Founders of Nedvizhka.kz, Helio AI, and Clockster share what entrepreneurs should know before entering the Uzbekistan market

Expanding into a new market rarely goes according to plan. The founders of Nedvizhka.kz, Helio AI, and Clockster shared real-life experiences, from incorrectly adapting business models and underestimating local market specifics to the importance of building trust and finding strong local partners.

Bakhyt Kudaibergenov, Chief Executive Officer and Co-Founder of Nedvizhka.kz | JoyBozor.uz

We are only beginning our expansion into Uzbekistan, and we have already learned some valuable lessons.

The most important thing we realized from the very beginning is that, yes, Uzbekistan is a neighboring country with strong cultural and linguistic similarities to Kazakhstan. However, this similarity can become the biggest trap. It creates the impression that everything will work the same way it does at home, making it tempting to transfer a successful business model without modifications. In reality, local market specifics must not only be understood but also respected. This applies to language, business etiquette, decision-making processes, and many other nuances.

We had previously attempted to enter Uzbekistan in 2018 with another project. The biggest surprise for us in 2026 was seeing how dramatically the country has changed. Today, Uzbekistan has a rapidly developing digital economy, high mobile technology adoption, a growing information technology ecosystem, and ongoing reforms. If your perception of Uzbekistan was formed five or six years ago, it is better to leave those assumptions behind and study the market again.

One of our first mistakes cost us several weeks of work. We applied for residency in IT Park Uzbekistan, essentially transferring our business model from Kazakhstan with minimal adjustments, and our application was rejected because of a single line in our revenue structure that did not comply with local requirements. This experience clearly demonstrated that entrepreneurs should avoid simply copying and pasting a business model, even if it works successfully in their home market. Every line of a business plan, every legal document, and every financial model should be reviewed against local regulations. Ideally, they should also be discussed with local consultants.

Another characteristic that entrepreneurs from Kazakhstan need to adapt to is the style of business communication. It took us some time to understand that direct refusals are much less common than we were accustomed to. Therefore, it is important not only to hear an agreement but also to clarify the next steps, timelines, and specific commitments. This is not a matter of right or wrong. It is simply a different communication culture that must be understood and respected.

Finally, we deliberately launched in Uzbekistan under the local brand JoyBozor instead of transferring our Kazakhstani brand. We believe that a new market requires local positioning and full language support. This is not merely a marketing decision. It is a necessary step in adapting a product to the market.

Uzbekistan is one of the most exciting and fastest-growing markets in the region. In my opinion, success is more likely for those who come not to teach the market, but to learn from it.

Iako Jikia, Chief Executive Officer and Co-Founder of Helio AI

Uzbekistan is a highly attractive market. It is large, growing rapidly, and offers many opportunities. However, after working in this market, I would say there are several things founders should know before entering it.

First, do not treat it as just another market. We initially thought, “Can it really be that different?” The answer was yes. Regulations, business practices, decision-making processes, and even everyday interactions can differ significantly. Be prepared to adapt your product, revise your sales process, and adjust your overall approach. If you enter the market expecting everything to work exactly as it did elsewhere, you will most likely face difficulties.

Second, start building your network from day one. Uzbekistan has many large companies, but reaching the right decision-makers is not always easy. Strong local connections can save months of work and open doors that would otherwise be very difficult to access.

Another important point is patience. Things usually take longer than expected. Companies need time to get to know you, understand the value of your offering, and build trust before making decisions. At first, it may seem as though nothing is happening, and then suddenly everything begins to move forward very quickly. We experienced this ourselves.

Yerjan Ryskali, Chief Executive Officer and Founder of Clockster

When Clockster entered the Uzbekistan market, we made several common mistakes.

The first was assuming that Uzbekistan was a familiar and easily understandable market. We believed that a successful model from Kazakhstan could be transferred there with only minor changes. In reality, geographical proximity does not mean identical business culture, sales processes, or approaches to building trust.

The second mistake was overestimating the strength of our product while underestimating the importance of a local team. In the business-to-business sector, having a strong service is not enough. Clients care about local case studies, partners, reputation, and the people they trust.

The third mistake was spending too much time trying to grow organically. We hired employees, built our brand, and developed a client base from scratch. Later, we realized that mergers and acquisitions can provide not only customers but also a team, expertise, and several years of saved time. This is why the acquisition of Workly became a strategically important decision for us.

Another important lesson is that expansion should be considered not only at the country level but also at the city level. Tashkent, Almaty, and Bishkek each have different economic environments, business networks, and sales costs.

If we were entering Uzbekistan today, we would invest earlier in local leadership, partnerships, and deals with local players. A strong product gives a company the right to enter a market, but trust, the right team, and speed ultimately determine the outcome.