COLABB total media coverage to date (July 10-October 31, 2025)

Asa part of our series about Women Founders, we had the pleasure of interviewing Olga Sukhanova.

Olga Sukhanova is an international entrepreneur and the founder of COLABB. With over 15 years of experience in commercial real estate, she began her career in Moscow City — one of Russia’s most dynamic business hubs. Today, Olga leads COLABB’s investment direction from the firm’s Dubai office — delivering purpose-driven real estate projects with strong financial performance and long-term value. She believes real estate isn’t just about square meters — it’s about impact.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path? Can you share the most interesting story that happened to you since you began leading your company?

The most unusual story that happened to me was probably when I was working on a deal with a local firm. The company was owned by a woman whose name had repeatedly appeared on the Forbes list of the 100 most influential businesswomen in the Middle East. For me, it was a special project — not only because of its scale, but also because it offered me the chance to enter the world of a person whose ideas inspire entire generations.

One day, I received an invitation to meet her in person. For someone who had been living here for only a couple of years, it felt like a scene from a movie — a meeting with a Sheikha, an outstanding business leader, and a visionary. I prepared for it as if it were the most important day: rereading my notes, rehearsing my speech, studying etiquette, and spending a long time choosing what to wear. In the end, I bought an abaya from a particular brand created by a local designer, to match the spirit of the meeting as much as possible.

But life had other plans — my flight was delayed, and we didn’t get to meet. It seemed like the end of the story… but in fact, it was only the beginning. I was invited to meet with her minister instead. Her team welcomed me: the meeting took place on a boat surrounded by the beautifulness landscapes. They showed me the city from the sea, from a helicopter, and in other ways. For several days, I was completely immersed in the hospitality and culture. I was welcomed as though I were already a dear guest. I felt not just hospitality, but the very soul of this region: generous, open, and truly warm. And there, among the mountains, the ocean, and the people who know how to embrace others, my dream was born — to build our hotel right here. A hotel that people will come to not just for rest, but to be filled with inspiration… and to rediscover themselves.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Many years ago, back when I was still living and working in Moscow, I was in charge of developing the retail area in our business tower — selecting tenants such as restaurants, supermarkets, pharmacies, and salons. One day, our investor brought to a meeting a very famous and fashionable Moscow restaurateur. We prepared for his visit as if for an important diplomatic mission: I showed him the space for the future restaurant, delivered a flawless presentation, answered every technical question — and even the ones he hadn’t yet asked.

As we were seeing him out, my phone rang. I quickly picked it up just to say I would call back later. I put the phone down… and at that exact moment, the restaurateur, together with our shareholder, suddenly asked: “Olga, what do you think of my idea?”

You have to understand — I was not expecting such a direct question from these two serious and accomplished businessmen. My brain froze, my face betrayed me with a faint grimace, something in the spirit of: Well… not exactly great. And so, like a true diplomat, I said: “It’s okay!” — with the intonation of I doubt this will work.

Of course, he followed up: “And why is that?”

That’s when the filter-free, honest Olga took over. Calmly and step-by-step, I explained why, in my opinion, the concept wouldn’t work in our tower. We said goodbye, I walked proudly toward the elevator… and an hour later our investor was furiously calling my boss: “Olga is an anti-manager, and we’ve lost the client!!!”

I was in shock — not only had I spoken without thinking, but apparently I had deprived the building of a valuable tenant.

Lesson #1: during a meeting, it’s better not to touch your phone. Lesson #2: before you answer — breathe in, breathe out, and think.

But the ending turned out to be unexpected. A few days later, my shareholder had dinner with that very same restaurateur. At some point, he told him: “You have an incredibly valuable employee. She was completely honest, her reasoning was clear, and everything she said made perfect sense.”

Right from the restaurant, the investor called to share those words — it was a truly heartwarming moment.

And that’s when I truly learned Lesson #3 — honesty is always valued. Even if, in the moment, it feels like you’ve just committed a small career suicide.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

There was a person in my life to whom I am especially grateful. Her name is Tatyana, and we worked together for twelve years. It was a long journey, full of challenges, victories, difficult decisions, and small joys. She was more than just a leader to me — she became a guiding light, an inner benchmark. I admired her strength, her ability to keep her word, her loyalty to the cause, and her incredible work ethic. I would look at her and think, “I want to be like her.”

But time is a wise teacher. Over the years, I came to know myself more deeply — my own nature and my own rhythm of life. And I realized that our path doesn’t always align with the road of those we hold in the utmost respect. We walk side by side for a while, and then, as life dictates, we part ways. That’s what happened with us.

I believe that in life we encounter karmic people — they don’t appear by accident. They come to teach us a lesson, inspire us, push us toward growth. And when their mission is fulfilled, they leave — but they leave a mark within us. Tatyana and I haven’t spoken for a long time, yet she will always remain in my heart — as a symbol of that chapter in my life that helped me grow and laid a strong foundation for everything I do today.

Now I understand: I am grateful not only to her, but also to myself — for my courage, for my determination to move forward, for daring to be myself. In the end, that is the truest source of strength in life — people can show you the way, but it is you who must walk it.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. According to this EY report, only about 20 percent of funded companies have women founders. This reflects great historical progress, but it also shows that more work still has to be done to empower women to create companies. In your opinion and experience what is currently holding back women from founding companies?

It seems to me that, the main thing that prevents women from becoming founders isn’t external barriers, but rather the lack of an inner choice. For us, as women, there truly is nothing impossible — but we don’t always choose this path. And that’s perfectly okay. We’re not the same as men, and we often don’t seek to “rule” or conquer the world in the traditionally aggressive sense of business. That’s why I believe the real question isn’t whether a woman can become a founder, but whether she wants to — and if she does, no statistics will ever matter.

Can you help articulate a few things that can be done as individuals, as a society, or by the government, to help overcome those obstacles?

Personally, I don’t see or encounter any serious obstacles, but I say this based on my own experience and the region where I live and work. Of course, certain challenges and gender biases still exist: women often have to prove their competence first, while men are frequently given the benefit of the doubt simply because they are men. However, over the past couple of years, I’ve noticed a positive trend — even local men are increasingly eager to work with women, valuing our sense of responsibility, our systematic approach, and our ability to see things through. This gives me optimism and confidence that change is already underway.

This might be intuitive to you as a woman founder but I think it will be helpful to spell this out. Can you share a few reasons why more women should become founders?

I don’t hold the belief that the world needs more female founders. It’s not a question of quantity, but of an inner choice. Being a woman leader looks glamorous in headlines, but in reality, it comes with a high price — time, energy, and sometimes pieces of one’s personal life. Only the woman herself can decide if she’s willing to pay that price.

There are few of us, not because we can’t or because someone stands in our way, but because many women consciously choose a different path — a path of family, creativity, partnership projects, careers outside entrepreneurship. And that’s perfectly okay.

I believe the value of a female founder isn’t in increasing their numbers just for the sake of statistics, but in each woman who chooses this path walking it consciously, with a clear “yes” from within and without feeling it imposed upon her. Because if a woman goes into business, it’s usually not for power, but for an idea that warms her heart, gives her strength to move forward, and becomes such an important meaning for her that she simply can’t do otherwise.

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Enter your email Subscribe What are the “myths” that you would like to dispel about being a founder? Can you explain what you mean?

The Myth 1: “Running your own business means freedom and less work.”

It often seems that being a founder means sitting in a beautiful office, giving orders, and watching your team do everything for you. In reality, it’s quite the opposite. Yes, you hire people, but you are the one who bears full responsibility for the outcome — for strategy, finances, reputation, team, and clients. You have to dive into topics you never even thought about before: from legal nuances to crisis management and unusual negotiations.

Instead of working less, you end up working more and harder — and constantly learning. This isn’t freedom in the sense of “doing nothing” — it’s freedom to choose your own direction and to take full responsibility for it.

The Myth 2:

“To start a company, you absolutely need a specialized education — either in economics or business.”

Such education can be helpful, but it is by no means a requirement for success. In practice, entrepreneurial skills are developed through experience, experimentation, mistakes, and the ability to adapt. Often, it’s people with unconventional backgrounds — from the arts, engineering, science, or completely different fields — who create the most unique and successful projects. The key is the ability to learn on the go, spot opportunities, and build a strong team that can fill in any gaps in knowledge.

Is everyone cut out to be a founder? In your opinion, which specific traits increase the likelihood that a person will be a successful founder and what type of person should perhaps seek a “regular job” as an employee? Can you explain what you mean?

Of course not. The role of founder isn’t for everyone, and I like to view this through the lens of Ra Uru Hu’s Human Design. This tool vividly illustrates the strategies and roles that are inherently part of us.

Manifestors are those who create momentum and kick-start processes. For them, it’s natural to be initiators, to launch new projects, and to blaze new trails. Generators and Manifesting Generators bring energy and resilience; they’re able to work for a long time on what resonates with their inner “yes,” and that’s how they achieve great results. Projectors (like me) are designed to see the whole system, to guide people and resources, and to build strategy. Reflectors are the mirrors of their environment: they sense the collective’s dynamics and can accurately assess where a project is heading and when changes are needed.

It’s like an orchestra. Not everyone needs to be the conductor for the music to play, but someone has to coordinate and bring the instruments together. The most important thing is that everyone finds their place and plays from the heart. The founder’s role is to unite different talents, resources, and visions into one coherent direction.

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What are your “5 Things I Wish Someone Told Me Before I Started” and why?

Trust your intuition I wish someone had told me earlier: “Your intuition is a navigator you can rely on.” At the start of my journey, I often doubted myself and looked for validation from others, especially when it came to making decisions as a leader. But over time, I realized that I am the one who chooses the direction, and my task is not to be afraid of that choice. One of the turning points for me was when I turned down what seemed like a lucrative project simply because everything inside me said “no” — and a few months later, it turned out the project had failed.

Don’t rush when choosing partners and clients In business, partnerships and clients define the atmosphere and shape the results. Once, I agreed to a collaboration even though I sensed our values didn’t align, but I decided to “give it a try.” In the end, I spent months dealing with endless approvals and revisions. Now I know: if there is no trust and mutual respect from the beginning, it only gets more difficult as you go.

Cultivate Courage Courage isn’t the absence of fear — it’s the ability to act in spite of it. When I was just starting out, I thought that serious negotiations or high-profile projects required “perfect” conditions and experience. In reality, the world belongs to those who try. My first major international project began with one bold letter that I had hesitated to send for a long time.

Acknowledge your strengths and weaknesses — and be kinder to yourself At the start of my career, I tried to be “everything at once,” and saw every imperfection as a personal failure. Now I understand: true strength is in honestly acknowledging what you do best and not punishing yourself for what doesn’t come as easily. This opens up space for growth and allows you to bring in people who can fill the gaps.

You don’t need to know everything — you can figure things out and bring in professionals when needed. I used to think that a founder had to be an expert in every field — from accounting to marketing. But over time, I realized that business processes across different areas are quite similar; the main thing is to build a team of people who know what they’re doing. My job is to keep a strategic focus and create synergy among people — not to try to replace their expertise.

How have you used your success to make the world a better place?

I am at the beginning of my journey as a founder, but already my partner and I have created the concept of experiential hospitality — a place where you rediscover yourself, understand who you are, what you want, and how you see the people around you.

For me, “making the world a better place” doesn’t have to mean sweeping changes all at once. Sometimes, it’s enough to create a space where someone can pause, breathe, and really listen to themselves. I believe that when a person connects with their inner truth, they become more conscious, attentive, and caring — towards themselves, their loved ones, and the world as a whole.

Our project is designed as a fusion of design, nature, technology, and unique living scenarios that help unlock personal potential. It’s not just a hotel or a resort — it’s a transformational experience that stays with you and continues to change your life beyond this place.

I will do everything I can to bring this project to life as soon as possible. For me, it’s not only about business — it’s about contributing to a culture of mindfulness, about creating a new kind of hospitality where value is measured not just by comfort and service, but by the depth of transformation that happens within each guest.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.

If I could start a movement, I would want it to be about self-gentleness. We so often live trying to meet others’ expectations that we forget: this life is ours. And the person we owe the most to is ourselves.

I wish everyone learned to pause and ask themselves a simple question: “Do I actually want this for myself?” Because we spend too much energy on what we “should” do and what’s “right,” and too little on what truly resonates within.

I came to this through practice — kundalini yoga, body therapy, working with psychologists and coaches. These practices teach you to listen to your body, untangle the knots in your soul, and return to your point of grounding. And I see that as soon as a person reconnects with themselves, they start living differently: more gently, more deeply, more honestly.

That’s when boundaries disappear. Because we suddenly realize that everything that seemed impossible was simply made up by our minds. And that means we can create something else — something free, light, and uniquely our own.

We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them.

Of course, I even have a whole list of people I dream of meeting. But if I’m talking about the near future, I would especially love to meet Sheikha Bodour bint Sultan Al Qasimi. I follow her on social media, and every time I see her projects, I catch myself thinking: her vision feels incredibly close to my own.

The way she brings together architecture, culture, education, and urban development — it’s not just work, it’s an entire philosophy. I love her balance of grand strategic thinking and a subtle, almost intuitive sense of beauty. She doesn’t just create buildings or initiatives — she shapes cultural meanings that change environments and people. Thanks to her projects, Sharjah already has its own unique charm, style, and trajectory.

In some ways, I feel that our approaches overlap. In my own projects, I also aim to create spaces and concepts that offer value, evoke emotions, and help people transform. Like her, it’s important to me that behind the architecture is a story, behind every project — a mission, and behind every decision — a sense of meaning.

And of course, I admire that she is a woman leader in the UAE. Her leadership style reflects strength, sophistication, and inner harmony. Meeting her would be a special moment for me — a source of inspiration and perhaps the beginning of a deep, meaningful dialogue.

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.