IT Engineer in Diplomacy: How Marat Chata Turns Technological Gaps Between Countries Into Business Opportunities

According to a latest McKinsey report, U.S. commercial real estate companies often face significant challenges implementing PropTech solutions, from organizational resistance to a shortage of technological expertise. Meanwhile, in Kazakhstan, reports highlight a strong growth in demand for energy-efficient and “smart” buildings, driven by increasing standards for sustainability and building performance, while the market still lacks specialists who can bridge technological knowledge with international and diplomatic experience. How to overcome this divide? Let’s unpack the nuances of international best practices with Marat Chata – perhaps the only specialist equally fluent in IT schematics, construction estimates, and UN protocols. From laying fiber optics at “Kazakhtelecom” to renovating diplomatic residences in New York, he knows how to turn cross-border tech gaps into competitive advantages.

Marat Chata is a one-man orchestra in technology, construction, and diplomacy. Starting with cable installation at “Kazakhtelecom,” he quickly rose to become a leader who masters both architectural blueprints and the intricacies of international negotiations. Today, as the right-hand man of Kazakhstan’s UN Mission, he handles everything from building repairs and customs clearance for diplomatic shipments to organizing high-profile receptions that leave guests impressed.

His professional expertise has also been recognized internationally: Marat serves as a jury member of the prestigious Glonary Awards, evaluating leaders and innovators from around the world in business, technology, and creative solutions.

His superpower? Speaking the language of engineers, officials, and businesspeople alike – transforming technical challenges into actionable solutions. He’s also a master at finding common ground with anyone, from construction crews in Astana to diplomats in New York.

Q: In your current role at the UN Permanent Mission, you handle logistics and event coordination. What does a typical “crisis day” (e.g., delayed shipments, surprise inspections) look like, and how do you resolve it?  
A: It happens. The key is not to panic and find alternative solutions.

Q: Diplomacy requires tact. Have you ever had to reconcile strict UN rules with local Kazakhstani practices? Any examples?  
A: In Kazakhstan, some things get resolved on the spot – it’s a different mindset. You adapt. Once, we broke the ice with Kazakh chocolate gifts.

Q: How is diplomatic cargo logistics managed? Any customs hurdles, and how did you overcome them?  
A: Early on, yes – it’s complex. You need to master paperwork and procedures. Over time, I developed shortcuts and shared them with my successor.

Q: Marat, serving on the jury of the Glonary Awards is both an honor and a big responsibility. What personal qualities help you make fair and balanced evaluations?
A: I would say attention to detail, a critical mindset, and the ability to step back and look at a project from different angles are key. It’s also important to balance innovation with real-world impact and take into account the cultural and industry context of each submission. This way, I can make thoughtful decisions and help maintain the high standards that the Glonary Awards are known for.

Q: In NYC, real estate upkeep is costly. How do you optimize budgets, say, for mission renovations?  
A: With state funds, approvals take forever. But if you prove it’s critical – like for a heads-of-state event – it moves faster.

Q: When procuring equipment, how do you balance cost vs. quality? Share a tough call and its outcome.  
A: If a project specifies German or U.S. gear, you can’t swap it for cheaper Korean/Chinese alternatives without compromising quality. Rare exceptions require client sign-off.

Q: The U.S. is big on ‘proptech’ (smart meters, digital twins). How does your UN/Kazakhstan experience help implement these amid differing approaches? Where’s easier: regulated NYC or flexible Kazakhstan?  
A: Here’s the thing: tech is just a tool. In the U.S., every sensor needs 10 signatures but lasts 20 years. In Kazakhstan, we pilot faster (like our 2008 IPTV rollout) but skimp on maintenance. At our UN mission, smart lighting took 3 months to approve but saves $15K/year. In Astana? Done in a week – but might fail in six months. My recipe: Blend America’s paperwork discipline (learned at the UN) with Kazakhstan’s trial speed. Dubai gets this right – they test quickly but scale smartly.

Q: The White House just announced that all federal buildings must adopt AI-driven energy systems by 2027. Based on your UN experience, what happens when governments try to push tech adoption from the top down? 
A: You know, we had this exact issue at the UN. A few years back, we installed a ‘smart’ climate control system – only to find staff bringing in their own heaters because no one taught them how it worked. The U.S. mandate makes sense in theory, but I see a few fundamental flaws. First, you’ve got the vendor wars – big corporations battling for contracts while the actual tech needs take a backseat. Then there’s the security risk: everyone focuses on compliance checkboxes, but real-world threats like hacked sensors get ignored. I’ve seen it happen during sensitive diplomatic moments. And worst of all? The maintenance illusion. Cities will spend hundreds of millions on flashy new systems, then allocate pennies to keep them running. It’s like buying a sports car and never changing the oil.

The solution? Start small. Test these systems in less critical buildings first – post offices, not the White House. Train the maintenance crews alongside the engineers. And most importantly, make vendors accountable long-term by linking their payments to actual performance over a decade, not just the initial installation.”

Q: You’re married and based in NYC. How does family influence your career moves (relocations, schedules)?  
A: Their support is everything – especially during major events. After a brutal workday, that grounding is vital.

Q: What frustrates you most at work? (E.g., red tape, unreliable partners)  
A: Irresponsible people.

Q: If offered to lead the IT Department at Kazakhstan’s Foreign Ministry or a construction startup in Dubai – which would you pick?  
A: The startup. Government work feels repetitive. Dubai? That’s a fresh challenge.

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