The economics of proximity
Reinvention in the regions
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Destination Tashkent

For UK firms, Uzbekistan's economic opening offers a wealth of opportunities

October 3, 2024

6 min read

October 3, 2024

6 min read

The headline numbers may not be huge, but the deal is significant. This week, in a move aimed at bolstering economic ties between the UK and Uzbekistan, UK Export Finance (UKEF) announced its first major finance agreement in the Central Asian country by guaranteeing a 12.6 million euros loan.

The move represents a key step in broadening trade relations between the two countries, particularly with a focus on exports for British businesses. As both countries look to deepen their economic connections the deal not only strengthens commercial relations but also aligns with Uzbekistan’s ambitions to diversify its economy and modernise its key industries.

The UKEF guarantee allows Uzbek firms Almalyk Mining and Metallurgical Complex (AMMC), a major copper producer situated near Tashkent, to refinance its purchase of automated machinery from Scottish multinational Weir, which is expected to enhance efficiency and output.

The Weir Group, headquartered in Glasgow, creates innovative engineering solutions for minerals and mining technology markets.

This transaction is part of UKEF’s wider objective to promote the export of British machinery and technology, facilitating new avenues for trade that are beneficial to both nations.

In 2023, UK-Uzbekistan trade totaled 381 million UK pounds, with specialised machinery the fourth most-traded commodity. This underscores the growing importance of UK technology in supporting the Central Asian nation’s key sectors, particularly mining and metallurgy.

As the world pivots towards greener technologies, the demand for metals like copper—essential for electric vehicles, renewable energy, and infrastructure—has soared. AMMC is among Central Asia’s largest copper producers, and the UK’s machinery exports play a crucial role in modernising its production processes.  

Given that around 90 per cent of the UK’s imports from Uzbekistan consist of non-ferrous metals, metal ores, and scrap, the partnership not only strengthens the supply chain but also boosts the UK’s presence in this critical market.

Tim Reid, CEO of UK Export Finance, highlighted the potential of the Uzbek market during a recent visit to the country.

“It is no coincidence that Uzbekistan has for centuries been at the literal crossroads of world trade. I was struck by what I saw: huge energy from a young and growing workforce, and equally huge ambitions for economic growth,” he said.

This enthusiasm is coupled with a broader goal of increasing UKEF’s role in financing development projects in Uzbekistan and throughout Central Asia. One of David Cameron’s final major visits as foreign minister before the UK’s summer general election was to the five countries of the region.

In Tashkent, in April, Cameron signed a joint declaration with his Uzbek counterpart Bakhtiyor Saidov that set out a vision of both nations to build more dynamic connections between people; increase trade and investment flows; enhance political, security and defence cooperation and engage on key issues such as climate, clean energy, sustainable socio-economic development, gender equality and decarbonisation ambitions.

Currently, UKEF has earmarked up to four billion UK pounds in financing available to support contracts in Uzbekistan, with a particular focus on initiatives that will drive sustainable social and economic development.

Expanding Uzbekistan’s trade horizons 

Since 2017, Uzbekistan has been taking steps to reform its economy and open up to international trade, following years of economic isolation.

Traditionally, the country’s key trading partners have been China, Russia, Turkey, and Kazakhstan. China, in particular, remains a dominant force in the region, playing a major role in infrastructure development and trade through its Belt and Road Initiative.

Russia, meanwhile, has historically maintained strong political and economic ties, acting as both a market for Uzbek exports and a source of goods, technology, and investment.

However, recent shifts in the global economic landscape have prompted Uzbekistan to look beyond its established partners.

Efforts to diversify trade and attract foreign investment have seen the country reach out to the UK and other Western economies. The UK stands as an appealing partner due to its financial services expertise, robust regulatory environment, and growing focus on supporting clean technologies.

Given that the UK is also home to advanced machinery and technology companies like Weir, Uzbekistan’s focus on modernising its key industries aligns well with what the UK has to offer.

For Uzbekistan, increasing trade and investment ties with the UK provides several advantages.

Firstly, the can help facilitate major development projects in Uzbekistan. The UKEF-backed loan for AMMC is a prime example, offering competitive financing terms that will allow Uzbekistan to access high-quality machinery without straining its capital.

Furthermore, this financial backing from UKEF provides confidence and encourages additional investments, particularly in sectors such as mining, infrastructure, renewable energy, and construction.

Secondly, as Uzbekistan diversifies its economy, it is focusing on sectors where the UK excels.

Sustainable and clean technologies are a growing priority for Uzbekistan, particularly as the country aims to develop a greener, more efficient economy. The UK, with its experience in renewable energy, smart manufacturing, and sustainable infrastructure, can be a valuable partner. This shared interest in green and sustainable development is highlighted by UKEF’s prioritisation of projects that support clean growth.

Sevara Madgazieva, UKEF country head for Uzbekistan, emphasises this alignment of priorities.

“This is the first of many opportunities for UK Export Finance to strengthen the trading relationship between the UK and Uzbekistan. British suppliers have a lot to contribute as Uzbekistan continues to diversify its economy, which is why UKEF has billions of pounds available to support projects throughout Central Asia,” she says.

A strategic trade pivot 

Uzbekistan’s interest in fostering stronger trade ties with the UK reflects a broader pivot towards engaging with diverse global markets.

This is part of the country’s reform agenda to modernise its industries, enhance its economic competitiveness, and shift towards higher value-added production. By tapping into UK expertise, Uzbekistan aims to accelerate its economic diversification efforts while simultaneously benefiting from sustainable and technologically advanced solutions.

For UK businesses, the Uzbek market presents an attractive and relatively untapped opportunity.

As Uzbekistan continues to open its economy, there is a growing demand for high-quality goods, services, and technologies—areas where UK companies excel.  

The UK-Uzbekistan partnership, while still in its early stages (Uzbekistan is currently not even among the UK’s top 100 trade partners), holds the potential to grow significantly in the coming years.

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.