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For many Iranian entrepreneurs, the choice to stay is as defining as the choice to leave. In a country where instability and outdated regulations often stifle innovation, a number of highly skilled professionals-who could have built more comfortable lives abroad-have chosen to remain. Their reason? To contribute to the growth of Iran’s digital economy, even when the path is rocky.
One of them is Nima Ashrafzadeh, CEO of Pindo and best known in Iran’s tech circles as a leading figure behind Sheypoor. His words circle around one idea: hope. “If everyone leaves, who will stay and build the country?” he asks. His decision to stay in Iran is rooted in belief and conviction, though he admits it has come with significant challenges.
Choosing to Stay Despite the Odds
Ashrafzadeh acknowledges that staying in Iran isn’t easy. Economic instability, inconsistent regulations, and limited institutional support make the environment harsh for startups. Yet, he views his role as one of responsibility-to use the knowledge and experience he has gained both academically and practically to help develop his own country.
“Startups here create real jobs. Just as industry and manufacturing receive support, digital businesses should be recognized at the same level,” he says. “They are producers too-their products just happen to be software and online services.”
Structural Challenges Facing Startups
Asked about the roadblocks entrepreneurs face, Ashrafzadeh points to a mismatch between fast-moving startups and sluggish regulatory frameworks. While Iran’s startup ecosystem is young and energetic, laws have failed to keep pace. Regulators and traditional organizations, he explains, were initially unfamiliar with how to engage with tech-driven companies, which slowed down growth.
Progress has been made-especially with the formation of industry associations-but gaps remain. From outdated licensing processes to fragmented oversight across sectors, he sees a need for a more agile and unified regulatory approach.
He cites examples like cryptocurrency platforms, gold trading apps, and ride-hailing services, where authorities lagged years behind market realities. “If there had been a single agile body making decisions, many of these challenges would have been resolved much earlier,” he argues.
The Human Factor: Young Teams and New Culture
Ashrafzadeh also highlights the cultural divide between traditional institutions and young tech teams. Startups often operate with younger workforces, which leads to both opportunities for innovation and tensions with older, more hierarchical structures. Yet, he views these frictions as part of the learning curve.
“The most important trait for anyone in this ecosystem is the ability to adapt,” he says. “Change is constant here. Those who enjoy solving problems and improving processes are the ones who thrive.”
A Call for Support and Recognition
For Ashrafzadeh, the broader message is clear: Iran must support its entrepreneurs more seriously. Digital businesses, he stresses, are engines of growth that create sustainable employment and can expand at a pace unmatched by traditional industries.
“These companies can attract millions of users in a matter of months. They can deliver services at scale. With stronger support and up-to-date laws, they could play a far larger role in Iran’s economy.”
A Message to the Next Generation
To those considering emigration, Ashrafzadeh offers a heartfelt but pragmatic perspective. Yes, life in Iran is hard. Yes, problems exist. But he believes that working in one’s own country, in one’s own language and culture, makes solving problems more feasible than struggling as a migrant abroad.
“I truly believe Iran has more potential for growth than many other countries,” he says. “My advice is: if you can, stay. Be patient. Invest your effort into building here. I have deep faith in the future of this country.”
