In this interview, Eva shares her story, how she transitioned from finance to sustainability, built strong relationships with global stakeholders, and successfully navigated government relations across different cultures. She talks about the lessons she’s learned, the challenges of working in high-stakes industries, and the future of innovation and sustainability in the UAE and beyond.
Tell us about yourself and your story. How did you end up where you are?
My story started around 15 years ago when I was graduating as a young master in the energy field. I never worked a day in my life in the oil and gas sector. It was one of the best universities of CIS called Moscow State University of International Relations, which trains the best diplomats. Later on in life, I had a fantastic conversation about my background with John Kerry at his house in Washington, where he was praising the diplomats and professionals from our university. Right after university, I joined a hedge fund managing $500 million, where I had the opportunity to work with seasoned Wall Street professionals in a fast-paced, high-stakes environment. Late nights often until 3 a.m., were spent preparing presentations and executing complex projects, including global investor roadshows.
My first roadshow was for Saudi Arabia and UAE investors. I acted as the investor relations manager and press secretary for my CEO, who was a former Third-lane partner in New York. Later, I moved on to work in Europe with a Russian-origin family office, which eventually brought me to Dubai in 2016. At that time, Dubai was a gateway to professionals in the Arab and GCC world. Many people were hesitant about the region back then, unsure of what to expect.
I later joined an American government-backed company with stakeholders like CIM Fund, where the largest LP was California’s pension fund (Culpers). We worked on very interesting projects in the sustainability field, which was nascent in 2017. Few people knew what ESG was, but a small group of professionals saw the potential of sustainability and innovation, which are now booming trends.
From Dubai, I led projects across Central Asia, including a landmark 1-gigawatt solar initiative in Uzbekistan that secured $1.3 billion in investments. My focus was on corporate finance and deal structuring, which allowed me to establish strong relationships with sovereign wealth funds, particularly in the UAE. Post-COVID, I observed a growing emphasis on sustainability. After completing executive education at Harvard, I founded Vanguard Ventures, a consultancy built on three core pillars: investment advisory and investor relations, government relations, leveraging my close ties with key public institutions, and sustainability. Since COP 26 in Glasgow, I have been actively advising on climate initiatives, which remain central to my work today.
As a passionate advocate for innovation, sustainability, and governance, what role do you see digital innovations playing in these areas, especially in the context of the UAE and Saudi Arabia?
Government stakeholders are highly focused on strengthening their countries’ technological sovereignty. While this may seem ambitious to outsiders, they commit substantial resources, both human and financial to bring it to life. Sovereign wealth funds and governments play a pivotal role in driving technological advancement. Beyond funding initiatives, they act as key negotiators and facilitators, forging partnerships and joint ventures with global industry leaders. With significant capital at their disposal, sovereign wealth funds invest both domestically and internationally, shaping the future of innovation. Additionally, cultural exchanges and internship programs are essential in fostering collaboration, accelerating progress, and building a skilled workforce for the future.
What motivated you to take part in the COP events and to hold a Blue Pavilion at COP? Can you tell us more about the initiatives you promoted there?
Sustainability became a key focus in 2020 when green investments surpassed those in oil and gas for the first time, though this trend remains influenced by global events. At COP, I worked with UN stakeholders, gaining insight into critical sustainability initiatives, with a major challenge being the lack of financing for green projects. During COP, I hosted several panels at the Blue Pavilion, with my most recent participation in Baku, Azerbaijan, a major oil-exporting nation. Supported by the country’s sovereign wealth fund and the International Digital Development Agency, my role was to connect GCC stakeholders and highlight investment opportunities between Azerbaijan, Saudi Arabia, and the UAE.
With your background in diplomatic training and multi-country public sector experience, how have these skills influenced your approach to structuring government relations for high-level deals?
My approach to government relations is rooted in respecting hierarchy and protocol, a principle instilled during my university years. It’s not just about being respectful, it’s about understanding that government officials operate within specific frameworks, balancing national interests with their own key performance indicators (KPIs).
A common misconception in the private sector is that government processes are slow and inefficient. In reality, officials are highly motivated but must be cautious when making decisions, as they are responsible for managing public funds. Unlike the private sector, where agility is often prioritized, government decision-making requires careful deliberation. Whenever I hear complaints about bureaucracy, I remind people that large corporations can be just as slow-moving. Recognizing this helps me bridge the gap between businesses and governments, structuring partnerships that align with both regulatory frameworks and commercial objectives.
Could you walk us through the key factors that contributed to your success in structuring government deals totaling $1.5 billion over the past 10 years?
Success in this field comes down to structuring deals that create value for all parties involved. While many are drawn by the prospect of high earnings and commissions, simply building a connection with a key individual isn’t enough. A proposal must align with a country’s long-term strategic interests to have any real impact. Even strong relationships with high-ranking officials don’t eliminate bureaucratic hurdles. The key is to present a solution that genuinely benefits the country and be flexible enough to adapt it to existing policies and priorities.
What are some of the most challenging aspects of leading negotiations and business missions with governments and trade missions for innovative, tech-heavy industries?
The biggest challenge in negotiations is aligning visions, much like in a long-term partnership. It requires emphasizing common ground while respecting differences. One of the most complex aspects for me is bridging cultural gaps, particularly when working with clients from the U.S., Europe, or CIS countries who are unfamiliar with the business dynamics of the Arab world or Central Asia.
Many struggle with the region’s more measured approach to decision-making, often misinterpreting it as hesitation or inefficiency. Additionally, in many Eastern cultures, direct negative feedback is avoided in favor of politeness, especially toward foreign guests. Unlike the straightforward communication style in the U.S., this can create misunderstandings and frustration on both sides. My role is to navigate these nuances, ensuring both parties find common ground and move toward mutually beneficial agreements.
Can you describe some of the memorable experiences you’ve had as a negotiator, working with governments, country leaders, and global stakeholders?
One of the most memorable moments of my career was a dinner at John Kerry’s house in 2019. When I mentioned my university, he immediately shared stories and spoke highly of the professionalism of Russian diplomats. It was a time when international relations felt more fluid, and geopolitical divides weren’t as pronounced. Later that year, I accompanied the Uzbekistani delegation to the U.S., where we met Donald Trump. The experience was surreal, after months of negotiating with ministers from Uzbekistan and Kazakhstan, I suddenly found myself in meetings with world leaders. Encounters like these remind me that what the public sees in the media is often far from the full picture of diplomacy and global decision-making.
How do you balance the need for technological innovation with sustainability goals in the industries you work with?
Technological innovation is an unstoppable force, shaping industries every day. Regardless of the sector, whether sustainability or any other new advancements continuously emerge. Innovation typically follows a pattern: it starts broad, with early adopters leading the way, and gradually narrows as adoption spreads. The progression of an industry can often be tracked by its investors; if only large institutional players are involved, the sector is still in its infancy. When angel investors begin participating, it signals a more mature stage, where the importance of innovation is widely recognized. However, sustainability goals cannot be measured in the same way because the trajectory of our planet remains uncertain. For decades, unchecked consumption led to environmental harm and inefficiency. Humanity once believed it could exploit technology without consequences, assuming control over nature. But nature pushed back, forcing us to rethink our role within the ecosystem.
This shift has prompted a deeper, more personal reflection: how do we contribute to sustainability? Should we take action now, or leave the responsibility to future generations? These are the moral and existential questions shaping today’s sustainability movement. Every decision we make today influences the legacy we leave behind, reinforcing the urgent need for conscious, responsible innovation.
Looking ahead, what initiatives do you hope to drive in the coming years regarding investment, innovation, and sustainability?
Sustainability is no longer just a concept, it has become an integral part of everything we do. It has evolved into an essential adjective, much like “efficient” or “innovative,” shaping the way we evaluate processes and decisions. Today, we ask: Is this initiative sustainable? Is it optimized for the long term? Does it address key factors such as ethics, human capital, governance, and transparency, all core elements of ESG (Environmental, Social, and Governance) principles?
The real question is whether sustainability is truly embedded in an organization’s agenda or if the focus remains solely on material gains, as was often the case in traditional capitalism. While capitalism has historically prioritized financial returns, ESG and sustainability have expanded the conversation to include broader objectives; equality, human rights, and the rule of law.
What is the biggest challenge you have faced in your career? How did you overcome it and what did you learn from it?
I’ve faced two major challenges in my career. The first was navigating the corporate environment while maintaining an owner’s mentality. I take full responsibility for my work and strive for results, which at times made it difficult to balance my drive with team dynamics. I often found myself frustrated when colleagues didn’t share the same sense of urgency or commitment. Over time, I learned that success isn’t just about individual achievement, it’s about collaboration, having the right support system, and recognizing that teamwork is a give-and-take process.
The second challenge came when I transitioned from corporate life to entrepreneurship. Suddenly, every decision, every problem, and every responsibility rested on my shoulders. I had to engage with partners, contractors, employees, and government authorities, all while managing the uncertainty that comes with building something from the ground up. It can be a lonely journey, one where even those closest to you may not fully understand the pressures you face.
However, stepping into this creative world of entrepreneurship also brought a newfound sense of freedom. While stability may be harder to come by, the ability to shape your own path and build something meaningful is incredibly rewarding. In the end, success is determined not just by external factors but by how you choose to navigate the challenges in front of you.
What are the key moments or turning points of your life?
One of the most pivotal moments in my career was working on large-scale deals and earning my first significant bonuses, it was a game-changer. It taught me that the same level of effort, when applied in the right place with the right expertise, can yield exponentially greater success. Another defining experience was leading a billion-dollar industrial project with a government as the off-taker. What was meant to be a one-week stay in the country turned into two and a half years of living in a hotel. It felt like something out of a Netflix drama, with no guarantee of the final outcome.
Through this experience, I learned not to fear failure, uncertainty, or adapting to new environments. It shaped my resilience and reinforced the importance of staying agile, no matter how unpredictable the circumstances.
How did your personal interests shape your professional path?
By the age of 26, I had established myself professionally, but I also dedicated time to my spiritual development. I practiced yoga, trained as a yoga instructor, and traveled to India and Bali to immerse myself in different cultures and artistic traditions. This journey deepened my sense of empathy, an invaluable skill when working across diverse cultures and negotiating deals. Long before meditation and mindfulness became mainstream, I had already embraced them, and they continue to shape my approach to business. They’ve reinforced my belief in the power of understanding, patience, and the importance of creating win-win outcomes in every interaction.
What advice would you give to young professionals looking to build a career in diplomacy, government relations, or the tech-heavy industries you specialize in?
In diplomacy and government relations, understanding protocols and the global business landscape is essential. Without this knowledge, you risk merely passing along information rather than creating real value. The key is to bridge connections between people and ideas in ways that foster meaningful cooperation.
For tech-driven industries, immersion is crucial. Attend industry events, engage with top professionals, and learn from their experiences. Success isn’t just about technical expertise, it’s about strategic vision. Many of the world’s most successful entrepreneurs and investors are generalists; they excel not by mastering every technical detail but by recognizing trends, understanding market shifts, and positioning themselves at the right place at the right time.
Who is your role model or inspiration in your life?
My greatest inspirations come from my family, especially my late father and my mother. My father was a visionary leader who, despite not having a formal degree, made a significant impact on government-level projects, teaching me the power of perseverance and determination. My mother, with her resilience and warmth, continues to inspire me every day. Among modern figures, I admire Elon Musk, Jeff Bezos, and Bernard Arnault; each of whom has revolutionized their respective industries, from consumer goods to electric vehicles and luxury brands. Their ability to scale their visions globally and redefine markets is something I find truly inspiring.
Name three books that changed your life and what did you learn from them.
One of the most impactful books I’ve read is War and Peace by Leo Tolstoy. As a teenager, I was captivated by its portrayal of life’s unpredictability. Unlike typical novels, it doesn’t just recount extraordinary events but delves into the complexities of human existence. It taught me that life is full of unexpected twists, and even the most challenging circumstances can lead to growth and transformation.
Another book that shaped my perspective is The Power of Now by Eckhart Tolle. It reinforced the importance of mindfulness and living in the present. Like many, I used to be caught up in future plans or past experiences, but this book helped me reduce anxiety and truly appreciate the now. It also deepened my understanding of carpe diem. To me, it’s not just about seizing pleasure in the moment but having the discipline to recognize and act on meaningful opportunities. True success isn’t about instant gratification; it’s about patience, perseverance, and building something lasting over time.
Khaled Hosseini’s The Kite Runner is a deeply moving story of human struggle, redemption, and resilience, exploring themes of friendship, betrayal, and forgiveness. Set against Afghanistan’s turbulent history, it highlights the complex interplay between personal and collective trauma. Its emotional depth reinforced my appreciation for empathy, cultural awareness, and the power of hope, even in the darkest circumstances. It also served as a powerful reminder that confronting the past is essential for healing and growth. Recognized with the Alex Award in 2004 for its broad appeal across generations, The Kite Runner continues to inspire readers worldwide, offering a deeper understanding of Afghan culture and the human experience.
Additionally, I highly recommend the poetry of Omar Khayyam and Rumi. Their reflections on love, life, and destiny offer timeless wisdom and a profound insight into Eastern philosophy, significantly shaping my worldview.
– Eva Kazanskaia, linkedin.com/company/vanguards-ventures-international
By Irini GOLEMI
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