By February 2026, Davit Harutyunyan had acquired a different kind of delivery deadline. Globbing, the shopping and logistics business he founded in 2015, had brought its first bonds to the Armenia Securities Exchange. Parcels still needed collecting. Now there were also interest payments to make. The company that helped people order things from abroad was inviting people to finance the machinery that brought those things home.
Harutyunyan singled out the participation of individuals in the first placement. More than 90 percent of the bonds, he said, had been purchased by private investors. He called that “particularly encouraging.” For a founder accustomed to talking about customers, the change in vocabulary was small and consequential. An investor asks a delivery business to explain what happens after the next delivery: where the money goes, what gets built, and how the obligation will be met.
That makes a useful place to enter his story. Harutyunyan is Globbing's founder and chief executive, and chairman of Global Shipping LLC, its Armenian operating business. His work joins two rather different experiences: the pleasure of finding something you want online, and the administrative endurance required to move it across a border. Between those experiences, he has spent more than a decade building a business.
Eleven years from founding to listed bonds.
02An engineer meets the shopping calendar
His professional route began before Globbing. In 2006, he founded Landshaft LLC. He holds a Master of Engineering from the State Engineering University of Armenia. Those are useful coordinates for a career that would eventually involve warehouses and automated collection points. They also place the start of his entrepreneurial life nine years before the company for which he is now publicly known.
Globbing's proposition made an unfamiliar process approachable. A customer could use a foreign delivery address to shop with an overseas retailer, have the order received at a warehouse, and arrange its onward journey. The attraction was easy to grasp. The work behind it involved matching purchases to people, transporting them, completing declarations and handing them over at the destination. An address opened the door; the rest of the business had to keep it open.
By 2017, Harutyunyan was discussing that business in public alongside lawyer Grigor Bekmezyan. The subject was proposed changes to customs treatment of online purchases. Harutyunyan put Globbing's registered customer count at 85,000, describing a company roughly two years old. It was an early measure of demand, and a reminder that a founder selling international access also has to concern himself with the rules governing it.
The setting matters. This was a press conference about customs, with microphones rather than a product demonstration. Shopping had already led Harutyunyan into a conversation about policy. Customers might begin with the price on a retailer's screen, but whether the purchase remained attractive depended on what happened between that screen and the collection counter. His business sat directly in that gap.
03Black Friday needs somewhere to land
In November 2018, Harutyunyan appeared with VivaCell-MTS as the companies announced a partnership involving Globbing and the MobiDram payment service. It added Globbing collection points inside two telecom service centers, one in Yerevan and one in Kapan. Customers could also recharge their Globbing accounts through MobiDram without a commission. The arrangement combined payments and physical access at a moment when shoppers were preparing for Black Friday.
Harutyunyan talked about the opportunity for people in Armenia to benefit from international discounts. His emphasis was on the customer's practical freedom to shop. A sale on another continent becomes more interesting when there is a known place nearby where the purchase can be collected. A promotional partnership can sound abstract; a counter in Kapan is gratifyingly specific.
By November 2021, he was explaining a more established shopping routine. He said purchasing rose three to four times during Black Friday compared with ordinary periods. A television report described Globbing handling an annual average of about 1.2 million orders brought to Armenia. These were figures from that moment, rather than a permanent scorecard, but they show how far the service had moved beyond its early customer base.
One observation was especially human. Harutyunyan described how a single person who registered could end up placing orders for relatives and friends. An account was a doorway for a whole circle of shoppers. Anyone who has become a family's unofficial technical support department will recognize the arrangement: competence attracts requests. Here, the person who understood the ordering process helped carry a new habit through a household.
One account could become a doorway for a whole circle of shoppers.
A detail from Harutyunyan’s 2021 account of customer habits
04The work travels east
In that same 2021 conversation, Harutyunyan described Globbing's expansion into Kazakhstan and its recent arrival in Uzbekistan. He said the expansion had been funded from the company's own resources. His ambitions were regional, with the experience gained in Armenia supporting entry into other markets. The expansion also meant that the founder's original delivery promise had to work for people buying and collecting in different countries.
The corporate structure gives that geography some detail. A published group chart identifies him as the shareholder and director of the American Globbing entity and the ultimate beneficial owner of Global Shipping. It identifies Shushanik Harutyunyan, his mother, as Global Shipping's shareholder and director, and his sister Olga in the ownership of the Uzbek business. His founder title therefore sits within a set of distinct legal and family responsibilities.
His public company messages kept returning to equipment and places. In the year-end review for 2023, Globbing announced a robotic warehouse in the United States, three new service centers across Armenia and Kazakhstan, and a cargo terminal. Harutyunyan delivered the New Year greeting. The list gives substance to the word expansion: space to receive goods, systems to handle them, and places where customers can take possession.
There is something pleasantly stubborn about these investments. Shopping takes seconds on a phone; a warehouse continues occupying its square meters all night. A founder can explain a digital service in a few slides, but the service still depends on actual rooms and actual movements. Harutyunyan's public record increasingly follows those physical commitments, even as the transaction that sets them in motion becomes easier.
05A parcel, without the parking expedition
In November 2025, Harutyunyan joined ArmComedy's LurjCast for a conversation about online shopping. The episode covered drive-through collection in Armenia, regional expansion, order security, returns and the reality of Black Friday discounts. It is an unusually useful collection of subjects for understanding his job. The glamorous promise of access meets the very ordinary questions people ask after they have paid.
Drive-through collection belongs to that ordinary world. Once someone knows how to buy abroad, another inconvenience becomes visible: going to get the parcel. A service can cross countries and still lose goodwill during the final trip across town. Putting collection into a customer's existing journey makes the last few minutes part of the design. The warehouse may be distant; the annoyance of parking is intimately local.
Harutyunyan's willingness to discuss returns and logistics alongside discounts also puts him in the role of interpreter. An international purchase involves more than one business, and its rules can be unfamiliar. The founder has to make that process understandable enough for a first order, then reliable enough for another. The interviews show him repeatedly doing that explanatory work, from customs discussions to the mechanics of pickup.
06The next promise has a maturity date
The first bond placement began in December 2025 through Converse Bank and was completed in early January 2026. The two tranches totaled AMD 1.5 billion and US$2 million, with three-year maturities. Their February listing brought Globbing into a public financing framework. The planned uses of the proceeds included lockers and service halls in Armenia and Kazakhstan, digital solutions, new services and refinancing.
In March 2026, the Capital Markets Armenia conference listed Harutyunyan as a speaker. His name appeared among banking, investment and market infrastructure executives. The listing offers another small marker of how his public role had widened. Alongside explaining shopping, he was now part of the conversation about how businesses finance their next stage.
August brought a further US$2 million dollar-bond tranche, with placement scheduled from August 14 to October 30. Harutyunyan said the additional funds would support development programs and further growth. He again emphasized the participation of individuals in the earlier issue. The point he chose to repeat was trust, expressed through people committing money to the company's future.
Those plans are consistent with the work that preceded them. Foreign shopping access led to local collection points. Regional entry led to more facilities. More facilities created a reason to seek a broader pool of financing. This progression makes Harutyunyan's career interesting without requiring a heroic origin scene. The public milestones are practical decisions, and the decisions have accumulated into a larger responsibility.
The two audiences will continue meeting the same operation from different directions. Customers experience its convenience one order at a time. Investors finance assets intended to serve many orders over several years. Harutyunyan occupies the point where those timeframes meet. His public statements connect the funding to concrete development plans, giving his ambitions a form that can eventually be visited, used and measured.
There is still an appealingly modest human event at the center of it all. Someone orders an object, waits, and collects it. Harutyunyan's latest chapter concerns the capital needed to repeat that event across a wider network. The next locker and the next service hall will be judged in much the same way as the first delivery: by whether they make an ordinary purchase easier to finish.
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