Our People > Henry Kuvin

Henry Kuvin

Contributor

A New England native, Kuvin currently resides in Almaty, Kazakhstan. He started learning Russian when he was 13, and his language journey has taken him to various ex-Soviet states for extended periods of time. Prior to working for The Times of Central Asia, Henry taught English at Narxoz University through the Princeton in Asia fellowship program. Kuvin is a graduate of the George Washington University’s Elliott School of International Affairs and an avid film photographer.

Articles

Start-ups Digital Technologies Astana Economy Education

Bridging Borders: Louis Albertini on Central Asia’s Tech Growth, Startup Challenges, and Building Global Connections

Louis Albertini has been involved in technology and startups across the United States and Kazakhstan for a decade, working with Silicon Valley and venture capital-backed startups based in Kazakhstan, including ORBI and Farel. He is passionate about supporting founders in succeeding in the U.S. market and building connections between the U.S. and Kazakhstan. TCA spoke with Louis to gain insights from his experiences in the Kazakhstan market. TCA: Can you share your career journey in Kazakhstan and what motivated you to work in diverse roles like marketing, consulting, and startups? Louis: I arrived in Kazakhstan in July 2015 as a Princeton in Asia fellow and spent a year working in the President's Office at KIMEP University with Dr. Chan Young Bang. I served as his communications officer, writing official correspondence, liaising with different departments, and managing the day-to-day affairs of the office. After my PiA fellowship ended, I decided to stay in Almaty and start exploring the nascent startup scene. In 2016, I joined the founding team of a startup called ORBI, which developed 360-degree video recording glasses. This was the first Kazakhstani startup that attracted significant venture financing and was invited to interview at Y Combinator in 2016. We raised about $7 million for the company and secured $350 thousand in pre-orders, the largest ever for a Kazakh start-up. Back then, the YC batches were extremely small, and interviews were conducted in person at their historic but now-closed 320 Pioneer Way office in Mountain View. This was my first applied experience with Kazakhstan startups, and I've been involved ever since. TCA: What inspired you to create Redfern Partners, and how did you help address the challenges SMBs and tech companies face in Central Asia? Louis: Working at the American Chamber of Commerce gave me some insight into the market research landscape in Kazakhstan, primarily by listening to business leaders complain about available options. Besides the major consulting firms like McKinsey and BCG, which are more focused on quasi-state projects that need stamps of approval, the SMB space for high-quality independent research was largely empty. The Big 4 have variations of market research services, but their core specialty is audit and tax. Most local incumbents were formed in the early 1990s and use outdated methodologies that produce inaccurate or trivial insights. International research firms lack local coverage and rely on a loose patchwork of freelancers. Redfern was formed to offer high-quality, independent market research services to fill this void. We completed about twenty projects and continue to be a partner for the European Bank for Reconstruction and Development (EBRD) small business initiative. TCA: What common mistakes did you see SMBs in the region make, and how did you help them overcome these? Louis: The SMB space in Kazakhstan is hugely underserved and overlooked, offering the largest surface area regarding technology adoption. In the US, SMBs employ nearly half of the American workforce, representing 45% of America's GDP. In Kazakhstan, the market is mainly asymmetrical, with large players...

1 week ago

Culture Textile modeling small and medium businesses production TCA Interviews

“Success is Possible in Kazakhstan”: An Interview with Fashion Brand Qazaq Republic

Qazaq Republic has become a popular brand among young people in Kazakhstan. The brand has become a success story for entrepreneurship within Kazakhstan and Central Asia. The Times of Central Asia spoke with Yermek Kazym, co-founder and former CEO, to learn more about the brand, its message, and how it achieved its success. TCA: Qazaq Republic celebrates Kazakhstan’s heritage through fashion. What inspired the brand's creation, and what is its story? When the founder of Qazaq Republic, Saken Joldas, was studying in the US, he would always bring gifts from Kazakhstan for his friends. But the available options were always uninspiring. This led him to dream about creating something more appealing to showcase modern Kazakhstan's vibrant youth culture and style. In 2016, when the mayor of Almaty announced a competition to design a new city logo, Saken shared his designs with the public. He created digital versions of the design to print on mugs and t-shirts and posted them on Facebook. The response from the community was incredible—people loved the concept and showed great interest in purchasing the items. That’s how the idea for the brand began to take form, starting right in his kitchen. The first big order came from the Duty-Free store at Almaty Airport. They requested around 30 t-shirts to sell. As the business grew, Qazaq Republic was given space at the biggest toy and bookstore in Almaty, Meloman. With the rise in sales, we decided to open QR’s very first store. When designing it, we even considered adding a coffee shop in case the store didn’t work out. QR’s first store opened in November 2019 on 47 Mametova street, but then the pandemic hit. While malls were closing, our store had the advantage of being a standalone store. To help people feel better during difficult times, we created unique cotton masks with the phrase “Bari jaqsy bolady” (Everything will be alright). Instead of selling them, we gave them free of charge with orders over 5,000 tenge. Customers started placing smaller orders just to get these masks, giving us a strong sense of support and confidence that we were on the right track. TCA: Could you walk us through the creative process of designing a typical Qazaq Republic collection? We’ve built a solid foundation now. People used to think we were just buying ready-made items and putting our logo on them, but that's not the case. Like global brands such as Nike and Ikea, we design our products in Kazakhstan while outsourcing production and manufacturing to trusted partner factories in Turkey and China. We oversee every detail, from creating labels and designs to developing patterns, ensuring complete control over the process. This approach allows us to concentrate more on perfecting our products. The brand's uniqueness lies in creating products that make everyday life comfortable and functional while staying modern and high-quality. TCA: Who is the target audience for Qazaq Republic, and how has it evolved since the brand’s inception? When we first launched our brand, we assumed...

2 weeks ago

International Finance Banking EIB investment EU Engagement Economy growth Finance Investment Projects EU

Securing EIB Funding in Kyrgyzstan: An Interview with VP Kyriacos Kakouris

Central Asia is rapidly developing its economy, with several international financial institutions successfully operating here. Among them is the European Investment Bank. Vice-President Kyriacos Kakouris spoke with The Times of Central Asia about its activity in Kyrgyzstan. TCA: Could you briefly introduce the European Investment Bank (EIB) and its main objectives in Kyrgyzstan? KK: The EIB is more than a bank, it is part of the EIB Group, one of the largest multilateral financial institutions in the world with a unique position allowing it to mobilize large-scale financing. The European Investment Bank, as the long-term financing institution of the European Union, is closely aligned with EU priorities, such as the EU-Central Asia strategy and the EU Global Gateway strategy, and is ready to play a more significant role in helping Kyrgyzstan respond more effectively to current and future challenges. The Bank has already been involved in economic development, transport, and climate action operations. We are interested in supporting the development of a competitive and environmentally friendly private sector that can incorporate modern and green technologies into various sectors. TCA: What are the EIB's priorities for supporting economic growth and sustainability in Kyrgyzstan? KK: EIB Global launched its activity in Kyrgyzstan in 2014 and up to now, has signed three separate operations worth a total of €112 million. We have established a very positive relationship with the Embassy of Kyrgyzstan in Brussels, which is essential for our dialogue with the Kyrgyz authorities. All operations involve co-financing either with other international financial institutions like the World Bank and the European Bank for Reconstruction and Development (EBRD) or development institutions such as KfW. So far, the Bank has approved lending operations for three projects on power transmission, water and waste management, and the agri-food sector, in line with the priorities defined in the EU-Central Asia and the EU Global Gateway strategies. The main aims of these projects are to protect the environment and take action against climate change. We will soon sign a €9 million top-up for the completion of the Kyrgyz section of the high-voltage transmission line known as CASA-1000. This project is part of a larger regional electricity scheme called Central Asia - South Asia Electricity Transmission and Trade initiative, covering Kyrgyzstan, Tajikistan, and Pakistan. This project is essential for developing trade in sustainable renewable electricity between the countries, using energy generated from renewable hydropower sources in the region. This will alleviate power shortages and increase export revenue in Kyrgyzstan and Tajikistan. TCA: How does the EIB's role differ from that of other development banks or financial institutions? KK: The EIB is the EU bank, and its shareholders are the 27 EU Member States. EIB Global is focused on EU policy priorities such as the EU strategy on Central Asia and the EU Global Gateway, supporting the green transition, boosting technological innovation, bolstering security and defense, and supporting regional cohesion and the development of social infrastructure. Our commitment to international development and capital market integration secures Europe’s strong global presence. Our...

2 months ago

EBRD Banking Business Support Economic Reforms Economy growth International Finance

EBRD’s Transformative Investments in Kyrgyzstan: An Interview With Hüseyin Özhan, Managing Director for Central Asia

The European Bank for Reconstruction and Development (EBRD), established in 1991, has been working in the Kyrgyz Republic since 1992 and has invested in over 250 projects amounting to over €1 billion. TCA sat down with Hüseyin Özhan to discuss the bank’s operations in Kyrgyzstan. TCA: Could you briefly introduce the EBRD and its main objectives within Kyrgyzstan? Özhan: The European Bank for Reconstruction and Development (EBRD) is owned by 73 shareholders as well as the EU and the EIB and has been operating in Kyrgyzstan for over 30 years. During this time, we have invested in more than 250 projects, surpassing €1 billion in total investments across the country. As an international financial institution, our operations in Kyrgyzstan are guided by a country strategy jointly prepared by the EBRD and local stakeholders and approved by the Bank’s Board of Directors. This year marks a significant milestone, as we have approved a new five-year country strategy outlining our priorities in Kyrgyzstan. We focus on fostering private sector growth and enhancing competition and also invest in infrastructure and sovereign-guaranteed projects. These efforts position the EBRD as one of the most influential international players in Kyrgyzstan. TCA: You mention the bank recently approved its new five-year strategy for Kyrgyzstan; could you share what this plan entails? Özhan: Our country's strategies are built on diagnostics conducted to identify transition gaps. These strategies align with the EBRD’s Strategic and Capital Framework and the Bank’s medium-term strategy and combine elements of the reform agenda and investment needs. The new strategy for Kyrgyzstan focuses on three key priorities: private sector development and competitiveness, the green economic transition with an emphasis on decarbonization and energy efficiency, and improved connectivity across the country. These priorities align closely with Kyrgyzstan’s recent reform agenda and development goals, which aim to enhance competitiveness, attract foreign investment, boost trade, and strengthen the country’s regional relevance. Decarbonization and resource efficiency are particularly critical, as Kyrgyzstan is significantly impacted by regional water scarcity. This makes sustainable water management a central focus, with numerous projects planned to support sustainable development in this sector. Additionally, developing the private sector, particularly local businesses, is vital. The EBRD works closely with the government in this regard, not only by providing funding but also through initiatives like “risk-sharing networks” and advisory programs for small businesses. These efforts help enhance productivity, relevance, and competitiveness, ensuring that Kyrgyzstan’s private sector is well-equipped to thrive in the market. TCA: How does EBRD’s mission differ from other development banks or financial institutions in the region? Özhan: Our institution has a slightly different approach to delivering our work and fostering transition in Kyrgyzstan. Unlike some other international financial institutions (IFIs) that provide budget support, the EBRD operates on a project-by-project basis and channels most of its resources to support good private-sector initiatives. A recent example of project finance is the signing of water projects in three cities in Kyrgyzstan. These sovereign lending agreements, signed with the Ministry of Finance, aim to modernize regional water...

2 months ago

Tourism Cultural Heritage History CIS travel

Min-Kush — The Kyrgyz Time Capsule

Although Min-Kush is only about 100 miles from Bishkek, as the crow flies, the mountains make us travel 250 miles. We reached a scenic viewpoint along the road, and I stopped to take a picture. I exited the truck and approached a horse with dramatic snow-capped mountains peeking through the clouds. A man came and invited us to ride his horse around his farm. This is his farm, his 75 sheep, and his horse. The horse and I galloped around the farm, chatted with the farmer, and got back on the road. This was my first time on horseback after a year and a half in Central Asia. Min-Kush, once a prosperous town nestled in the Kyrgyz mountains known for its bustling uranium mining industry, has hit the end of the road literally and figuratively. Coming down the A367 highway, a nondescript road sign says “Min-Kush” with an arrow pointing left. We turned, and the road seamlessly transformed from pavement to dirt. It is the last and only settlement on this road off of the highway. The only other vehicles we pass are semi-trucks carrying tons of coal destined for Kyrgyzstan and China. [caption id="attachment_25324" align="aligncenter" width="1200"] @TCA H.Kuvin[/caption] The city peaked at around 20,000 in the 1980s, but today’s number hovers around 3,500. Established in 1955, the apartments and houses are built in the Stalinist architectural style. The vibrant blue paint that once covered the wooden panels is faded, and sections of the buildings are caved in, but people still live here. The contrast in one building is stark. On the top floor, there are broken windows and unhinged shutters. On the bottom floor, there are new window frames and flowers on the windowsill. The blossoming life on the windowsill is far from what it once was. We stopped and chatted with some locals and asked about their lives. “When Moscow supported us, we had everything: stores, schools, factories, and a hospital. Now…nothing, but we cannot dwell on things. Life is better now than it was after the fall of the USSR.” The man asks for a cigarette and a light; my French friend complies with his request. The main draw of Min-Kush for me is an abandoned felt pen factory. I’ve seen pictures online of some incredible Soviet banners that serve as a time capsule in the mountains. We asked if anyone knew where to find it, and a man told us it was torn down and replaced by a soccer field. As night set in, we looked for a guesthouse of sorts. I had read online that there is one, but there are no signs or information about it anywhere. We stop by a man fixing his Soviet Chaika car on the side of the road. He tells us the hotel is right up the road. We drive to an unlit building where two men are fixing another truck. We chatted, and he made a phone call. Ten minutes later, a lady shows up, unlocks the...

2 months ago