“Alchemist Accelerator” mahsulot bo‘yicha katta direktori Kristi Kanida moderatorning muvaffaqiyatli startapga aylanish yo‘llari haqidagi savoliga shunday javob berdi:

Biz eng avvalo madaniyatga e’tibor qaratamiz. Yaqinda bir guruh startaplarga aytganimdek, o‘z vaqtida kelish, konferensiyalarda odamlar bilan muloqot qilish usullari, qaysi aloqa vositalaridan foydalanishni bilish — bu asosiy qoidalar juda muhim.

Keyin biz: “Mijozlar bilan gaplashing” deymiz. Sizda g‘oya bo‘lishi mumkin, lekin u noto‘g‘ri bo‘lishi ehtimoli yuqori. Haqiqiy odamlar bilan suhbatlashmaguncha, sizda faqat tekshirilmagan taxminlar bor, xolos. Shuning uchun biz sizga qanday savol berish, qanday tinglash va doimiy ravishda bilim olishni o‘rgatamiz.

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Christy Canida, Senior Director of Product at Alchemist Accelerator, responded to the moderator's question about how to become a successful startup:

The very first thing we focus on is culture. As I told a group of startups recently — showing up on time, knowing how to talk to people at conferences, understanding which communication tools are used — these basics matter.

Then we say: go talk to customers. You may have an idea, but it's likely wrong. Until you speak to real people, all you have are untested hypotheses. So we teach you how to ask questions, how to listen, and how to keep learning.

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“IMPACTA Capital” faol investori Serxio Argento moderatorning investitsiyalar haqidagi savoliga shunday javob berdi:

Bu, albatta, mamlakat va sohaga bog‘liq, ammo men uchun eng muhimi — insonlar, munosabatlar, biznesning qiymati va bozorni tushunish.

Aslida, men startaplar dastlab mablag‘ so‘ramasligini ma’qul ko‘raman.

Avvalo, ular bozorga kirib, o‘z o‘rnini topishi va manfaatdor tomonlarning haqiqiy qiziqishi borligini isbotlashi kerak. Faqat shundan keyin, ehtiyoj aniq va isbotlangandan so‘ng, ular kapital jalb qilishlari lozim — xayollarni emas, balki real vaziyatni qo‘llab-quvvatlash uchun.

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Sergio Argento, Activist Investor at IMPACTA Capital, responding to the moderator's question about investments:

It depends on the country and the industry, of course — but for me, it always comes down to people, relationships, business value, and understanding the market.

I actually prefer startups not to ask for funding upfront.

First, they should enter the market, build traction, and prove there’s real interest from stakeholders. Only then, once the need is clear and validated, should they raise capital — not to fund dreams, but to support reality.

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“Sturgeon Capital” hamkori Robin Batler shunday ta’kidladi:

Startap yangi bozorga kirishga chindan ham tayyor bo‘ladi, qachonki u nima uchun aynan shu bozor to‘g‘ri tanlov ekanligini aniq tushunsa. Bu obro‘ ortidan quvish yoki yuqori baholanishga intilish emas, balki mahsulot bilan bozor dinamikasi o‘rtasidagi haqiqiy muvofiqlikdir — mijozlarning xarid qilish usullari, mavjud raqobatchilar va qondirilmagan ehtiyojlar qayerda ekanligini anglashdir.

Ko‘pincha asoschilar AQSh yoki boshqa yirik bozorga kirmoqchi ekanliklarini ’u yerda pul bor’ degan oddiy sabab bilan izohlashadi. Ammo haqiqiy tayyorgarlik jamoa o‘z yechimi aynan shu mintaqaga boshqalarga qaraganda yaxshiroq mos kelishining aniq sabablarini ko‘rsata olganida namoyon bo‘ladi. Shunchaki intilish emas, balki muvofiqlikning aniqligi startapning xalqaro miqyosda kengayishga tayyorligining eng kuchli belgisidir.

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Robin Butler, Partner, Sturgeon Capital noted:

A startup is truly ready to enter a new market when it has a clear understanding of why that market is the right one. It’s not about chasing prestige or bigger valuations, but about having a real match between the product and the market dynamics — how customers buy, what competitors exist, and where the unmet needs lie.

Too often founders say they want to go to the U.S. or another big market just because ‘there’s money there.’ But real readiness comes when a team can point to concrete reasons why their solution fits that specific region better than others. That clarity of fit — not just ambition — is the strongest signal a startup is prepared to scale internationally.

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“Plug and Play Tech Center” hamkori Sasha Karimpour (moderator) shunday ta’kidladi:

Innovatsiya bir kechada sodir bo‘ladigan hodisa emas — bu jarayon. Buning uchun tadqiqot, qiziquvchanlik va hatto ishlar darhol yaxshi chiqmasa ham davom etish jasorati kerak. Biroz orzu qiling, ba’zan muvaffaqiyatsizlikka uchrashga tayyor turing, qayta tiklanib, yana harakat qiling. Haqiqiy taraqqiyot shu tarzda amalga oshadi va ekotizim aynan shunday rivojlanadi.

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Sascha Karimpour, Partner at Plug and Play Tech Center (Moderator) noted:

Innovation is not something that happens overnight — it’s a process. You need exploration, curiosity, and the courage to keep going even when things don’t work out right away. Dream a little, be ready to fail sometimes, reset, and try again. That’s how real progress is made, and that’s what makes an ecosystem thrive.

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“Lamha” kompaniyasining hammuassisi va bosh direktori Ahmad Abbos shunday ta’kidladi:

Ba’zi startaplar akseleratorlarga qo‘shilishining asosiy sabablaridan biri aloqalar tarmog‘ini kengaytirishdir. Biroq, bugungi kunda “LinkedIn” singari platformalar yordamida siz bevosita o‘z mamlakatingizdagi shu sohadagi tadbirkorlar bilan bog‘lanib, ushbu aloqalarni mustaqil ravishda o‘rnatishingiz mumkin.

Shu bilan birga, mahalliy ekotizimga integratsiyalashish juda muhim ahamiyatga ega. Bu jarayon sizga ekotizim taqdim etadigan barcha manfaatdor tomonlar va imkoniyatlar bilan tezroq aloqa o‘rnatishga yordam beradi.

Men startaplarning venchur kapitalga tayanish o‘rniga sun’iy intellektdan foydalanib, o‘z kuchiga tayanish tendensiyasi tobora kuchayib borayotganiga guvoh bo‘lyapman. Kelajakka nazar solsak, keyingi katta to‘lqin sun’iy intellekt, moliyaviy texnologiyalar va chuqur texnologiyalar sohasidan kelishiga ishonchim komil. Bu kompaniyalarning ko‘pchiligi ham o‘z kuchiga tayanish yo‘lini tutadi, deb o‘ylayman.

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Ahmed Abbas, Сo-founder & CEO Lamha, noted:

One of the reasons some startups join accelerators is to build a network. But today, with platforms like LinkedIn, you can directly reach out to entrepreneurs in the same industry within a country and create those connections yourself.

At the same time, it is very important to integrate into the local ecosystem. Doing so helps you connect faster with all the stakeholders and opportunities that the ecosystem offers.

I see a growing trend of startups choosing to bootstrap by using AI rather than relying on venture capital. And looking ahead, I believe the next big wave will come from AI, FinTech, and DeepTech — with many of these companies also following the bootstrapping path.

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Buyuk Britaniyadagi “Moneff” kompaniyasi hammuassisi va bosh tijorat direktori Baxtiyor Aliyev:

Bizning faoliyatimiz 2016-yilda atigi to‘rt kishi bilan boshlangan edi. Bugun esa kompaniyamiz uch mamlakatda 60 nafardan ortiq xodimga ega bo‘lib, 12 dan ziyod millatni o‘z ichiga oladi. Jamoamizning uchdan bir qismi O‘zbekistonlik mutaxassislar. Birgalikda biz 7 milliard dollardan ortiq mablag‘ni qayta ishlagan kompaniyaga aylandik. Bularning barchasi to‘g‘ri odamlar va to‘g‘ri jamoasiz amalga oshmas edi.

Yevropa fintech bozori juda to‘yingan va qattiq nazorat qilinadi. Raqobat keskin, mijozlar ishonchini qozonish mushkul, qonun-qoidalarga rioya qilish esa katta xarajat va murakkabliklarni keltirib chiqaradi. Bir payt biz uchinchi tomon texnologiyasiga tayanish uzoq muddatli yechim emasligini tushunib yetdik. Shu bois, biznes jarayonlarimiz va maqsadlarimizga mos keladigan o‘z platformamizni noldan yaratdik.

Yosh tadbirkorlarga aytadigan gapim oddiy: boshlashdan qo‘rqmang. Siz mahalliy darajada hal qilayotgan muammolar global miqyosda — London, San Fransisko yoki Dehlida ham mavjud bo‘lishi mumkin. Buning uchun sizga faqat internet va qat’iyat kerak, xolos. O‘z aloqa tarmog‘ingizni yarating, kerakli mutaxassislarni toping va maslahat so‘rashdan tortinmang. Bu qadamlar vaqtingizni, resurslaringizni tejaydi va tezroq o‘sishingizga ko‘maklashadi.

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Bakhtiyor Aliev, Co-Founder & Chief Commercial Officer at Moneff, UK:

Our journey started in 2016 with just four people, and today we are more than 60 across three countries, representing over 12 nationalities. About one-third of our team comes from Uzbekistan. Together, we’ve grown into a company that has already processed over $7 billion. None of this would have been possible without the right people and the right team.

The European fintech market is highly saturated and heavily regulated. Competition is fierce, customer trust is hard to earn, and compliance adds significant cost and complexity. At one point, we realized that relying on third-party technology was not sustainable, so we built our own platform from scratch, tailored to our business processes and vision.

For young entrepreneurs, my message is simple: don’t be afraid to start. The problems you’re solving locally may exist globally — in London, San Francisco, or Delhi. All you need is access to the internet and determination. Build your network, find the right experts, and don’t hesitate to seek advice. These steps will save you time, resources, and help you grow much faster.

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Obidjon Komiljonov, Koreyadagi “trestle” kompaniyasi hammuassisi va texnik direktori:

Rahbariyatimizning ishonchi tufayli biz O‘zbekistonda kompaniya tashkil etishga erishdik. Bu kompaniya yosh, iqtidorli dasturchilar tomonidan barpo etildi va hozirda dunyoning yetakchi brendlari uchun global loyihalarni amalga oshirmoqda. O‘zbekistonga ishoning. Yoshlarimizga ishoning. Biz aynan shunday yo‘l bilan mijozlar muvaffaqiyatini ta’minlaymiz, innovatsiyalarni rivojlantiramiz va barqaror o‘sishga erishamiz.

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Obidjon Komiljonov, Co-Founder & CTO at trestle, Korea:

With the trust of our leadership, we were able to establish a company in Uzbekistan — built by young, talented developers who are now delivering global projects for some of the world’s leading brands. Trust in Uzbekistan. Trust in our youth. That’s how we build customer success, drive innovation, and ensure sustainable growth.

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“Doha Tech Angels” boshqaruvchi hamkori Sara Daniel moderatorning investorlar birinchi navbatda nimaga e’tibor qaratishlari haqidagi savoliga javob berdi.

Startaplarni juda erta bosqichda ko‘rib chiqayotganimizda, qaror qabul qilishimizni belgilaydigan uchta asosiy omil mavjud.

Birinchi so‘raydigan savolimiz: bozor hajmi qanday? Chunki imkoniyat katta bo‘lmasa, hatto eng yaxshi g‘oya ham haqiqiy ta’sir ko‘rsata olmaydi.

Ikkinchidan, startap hal qilayotgan muammo qanchalik muhim? Agar bu mijozlar uchun haqiqatan ham jiddiy muammo bo‘lsa, demak, unga talab bo‘lishini bilasiz.

Uchinchidan, biz kengayish imkoniyatlarini ko‘rib chiqamiz — bu kompaniya o‘sa oladimi va texnologiya bu o‘sishni qo‘llab-quvvatlash uchun rivojlana oladimi?

Va albatta, bularning barchasining zamirida jamoa turadi. Umuman olganda, gap faqat g‘oya yoki bozorda emas, balki uni harakatga keltiradigan insonlarda.

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Sara Daniel, Managing Partner at Doha Tech Angels, answering the moderator’s question about what investors pay attention to first.

When we look at startups at a very early stage, there are three main factors that guide our decision-making.

First, we ask: how big is the market? Because if the opportunity isn’t significant, even the best idea won’t generate real impact.

Second, how important is the problem that the startup is solving? If it’s a pain point that truly matters to customers, then you know there will be demand.

Third, we look at scalability — can this company grow, and can the technology evolve to support that growth?

And of course, underlying all of this is the team. Ultimately, it’s not just about the idea or the market, but about the people driving it.

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