The modern checkout is a small miracle with excellent manners. It remembers your card, fills your address and offers delivery before you have quite decided whether you need the thing. Then, for shoppers outside the routes favored by large retailers, it becomes abruptly provincial: country unavailable. David Harutyunyan built Globbing inside that anticlimax. The first proposition was easy to explain. Give a customer an address in a country the store already serves. Receive the order there. Move the parcel through warehouses and customs, then place it within reach at home. The shopper sees a route. The operator sees a relay race in which every runner carries someone else's birthday present.
Harutyunyan came to the problem as an engineer and an entrepreneur. His public professional history begins in 2006 with Landshaft LLC, a business he founded after studying engineering at the State Engineering University of Armenia, where he earned a master's degree. In 2015, he became founder and chief executive of Globbing. The company would eventually connect a Delaware base with its principal market in Armenia and operations in Kazakhstan and Uzbekistan. Yet the important geography was never the headquarters line. It was the stubborn distance between a shop that would accept an order and a customer the shop would not serve directly.
A useful address becomes a serious machine
Globbing began earlier in the shopping journey than an ordinary courier. A courier generally receives a parcel that already knows where it is going. Globbing first had to make the purchase possible. Its customer needed a foreign address, an account code and, sometimes, help buying from a merchant. The incoming box then had to be matched, weighed, recorded, transported internationally, declared correctly and routed to a local endpoint. None of these steps is romantic. Lose control of one, however, and romance is the least of anyone's problems.
The parcel's five-part passport
The demand arrived quickly enough to expose the machinery. At a 2017 press conference about proposed customs changes, Harutyunyan said the roughly two-year-old company already had 85,000 registered clients. The number made his policy argument concrete, but it also described an operating predicament. At modest volume, the founder can recognize every odd label and chase every delayed package. At scale, memory must become software. A busy counter becomes a layout problem. A missing customs field becomes a support queue. Growth is simply chaos that has learned to count.
A year later, while announcing a Black Friday partnership with VivaCell-MTS, Harutyunyan framed Globbing less as shipping and more as access. Before services like his, he argued, shoppers in Armenia had not been able to benefit from the world's large sales events in the same way. His point contained the company's wider ambition: the brand should not merely carry a box. It should alter what a customer considers buyable. That is why his compact description of the enterprise still works: “Globbing is a philosophy of shopping for people who value their time and money.”
“Globbing is a philosophy of shopping for people who value their time and money.”David Harutyunyan, founder
The interface ends; the obligations begin
A good consumer app conceals complexity. A good logistics company must first survive it. Behind each cheerful notification are the merchant, a domestic carrier, the warehouse, an international carrier, customs and the last local handoff. Responsibility can be divided among contracts; trust cannot. The customer sees one purchase and remembers the name on the app. That tension explains Globbing's move into more observable infrastructure: parcel registration, warehouse automation, service halls, barcode collection and lockers. Every owned step gives the company more evidence about where the box is and fewer occasions to answer with a shrug.
Harutyunyan's engineering background offers a useful frame for this expansion. His visible choices are systematic. The first service solved an address problem. The later systems attacked throughput and waiting. In Globbing's 2023 year-end message, the company reported a new robotic warehouse in the United States, three new service centers across Armenia and Kazakhstan, and a cargo terminal. The language was celebratory; the assets were practical. Robots do not make a parcel more charming. They make repeated handling less fragile.
The company also had to keep teaching customers how this peculiar form of shopping works. A foreign address is useful only when the shopper enters it correctly. A rate means little until actual weight, volumetric weight and minimum charges are understood. Restricted goods and declarations are editorial content with warehouse consequences. Globbing's calculators, route pages, mobile tools and social presence are therefore part of the operating system. Customer education lowers uncertainty before the parcel begins moving. In cross-border commerce, a clear sentence can prevent a remarkably expensive box.
The corridor is the real country
The word “global” can tempt a company into one universal promise. Freight is less accommodating. America to Armenia and China to Kazakhstan have different costs, schedules, customs rules, merchant habits and parcel density. Globbing's country-specific sites and services acknowledge that the corridor, not the abstract globe, is the practical unit of expansion. The brand can stay recognizable while the route is rebuilt market by market. This is patient work disguised by a mascot - a giraffe named George, naturally, because even a logistics network may enjoy a visual pun about reach.
One brand, three operating questions
Illustrative operating pressures, not financial data. Every new corridor must find enough shoppers, reliable transfers and convenient local endpoints.Harutyunyan publicly described Globbing as shaping online-shopping culture in Armenia, Kazakhstan and Uzbekistan since 2015. The phrase “culture” matters. A new route changes behavior only when customers trust it enough to repeat the purchase. The service is partly transportation and partly permission: the desired item is no longer outside one's practical world. But each new habit raises the expected standard. Yesterday's magical delivery becomes tomorrow's ordinary utility, and ordinary utilities are judged by the one parcel that did not arrive on Tuesday.
The part worth stealing: begin with one narrow, painful handoff. When demand appears, follow the bottleneck into the systems around it. The original insight wins attention; the unglamorous second-order work earns repetition.
When customers became bondholders
By late 2025, the operating question had become a financing question. Globbing launched its first registered coupon bonds through Converse Bank: AMD 1.5 billion with a 12 percent annual coupon and USD 2 million with an 8.25 percent coupon, both with three-year maturities. The placement finished early. In February 2026, the securities entered the Armenia Securities Exchange's main bond list, making Globbing the first company from its sector represented there. The planned uses included lockers and innovative service halls in Armenia and Kazakhstan, digital solutions, refinancing and further development.
For Harutyunyan, the striking detail was who subscribed. More than 90 percent of the first bonds were bought by individuals. He called that “particularly encouraging” and treated it as evidence of trust. The observation joins two versions of the same relationship. A shopper trusts Globbing with a parcel, a declaration and a deadline. A retail bondholder trusts the company with principal, interest and three years. One promise is tracked in an app; the other sits on an exchange. Both eventually meet in the same warehouse accounts.
“It was particularly encouraging that over 90% of the company's bonds were purchased by individuals.”David Harutyunyan, February 2026
The capital-market turn changed Harutyunyan's public role too. In March 2026 he appeared on the program of the Capital Markets Armenia conference for a session on domestic infrastructure and investment attractiveness. By August, a new dollar bond tranche was being offered. Harutyunyan said the additional funds would continue Globbing's development programs and stimulate further growth. The founder who once argued about customs thresholds with 85,000 customers behind him was now discussing capital structure, investor mix and the cost of building convenience.
This is not a clean escape from startup uncertainty. Public debt makes deadlines more literal, and logistics never stops producing surprises. It is, however, a legible founder's progression. Find a consumer blocked at checkout. Give the purchase an address. Learn that an address creates a warehouse problem, that the warehouse creates a pickup problem and that solving both requires capital. Then explain the machine well enough that people will finance its next turn.
A middle worth keeping
The internet taught shoppers to suspect every middleman. Globbing makes the case for a useful one. A useful intermediary does not stand decoratively between buyer and seller. It assembles work that neither side wants to perform. A foreign retailer need not build an Armenian pickup network. An Armenian customer need not negotiate separately with a warehouse, airline, broker and courier. Globbing absorbs the coordination and charges for moving the object through it. Its best result is almost comic in its modesty: the parcel appears where the customer can collect it.
Harutyunyan's aspiration, as expressed through the company's expansion plans and his latest financing comments, is to keep widening that dependable middle: more lockers, more service halls, more digital capability and more regional reach. The global internet will continue pretending that borders are a legacy setting. The box will continue insisting otherwise. Somewhere between those positions sits the company Harutyunyan has spent a decade building, giving unavailable products an address and complicated journeys an ending.