They rarely appear in the media spotlight — but when they do, it’s always with purpose. RPG Kazakhstan doesn’t chase loud announcements, compete for LinkedIn metrics, or generate news just to tick a box. Over the past 17 years, the team has delivered thousands of campaigns for multinational corporations, launched projects in 12 countries, and grown from a small home office in Almaty into a strategic partner for some of the world’s largest brands.
Today, we’re speaking with Denis Kolpakov, Director of RPG Kazakhstan — a team that has been shaping the evolution of the PR industry in the country since 2008. We discussed how it all began, what has changed in the industry over nearly two decades, how to build an international business from Kazakhstan — and why true success is often best accompanied by silence.
Denis, do you remember the day you decided to start the agency? How did it all begin, and what inspired you at the time?
The company already existed by the time I joined. Back then, it worked mostly with Kazakhstani clients and leaned more toward advertising than true public relations. Things began to change in 2010.
Yes, I remember that day very clearly — even though at the time, in 2010, it didn’t feel like anything momentous. I was in my final year at university, preparing for winter exams, and came to the agency as an intern. Coincidentally, the agency’s name started with the same initials — something that felt symbolic in hindsight, though it didn’t seem important back then. I just wanted to get out into the field and gain real-world experience.
I started as an intern, then became a junior specialist, gradually moved on to managing projects, building a team, and taking on responsibilities well beyond my role. After several years of that, my colleague — who is now both my wife and business partner — and I realized something: we had our own vision, our own values, our own clients, and most importantly, a sense of inner conviction that we were ready to move forward independently.
That’s how RPG Kazakhstan came into being — as a brand-new story, built entirely from the ground up. We were young, and probably a little fearless. That helped, because at the beginning, it’s sometimes better not to realize just how many things can go wrong.
Step by step, we redefined the very essence of what we were doing. RPG Kazakhstan became more than just a workplace — it became a reflection of everything we believe in.
Seventeen years — that’s almost adulthood. What would you say to your younger self, the one launching rpgkz.com back in 2008?
I think the most important thing I’d tell myself is: “Stop doubting yourself so much.” That self-doubt cost me time, energy, and a sense of inner freedom. Sometimes — even clients. I kept asking myself: “Am I doing the right thing?”, “What if the client gets upset if I say no?”, “Maybe it’s better to go along with it than to defend my own point of view?”
It took years to understand that compromise in business doesn’t mean bending over backwards at any cost — it means being able to communicate your boundaries honestly. Saying no isn’t a rupture, a challenge, or an insult. It’s just a different kind of relationship. If I’d realized that earlier, I could’ve avoided a lot of unnecessary tension.
I would’ve told myself: “Trust your instincts — you’re right, you’re just scared to believe it.” Because eventually, I started noticing how that anxiety faded. Not right away, not after one campaign. But over time, it dissolved. And something else emerged — a sense of maturity. That moment when you’re no longer afraid to name your price, to walk away from a project that isn’t right for you, to stand your ground for the idea you believe in.
And one more thing — I would’ve told myself to let go of control. In the beginning, you want to hold everything in your hands: the logos, the copy, the meetings, the emails. It feels like that’s the only way to guarantee quality. But real strength lies in building a team, growing people, and learning to trust. I came to that realization later than I would’ve liked.
But more than anything, I would’ve shaken my own hand and said: “You’re doing great. Just trust yourself — and everything will fall into place.”
PR in Kazakhstan has changed significantly over the years. What major transformations have you observed in the market?
Over the years, PR in Kazakhstan has matured significantly. We’ve moved away from the simple formula of “write a press release — get media coverage” toward working with positioning, meaning, and strategy. Today, clients care not just about reach, but about perception — how they’re seen, and what stands behind their words and actions.
Agencies are increasingly working from the inside, not the outside: they participate in strategic sessions, help shape the tone of voice, and get involved long before the official launch. Clients themselves have also evolved. Strong in-house specialists have emerged within companies, and now the dialogue happens on equal footing — grounded in numbers, logic, and substance.
At the same time, there’s a growing demand for what’s often called “quiet PR” — where depth matters more than noise. In the past, a company might say: “We planted some trees.” Today, it’s: “We’re working with local residents to improve the urban environment.” That’s a completely different mindset — and one that resonates deeply with me.
Another key shift is in content. It’s no longer just a byproduct of our work — it’s become a full-fledged tool in itself. Podcasts, channels, special projects — we often build an entire media ecosystem around a client.
The infrastructure has changed too: traditional, catch-all media outlets have all but disappeared. In their place, we now have a fragmented platform landscape, and brands need to speak many different languages to stay relevant. It’s become more complex — but also more exciting. And it’s precisely in this environment that we feel most at home.
Today, your client portfolio spans a variety of industries. How do you decide who to work with? What do you look for in a client?
As the head of the agency, profitability is of course important to me. This is a business, and it needs to be sustainable. But if I had to choose between money and an idea — I’d choose the idea. Because that’s what gives a project its energy. If the brief has a strong foundation, if there’s something real behind it — whether it’s scale, impact, nuance, or simply the right message at the right time — that’s what draws me in.
Sometimes we’re approached with a one-off project that isn’t the biggest in terms of budget, but we feel: this is the right one. It aligns with what we believe in. And that’s when we say yes.
We’ve stayed true to ourselves — one of the few principles that’s remained unchanged all these years. We need to understand why we’re part of something. The clients we’ve built long-term relationships with are always the ones who respect the substance of what we do. With them, it’s a shared journey — not just ticking boxes on a task list.
To put it simply: we don’t choose by price. We choose by meaning. Always.
Over the years, your agency has delivered projects in 12 countries. How did you manage that from Kazakhstan? What challenges have you faced working internationally?
Honestly — looking back now, even I’m not sure how we pulled it all off. Projects across 12 countries, in vastly different cultural and regulatory environments, under tight deadlines and with high expectations. It was a massive undertaking. And yet, at the time, it never felt like that. Everything moved forward smoothly, without burnout or breakdowns. The only explanation I have is youth, drive, the thrill of taking on challenges — and a total lack of any sense of limitations. We never asked ourselves, “Can we really do this?” We just did it.
If we’re talking about “challenges,” it’s hard to list them all — because launching a product in any market that plays by its own rules, whether it’s Finland, Israel, or Tajikistan, is already a challenge in itself. So maybe the better question is: what *do you* consider a challenge? (smiles)
Sometimes it was the language barrier, sometimes it was complex logistics, or the need to grasp cultural codes no one had thought to explain in advance. But all of that can be solved — if you have the right team, mutual trust, and a clear objective. And we always had those things.
Are there differences in how you approach PR for the Kazakhstani market versus international markets?
Absolutely — and you feel those differences immediately, especially when you bring local expertise into a new environment. In Europe, for example, things are far more formalized. Approvals can take weeks, emails often get lost in long CC chains, and after 5 p.m., you won’t find anyone at their desk. And that’s not the exception — it’s the norm. But the upside is a high level of process culture, transparency, and a deep focus on detail and quality in every part of the communication.
Here in Kazakhstan, it’s a different story. The market thrives on speed, responsiveness, and the ability to quickly assemble a team, make a decision, and pivot on the fly — sometimes in real time. We’re not afraid of responsibility, and we’re not afraid to redo things. That can be a drawback in some cases, but more often, it’s a strength. It allows us to stay flexible, maintain momentum, and launch complex projects faster than would be possible in more rigid systems.
There are also technical differences — some platforms work in one market but not in another. In some places, you need to explain the basics of social media or digital tools, while elsewhere the client arrives with a detailed brief and hard data. Cultural differences are another big factor: the same phrase said in Almaty, Tel Aviv, or Helsinki can land in completely different ways. And that’s why it’s so important not to impose “one-size-fits-all” solutions, but to really tune into the context you’re stepping into.
So we don’t compare markets in terms of “which is more efficient.” We simply adapt — maintaining our own style, but adjusting to the pace, logic, and reality of each place. And I believe that’s what makes us versatile — without losing our DNA.
What does success in PR mean to you — quantitative metrics or a shift in public perception?
Success in PR looks different for every client. Some focus on reach, others on engagement, and still others on the response from a specific audience. We take all of that into account — after all, we’re an agency, and our job is to deliver results based on the client’s objectives.
At the same time, we always bring our own expertise to the table. When needed, we explain why noise doesn’t always equal impact — and why sometimes the opposite is true. We believe numbers should serve meaning, not just reporting.
For me personally, the true measure of success is when communication truly works: it changes perceptions, sets the right tone, and brings the brand meaningfully closer to people. Everything else — we know how to track and present.
PR without a purpose is just creativity. And we’re running a business. We’re here for results.
Was there ever a moment in the agency’s history when you wanted to give up? How did you get through it?
I think everyone goes through moments like that. It’s part of life, part of work, part of any long journey. Of course, we’ve had our share of difficult times — professionally, emotionally, mentally. And yes, there were moments when I thought, “Maybe that’s enough.”
But I think it’s exactly in those moments that something switches on inside — that inner engine that just won’t let you stop.
There’s a phrase I’ll never forget. Many years ago, just in passing, it was said in a living room by Marusya Maralovna Asaubayeva — an extraordinary, incredibly strong woman we had the privilege of working with. She said: “Business is like riding a bicycle. As long as you keep pedaling, you stay up. The moment you stop — you fall.”
Since then — as simple as it may sound — I’ve never forgotten it. We just keep pedaling.
And of course, the most important thing is that we’re doing this together. My wife and I have been walking this path side by side from day one. When things get tough, we’re there for each other. It’s not just 'support' in name — it’s real partnership, someone to lean on. And maybe that’s exactly what gives us the strength to pull ourselves together and keep going.
Was there ever a moment in your practice that you still recall with a smile — or a bit of shock?
Over 17 years, we’ve worked on plenty of large-scale projects — both local and international. But one of the most unforgettable moments was the launch of Uber in Kazakhstan. Yes, we were part of bringing Uber to this market, and it was truly a milestone — especially considering how “exotic” the whole concept seemed at the time: a taxi service with no calls, no dispatcher, just an app.
The story that ended up going global began with a single social media post. A passenger — who happened to be a blogger — snapped a photo from inside a car where, instead of standard seats, there were… wooden kitchen chairs. It turned out the driver was moving furniture along the way — for his mother-in-law, of course. (laughs)
The post went viral, sparked a wave of reactions, and at some point, we got a call from the regional office. They told us the news had made its way all the way to Travis Kalanick himself, who was still CEO of Uber at the time. His question was very direct: “What is going on in Kazakhstan, and why are people riding around in taxis on wooden chairs?”
The situation could’ve spiraled into a full-blown crisis, but we resolved it quickly. We reached out to the blogger, spoke with the driver, got the full story. And most importantly, we didn’t try to suppress the buzz — instead, we leaned into it. We responded with humor, local context, and respect for the culture.
In the end, that case became a classic. It’s still used in international conferences and workshops, and it continues to appear in roundups of “PR wins in unexpected situations.”
For us, it was yet another reminder: even when something seems absurd, the key is to keep a clear head and read the room. Because that’s what real communication is all about.
Your agency is a project built by two people who love each other. How do you separate the personal from the professional — or is it all part of the same story for you?
When you work with the person you share your life with, the line between home and office inevitably blurs. And it took us time to learn how to live with that.
For a long while, we simply couldn’t hear each other when it came to work decisions. And I’ll be honest — it poisoned everything: the business, and the relationship.
Nina is vibrant, emotional, expressive. I’m more reserved, structured, straight to the point.
Instead of amplifying each other, we kept trying to cancel each other out — emotion with logic, speed with restraint. But what we really needed was to listen. To see the essence beneath the surface. To recognize the contribution behind the argument.
Thank God we got there. Late — but we did. And today, I’m genuinely grateful that we know how to disagree in a way that strengthens us, not breaks us.
That, to me, is real partnership: when you can be different — and still move forward together.
фото Михаила Ионова
How do you unwind after major projects? Do you have any family rituals for recharging?
They say if you need a break from your work — you’re probably in the wrong line of work. (laughs)
But in all honesty — we barely take breaks. That’s probably one of our biggest flaws. We’re constantly convinced that without us, something will fall apart, a client will be left hanging, or the world will turn upside down. Even when we travel, the laptops come with us. Phones are always on. It’s 24/7 — no weekends, no time zones.
But at this point, it’s not really a “system glitch” — it’s more of a lifestyle. And a reflection of the times. These days, it’s hard to find an entrepreneur who can lie on a beach and not flinch when an email notification pops up.
Especially in our field, where everything can change in an instant.
Of course, we’re trying to learn how to let go — even if it’s just for a day, or an evening. But it’s a work in progress. Maybe one day we’ll reach that level of zen where we can truly switch everything off and not feel the urge to check.
But for now — we’re not quite there yet. (smiles)
If you had three completely free days — no calls, no emails, no deadlines — how would you spend them?
Honestly? It’s hard to even imagine three full days without emails, calls, or deadlines.
But if, somehow, they did happen… I think I’d just take my family somewhere quiet, somewhere peaceful, off the grid.
Nature. Thoughts. Unscheduled conversations.
No plans — just being together, breathing, listening to one another, and not having to solve anything.
What new goals and aspirations do you have — both personally and for the agency — in the coming years?
We have plenty of plans — but none of them come from ambition for ambition’s sake. They’re shaped by the natural rhythm the agency has grown into.
First, we’re going to expand the team. Carefully, intentionally, with a focus not on headcount but on caliber. We’re not just looking for extra hands — we’re looking for people who can think strategically, offer solutions, not just follow instructions. We want to strengthen ourselves professionally, not simply grow in size.
Second — new clients and new markets. We already have international experience, and we’re confident in our capabilities. What we’re after now are more complex, more unconventional challenges — projects that carry greater responsibility and potential for impact. We’re drawn to work that can truly create change — not just communicate, but shape.
And more broadly — we want to scale without losing who we are. We’ve always stood for thoughtful approaches and clear-eyed assessments of each task. That principle remains at the core. So yes, the agency will grow — but not for the sake of volume. We grow for potential, not for scale.
For us, business isn’t a race. It’s a system that should run steadily, efficiently, and with a deep understanding of where — and why — it’s going.
