence, and telecommunications. 

An influx of Russian IT professionals following their country’s invasion of Ukraine has provided an additional boost. Thousands of highly skilled workers, fleeing sanctions and economic instability in Russia, have moved to Armenia, bringing with them expertise and capital. This has injected fresh energy into the country’s IT sector, reinforcing its development. 

Broader economic diversification 

Tourism is an increasingly important contributor to the economy. In 2022, the sector grew by 30 per cent as international visitors returned post-pandemic.  

Armenia’s rich cultural heritage, historic sites, and picturesque landscapes have made it a growing destination for tourists from Europe, Russia, and the Middle East. In 2023, tourism generated close to one billion US dollars, providing a critical source of income for the economy and bolstering regional development. 

Agriculture, while shrinking in terms of its share of GDP, still employs around one-third of the population. The government has undertaken efforts to modernise farming practices, improve irrigation, and boost productivity.  

However, outdated infrastructure and the effects of climate change continue to limit potential growth in this sector. 

Geopolitical and economic challenges 

Armenia’s geopolitical situation continues to cast a shadow over its economic prospects. The 2020 war with Azerbaijan over Nagorno-Karabakh dealt a serious blow to the country, resulting in territorial losses that have affected national morale and strained the political system.  

In 2023, the situation escalated again, leading to the full loss of Armenian control over Nagorno-Karabakh (internationally recognised as Azeri territory but controlled by Armenia since the 1990s), which further complicated the political landscape. Armenia has also needed to absorb tens of thousands of refugees fleeing the Azeri takeover of the territory.

Despite widespread protests against his handling of the conflict, Prime Minister Nikol Pashinyan remains in office. The next parliamentary elections are expected to be held in 2026 

The Nagorno-Karabakh conflict has shifted Armenia’s foreign policy focus, as the country looks to reduce its dependence on Russia and explore new partnerships. Long viewed as guarantor of its security, Russia failed to assist Armenia over Nagorno-Karabakh.  

Despite this, Russia remains Armenia’s largest trading partner, accounting for around 25 per cent of foreign direct investment and more than 40 per cent of its imports. The close economic relationship with Russia is also reflected in Armenia’s ongoing membership in the Eurasian Economic Union (EEU), which ties it to the Russian-led economic bloc. 

Trade turnover between Armenia and its fellow member states in the EEU grew 7.3 per cent in January-August of this year, Armenian Deputy Minister of Economy Arman Khojoyan said last month. 

The sanctions imposed on Russia following its invasion of Ukraine have had mixed effects on Armenia. On the one hand, the influx of Russian businesses and professionals has provided a boost to the local economy. On the other hand, the reliance on Russian imports, particularly energy, makes Armenia vulnerable to external shocks. The country imports over 80 per cent of its gas from Russia, making it susceptible to fluctuations in the geopolitical landscape. 

Closed borders with Turkey and Azerbaijan further exacerbate Armenia’s economic isolation. This limits access to markets and raises transportation costs for exporters, reducing competitiveness. Armenia’s trade routes are currently restricted to Georgia and Iran, both of which have their own geopolitical and economic challenges. 

Foreign investment 

Foreign direct investment (FDI) is essential for Armenia’s continued growth and modernisation. The country has made some progress in attracting investment, particularly in sectors like telecommunications, mining, and IT. Russian investment remains dominant, but Armenia has been gradually diversifying its sources of capital. 

In 2023, Armenia received around 700 million US dollars in FDI, up from 500 million US dollars a decade earlier. However, these levels are not sufficient to sustain long-term growth. If Armenia wants to continue its development, it will need to attract more investment, particularly from Europe, the United States, and the Middle East. 

The government has implemented a number of reforms aimed at improving the business environment. Anti-corruption measures, simplification of bureaucratic procedures, and improvements in transparency have helped make Armenia more attractive to foreign investors. However, more needs to be done, particularly in strengthening the judiciary and ensuring the protection of property rights. 

There is considerable potential for future investment in sectors like renewable energy, tourism, and fintech. Armenia has already begun exploring renewable energy options, particularly solar power, to reduce its dependence on Russian energy imports.  

Tourism, with its potential for growth in both international and domestic markets, remains an area ripe for further development. Fintech, an emerging industry in Armenia, also holds promise as the country continues to boost its IT sector. 

Ultimately, Armenia’s ability to diversify its sources of foreign investment will be key to its long-term wellbeing, alongside the modernisation of key sectors such as agriculture and energy. Reducing its dependence on Russia will also be critical for its future development.  

The potential, however, is there.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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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.