Jamila Khalibaeva, Global Marketing Director, IT Park Uzbekistan

1) How do you use your role to ensure that technology and policy are truly inclusive?

As Global Marketing Director, I see my role not only as promoting technology, but as ensuring that this technology genuinely reaches people whose voices are often unheard.

Inclusivity, for me, is not a slogan, it’s the core philosophy behind every program I help communicate, every partnership I initiate, and every campaign we build for our national IT ecosystem.  

One of the projects I’m most proud of is our Digital Inclusion initiative, developed together with the World Bank. Through this programme, we train vulnerable groups: low-income families, rural populations, women, and people with disabilities in digital literacy.

Last year alone, more than 900 people completed our basic digital-skills modules, and over 50 per cent of them were women. Some completed their first advanced lessons, some learned to use new tools, and others gained the confidence to apply for remote digital jobs.

Every story is a reminder that technology is meaningful only when it changes someone’s day-to-day reality. 

We also launched specialised programmes with ITU to support people with hearing and visual impairments. These were not typical training modules, they required adaptive content, new learning formats, and a human approach. We worked with local NGOs, testing each lesson with small focus groups to ensure it wasn’t just accessible, but empowering.

Today, over 450 individuals with sensory disabilities have already gone through these programmes, and several have successfully joined tech courses or found internships in IT companies. 

As someone responsible for international marketing and partnerships, I also make inclusivity a priority in how we represent Uzbekistan globally. When we showcase our ecosystem abroad, at Web Summit, GITEX, VivaTech, and other global stages, we highlight not only success stories, but the pathways we’ve built for people who traditionally are left behind.

This shapes how investors perceive our nation - not just as a fast-growing tech hub, but as a society determined to lift all people through innovation. 

My job is to ensure that behind every message, every video, every strategic campaign, there is a real person whose life can change because we made technology more accessible. And when we create these narratives thoughtfully, we build policies and programs that are grounded not in theory, but in humanity.

That is how inclusivity becomes not an aspiration, but a lived reality. 

2) What’s a moment in your career when you saw firsthand how technology or a new policy changed a citizen’s life for the better?

One of the most defining moments in my career came when I realized how profoundly national digital policy can reshape individual destinies. Uzbekistan is the largest country in Central Asia by population, more than 38 million people, with an average age of just 29.

We are a young nation with enormous potential, yet in 2019, when we opened the first IT Park, the concept of “becoming a programmer” felt abstract for many. People didn’t understand what the digital economy truly meant, or how they could enter it. 

Today, just six years later, more than 200,000 citizens are employed in the ICT sector. Every month around 35 new foreign tech companies open offices in Uzbekistan, and local firms are scaling into global markets. But the real impact is not in the numbers, it’s in the human stories behind them. 

I remember meeting a young man from a small regional town who had joined one of our internship programs. He came from a low-income background and had never considered that someone like him could build software used by international clients.

After completing the programme, he secured a job with an American tech company. His income multiplied tenfold, but what moved me most was not the salary, it was when he told me he no longer felt the need to leave his family or migrate abroad for work. 

“I never imagined I could stay home and still build a global career,” he said. That sentence captured exactly why we do what we do. At a policy level, our work has created the foundation for thousands more stories like his.

As international companies enter Uzbekistan, they bring new standards, global best practices, and fresh opportunities for young people to grow. And through strategic international marketing, from presenting Uzbekistan at global tech summits to building trusted relationships with investors, we amplify these opportunities.

Marketing, in this sense, becomes more than storytelling, it becomes a bridge that connects our citizens to global markets they never knew were accessible. 

I have seen how a single well-communicated policy, a single international partnership, or a single training program can transform not just careers, but entire families. And every time I witness this change, it reminds me why inclusive digital development is not just a professional mission for me, it is a deeply personal one. 

3) What was the most impactful project you worked on this year, and how did you measure its success in building trust and serving the needs of the public?

This year, the most transformative project I worked on was the launch of Enterprise Uzbekistan - our newly established International Center for Digital Technologies.

Although the initiative is only at the beginning of its journey and we are not yet in a phase where results can be measured, its significance for people, for the tech industry, and for Uzbekistan’s global positioning is already clear. 

Enterprise Uzbekistan is our statement to the world: Uzbekistan is ready to engage, attract, and collaborate at the highest international standards. We studied how global tech hubs position themselves, from Dubai’s DIFC to Singapore’s Enterprise and Ireland’s IDA and adapted the strongest practices to fit our people, our ambitions, and our market realities. 

But we did it with one important difference: we built it with a soul. Our communication strategy focuses not just on numbers, but on the human impact, showing international partners real stories of young Uzbek developers who became exporters, of founders who raised investments abroad, of women who built tech startups from home while raising families. 

Even though the project has just launched, the success indicators we focus on today are qualitative: 

• Trust from global companies - measured by the number of inquiries, partnership requests, and exploratory visits from international investors. 

• Trust from our citizens - expressed in how confidently our young people now talk about building companies for global markets. 

• Trust from the ecosystem - reflected in the growing engagement of startups, universities, accelerators, and venture funds. 

For me, the most meaningful part is seeing how people react when they realise: “Uzbekistan is no longer just catching up. We are shaping the future.” 

Enterprise Uzbekistan is not just about regulations or infrastructure. It is about giving people the confidence that they belong in the global tech economy.

And even though the measurable results will come later, the first and most important outcome has already appeared - hope, ambition, and a renewed belief that our talent deserves a global stage. 

4) What was one unexpected lesson you learned this year about designing for real people? This can be about a specific project or a broader lesson about your work.

One of the most surprising lessons this year was realizing just how often we underestimate what we already have. In Uzbekistan, we tend to compare ourselves to mature tech ecosystems and ask: What else do we need? What are we still missing? 

But this year, through dozens of community visits, international roadshows, and meetings with citizens and founders, I understood something essential: we already have everything we need to succeed: the infrastructure, the talent, the digital services, and the determination. 

What we truly needed was to believe in our own progress and to show it to the world with confidence. This insight became even clearer when we launched a series of international marketing campaigns showcasing Uzbekistan’s tech ecosystem.

At first, the focus was on global positioning, competitiveness, and investor appeal. But the strongest responses came when we highlighted the human stories: women launching their first startups, young engineers joining foreign companies without leaving their hometowns, or entire families whose income doubled because a son or daughter entered the IT sector.

These stories resonated across markets because they speak a universal truth - technology only matters when it changes someone’s life. 

As Global Marketing Director, my work often sits at the intersection of strategy and storytelling. This year taught me that authentic stories travel further than any slogan or campaign.

International partners responded not just to our numbers, but to our mission: building a digital economy where opportunity is accessible to every citizen, regardless of age, gender, or background. 

5) We hear a lot about AI. What's a practical example of how AI can be used to make government services more inclusive and trustworthy?

AI often creates mixed emotions, excitement on one hand and fear on the other. Many people worry that AI might replace them or make their skills irrelevant.

But in Uzbekistan, we try to approach AI differently. For us, artificial intelligence is not about replacing people, it’s about empowering them and making public services more human-centred, more accessible, and more fair.

A very practical example is the use of AI-driven automation in e-government services. Today, many routine administrative processes, from verifying documents to routing citizen requests,  are being automated step by step with AI. 

This reduces waiting times dramatically, eliminates human error, and ensures that people in remote regions receive the same quality of service as those in the capital. For vulnerable groups, such as citizens with disabilities, AI-powered tools can turn complicated systems into intuitive, personalised experiences.  

Another powerful impact of AI is transparency. Algorithms can help analyse large datasets to  identify inefficiencies or risks of corruption, improving public trust. When people see that services are predictable, fair, and delivered the same way for everyone, confidence in government grows. 

To support all of this, Uzbekistan is actively building the infrastructure needed for advanced AI solutions, including new green data centers that ensure energy-efficient computing. W

e are also expanding AI education programmes so that the next generation, regardless of background, has the opportunity to participate in this transformation. Our goal is to create AI talent, not just AI consumers. 

From a global marketing and international partnerships perspective, my role is to communicate these opportunities to the world and to bring best-practice knowledge into the country.

By collaborating with international AI companies, development institutions, and tech ecosystems, we learn how other nations make AI inclusive and ethical. Then we adapt those insights to our own context so that the benefits reach ordinary citizens: farmers who need climate-AI tools, teachers who use adaptive learning systems, doctors in regional clinics who rely on AI diagnostics. 

In the end, AI becomes a tool for dignity: it helps governments serve people faster, more transparently, and with more compassion. And for me, that human-centred outcome is the true purpose of technology. 

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6) How are you preparing for the next wave of change in the public sector? What new skill, approach, or technology are you most excited to explore in the coming year?

As someone working at the intersection of international marketing, public-sector innovation, and technology, I feel a deep responsibility to stay ahead of the global curve, because the speed at which the world is changing directly affects how effectively we can serve our people.

For me, preparing for the next wave of transformation is not just a professional task, it’s a personal commitment to ensuring that every citizen benefits from the opportunities innovation creates. 

In the coming year, I’m particularly focused on strengthening three areas: innovation management, sustainable technologies, and global digital communication.

I constantly study new tools and frameworks that help teams build products and services more efficiently and inclusively. Approaches such as design thinking, service design, and agile experimentation allow us to design public-sector solutions around real human needs.

And because Uzbekistan is now deeply integrated into global tech developments, I closely follow international best practices to adapt them to our ecosystem in a way that makes sense for our people. 

One area I’m truly excited about is sustainable AI and green data centres. Globally, AI computing demand is skyrocketing, and with it comes rising energy consumption. Countries like Finland and the UAE are embracing eco-friendly data infrastructure, and I see Uzbekistan moving confidently in that same direction.

By developing green, energy-efficient data centres, including those powered by renewable sources, we are not only supporting AI talent and innovation but also ensuring that our technological progress remains responsible and future-proof.

This is especially important for us because every advancement in infrastructure eventually translates into more jobs, better digital services, and more opportunities for young people across the country. 

From the marketing and international partnerships side, I’m deepening our focus on digital storytelling and data-driven communication.

Today, it’s not enough to build good programmes, you have to translate their impact in a way that resonates globally. I study how countries like South Korea, Ireland, and Türkiye communicate their digital success stories, and I adapt those strategies to elevate Uzbekistan’s narrative on the world stage. By doing so, we attract more investors, more partners, and more opportunities for our citizens. 

Ultimately, my preparation for the next wave of change always comes back to people. Technology moves fast, but trust and human understanding move slowly. 

That’s why, no matter which new skill or technology I explore, my goal is the same: to make sure that innovation expands opportunities for every Uzbek citizen, no matter where they live, what they studied, or what challenges they face. 

7) What advice do you have for public sector innovators who want to build a career focused on serving all citizens?

The most meaningful advice I can offer is this: start with people, not with technology. Public-sector innovation only matters when it improves someone’s everyday life. 

For innovators, especially those aspiring to work in government or GovTech, I always say: think globally, act locally. Understanding your own environment - its strengths, limitations, cultural nuances, and societal expectations is fundamental. When you truly know your people, you can build solutions that resonate and create real change. 

For young innovators, I also stress the importance of integrity and communication. In the digital world, trust is the most valuable currency. You can have the most brilliant idea, but if you cannot explain it clearly, build trust around it, and show how it serves people - it will remain just an idea.

Strong storytelling, empathy-driven design, and transparent communication are not “soft skills”, they are strategic tools. 

Another important principle is to build your network intentionally. Attend international conferences, engage with regional startups, collaborate on cross-border programmes, and surround yourself with mentors who challenge your thinking.

Many of the opportunities we created at IT Park, from attracting foreign investors to launching global education programs, were born out of relationships built over years. 

Finally, never be afraid to dream boldly. Many of the achievements we celebrate today in Uzbekistan’s tech ecosystem sounded impossible just a few years ago. But innovation thrives when people believe in their country’s potential and are willing to invest their energy into it. 

If your north star is genuinely to serve citizens, then every project you lead, every partnership you build, becomes more than professional work. It becomes a contribution to the future of your country, and there is no greater motivation than that. 

8) Who inspires you to build a more inclusive and trustworthy public sector?

In my work, I draw inspiration from many people, both in Uzbekistan and around the world, who show what it truly means to build systems that serve people with honesty, empathy, and ambition. 

At home, I am deeply inspired by our leadership. Minister of Digital Technologies  Sherzod  Shermatov has always set the tone for human-centred digital transformation. He constantly reminds us that technology is only meaningful when it reaches the most vulnerable groups and improves their daily lives. 

Chairman of the Supervisory board of IT Park Farkhod Ibragimov inspires me with his ability to scale ideas into national initiatives. He pushes all of us to think globally and act boldly. His strategic approach to ecosystem-building taught me how international partnerships can unlock opportunities for entire industries, not just individual companies. 

Internationally, I am fortunate to learn from brilliant minds who have shaped my understanding of innovation and inclusive growth. From global experts like Executive Director of MIT Kuo Sharper Center Dina Sherif, I learned how social impact and entrepreneurship can coexist and strengthen each other to create prosperity for everyone. 

But perhaps my strongest source of inspiration comes from our local startup founders. Every time I see a young Uzbek team step onto a global stage, whether at GITEX, Web Summit, or regional demo days, I feel genuine pride.

These founders often come from small towns, sometimes from families with no tech background at all. Yet they stand confidently among global innovators, presenting products that solve real problems.

They remind me why we work so hard: because talent in Uzbekistan is limitless, and our job is to give these innovators the platforms and visibility they deserve. When I see them pitch, secure international investments, win competitions, or launch exports, I know that the entire ecosystem is moving in the right direction. 

Ultimately, all of these people, leaders, global experts, local founders, shape the way I think about my role in public service.

They remind me that building an inclusive and trustworthy sector is not about technology alone, it is about people who believe in a better future and are willing to work for it. And being surrounded by such people is what motivates me every single day.  

9) If you had an unlimited budget, what would your dream project be?

If resources were no limitation, I would build a national DeepTech R&D Network - a constellation of advanced research centers across Uzbekistan fully dedicated to AI, robotics, space technologies, and climate innovation.

Today, Uzbekistan is taking important steps toward becoming a regional innovation hub, but with an unlimited budget, we could accelerate this transformation by decades and, more importantly, give our young scientists and engineers the tools to change the world from their own homeland. 

Beyond infrastructure, I would invest heavily in developing people. That means fully funded PhD programs, fellowships for young women in STEM, international research exchanges, and grants for DeepTech startups targeting global challenges.  

I imagine this project as a bridge connecting Uzbekistan to global innovation ecosystems. Through strategic storytelling, international outreach, and global events, we would position Uzbekistan as a DeepTech powerhouse, not by claiming it, but by demonstrating real breakthroughs and human impact.

International marketing, at its best, is not about promotion, it is about opening doors for talent, attracting world-class mentors, and bringing opportunities into the country so that our people do not have to go searching for them abroad. 

If I had unlimited resources, I would invest them in creating a future where every young person in Uzbekistan can become an innovator. Because the greatest return on investment is human potential, and my dream is to help unlock it at scale. 

10) Outside tech, what excites you the most?

Outside of technology, art is what truly grounds and inspires me.

In a sector driven by logic, systems, and constant acceleration, art brings me back to the human essence behind everything we build. I’ve always been drawn to painting, architecture, and visual storytelling, the way a single artwork can shift your perspective, evoke emotion, or make you feel understood without a single word spoken. 

Art helps me stay connected to people, and ultimately, my work is about people. When I walk through a gallery or discover a new artist, I’m reminded that creativity is universal, it crosses borders, languages, and backgrounds.

This mirrors my mission in international marketing: to communicate stories that resonate with diverse audiences and make them feel included in Uzbekistan’s digital narrative. 

Art also shapes how I approach leadership. It teaches patience, attention to detail, and the beauty of iteration. When I build marketing strategies, especially those meant to support citizens or inspire young talent, I often think about them as compositions: every element must harmonise, and every message must feel authentic. 

Perhaps this is why I am so passionate about supporting our creative and tech communities. Innovation is not born from code alone - it comes from imagination. And art, for me, is the most powerful reminder of why we innovate in the first place: to make life not just more efficient, but more meaningful.