The International Boxing Association (IBA) has grown into a truly global ecosystem. Conditions have been created where every boxer around the world can realize their potential, assures IBA President Umar Kremlev. In an interview with BRICS Business Magazine, he spoke about how boxing is improving lives across different continents, countries with the potential to forge champions, sports and business innovations, and the social mission of an entrepreneur.
You’ve been involved in boxing since childhood. How has boxing influenced your character? What qualities essential for a leader does boxing promote?
Boxing is a school of life where everyone learns the art of defending themselves, taking a hit, and moving forward. It instils discipline, strategic thinking, and respect for opponents, teaching you to think several steps ahead. In boxing, you don’t have the luxury of making mistakes as each one can cost you victory. The habit of working toward results, delivering excellence from the first strike, and learning from others’ mistakes is crucial in life as well. These are the skills that help me today, in both life and business.
What changes did you prioritize in the management system of the International Boxing Association after becoming its president in December 2020? What tasks do you consider most critical in your role as president?
The Association was on the verge of bankruptcy: over USD 20 million in debt, a loss of trust from national federations, and constant judging scandals. AIBA was in decline and mired in corruption under the leadership of Ching-Kuo Wu. The IBA was inherited in a dire condition as a result of mismanagement by an IOC executive committee member.
All sports officials must remember that their purpose is to develop sports. Their task is to create conditions for athletes, not to enrich themselves at their expense. And, of course, the IOC should not interfere in the affairs of international federations: there can be no monopolies in sports, each has its own role. Federations and associations exist to develop sports, while the IOC’s task is to organize the Olympic Games.
Immediately after the congress in December 2020, we reformed the entire management structure, aligned the Constitution with best practices in sports governance and, in 2022, the IBA congress elected a new Board of Directors. We elevated our championships to a new level, introducing prize money for the first time in boxing history so athletes could support themselves and their families. Our medals are made of the precious metals corresponding to their titles.
Right after the election, I eliminated all representative expenses, redirecting all funds to support young boxers and veteran champions. We rebuilt our organization, turning it into a modern development tool for boxing.
The AIBA underwent rebranding, removing the letter A (short for “amateur”) from its name. Is this purely a marketing move, or does the name change reflect a shift in the organization’s positioning?
By removing the word “amateur”, we announced the creation of a unified ecosystem for everyone, from beginners to professionals. Projects like IBA.Pro and Champions’ Night embody the idea of open boxing without artificial boundaries. This is an evolution in positioning, with boxing becoming a home of boxing for everyone connected with the sport. The rebranding from AIBA to IBA is a strategic step reflecting the organization’s new philosophy.
It seems that the mentioned IBA Champions’ Night is becoming one of the Association’s flagship projects. Why did you decide to develop this format? How are relations with the World Boxing Association (WBA), International Boxing Federation (IBF), and other organizations traditionally involved in professional boxing?
We created this project to give athletes real freedom of choice, an opportunity to compete at the highest level while remaining within the IBA system. This is a fundamentally new approach to boxing organization, breaking down outdated barriers between amateur and professional sports. In 2024, we held over 20 such events worldwide. And that is just the beginning.
As for relations with the WBA, IBF, and other organizations, we build dialogue on the principles of mutual respect and shared benefits for boxing. Our agreement with the WBA under the One Boxing initiative is a prime example. We are unifying rankings, synchronizing medical protocols, and creating joint training centres. This synergy benefits everyone: athletes, organizations, and boxing as a sport.
The IBA is open to constructive collaboration but is still committed to its modernization programme. Champions’ Night is an important but not the only part of this work. The core principle remains unchanged: boxing must develop as a cohesive system where athletes’ interests come first. All our initiatives serve this goal.
You’ve spoken about your desire to “transform the IBA into an International Home of Boxing, creating all the conditions required for boxers’ development.” By your own assessment, how much of this task has been accomplished? What remains to be done to build the ideal International Home of Boxing?
Our boxers feel real changes, noting the high standard of championships, and the prize money is transforming their lives, allowing them to improve their daily and training conditions. They buy property and support their parents and families. I am always genuinely happy to hear such success stories.
We introduced the professional league IBA.Pro and added fistfighting competitions, returning to boxing’s roots. We actively support our national federations and confederations, providing grants and equipment. Our ambitious tasks include digitalization of the system, a unified platform for athletes, global training standards, integration of new countries, and an increase in funding.
Since your election as IBA president, the prize fund for world championships has grown consistently. What will it be at the upcoming men’s world championship? Is there a direct link between financial rewards and how well boxers are prepared?
First, it’s our direct responsibility: we must create all the necessary conditions for athletes and their coaches. Second, for sports to develop, young boys and girls need to know and see that boxing is a viable social ladder. Athletes dedicate their lives to training. Don’t they deserve substantial prize money for fights watched by millions?
Different countries have varying models for national sports federations. Is it the IBA’s goal to standardize and maximize the efficiency of national boxing federations? If so, how are you addressing this?
We don’t insist on a single template: national federations should retain their identity. But we are categorically against chaos and unprofessionalism. That is why the IBA has allocated over USD 1 million in grants, conducted over 45 educational programmes, including online courses in sports management, and created a digital platform for sharing best practices and management standards.
Our philosophy is simple: to provide each country with the tools for growth while allowing freedom in their application. The management model doesn’t matter as long as it delivers results. We see our role not as controllers but as partners helping raise standards worldwide.
Today, the IBA is a resource centre. We don’t say, “Do as we do” but rather ask, “How can we help?” Most importantly, we are already seeing results: national federations are growing stronger, and the quality of global boxing is improving. This is our true goal.
In November 2024, the IBA Kunlun Fight World Cup took place in Beijing. How do you assess this event in terms of boxing development in China? How great is the interest in boxing there?
The World Cup in Beijing was a strategic breakthrough in Asia. The USD 2 million prize fund signalled China’s seriousness as a boxing market.
Interest is enormous: tickets sold out in a week, and TV broadcasts broke viewer number records. We chose China not only for its infrastructure but also because boxing is becoming part of the culture there. Local fans appreciate technique, understand nuances, while the government fosters growth. After the tournament, we received collaboration requests from dozens of Chinese clubs, it’s the best indicator of interest.
This tournament proved one thing: the IBA’s hybrid formats work on the most demanding markets. When the world’s best boxers and kickboxing stars shared the ring, fans could see the future of boxing. China, with its infrastructure, discipline and ambition, was the perfect platform for this breakthrough.
On the basis of your experience, which BRICS+ countries would you say have the most developed boxing? Where do you see the greatest potential for progress? Where is the IBA implementing its projects?
Each BRICS+ country is unique, so we tailor our approach to boxing development in each region. China has a strong foundation, as Beijing made clear. India, with its billion-strong population, is a future forge of champions. Brazil remains a global boxing leader, especially in professional circles.
I believe real breakthroughs happen where boxing becomes more than just a sport. In Ethiopia and Nigeria, we are seeing how it changes young people’s lives, becoming a social ladder, opening doors to the world and new opportunities. In the UAE, we’re building next-generation training centres. In Iran, we’re actively developing women’s boxing.
Today, the IBA is not just an association but a global ecosystem. We create conditions where every boxer, from Serpukhov to Jakarta, can realize their potential. Boxing is no longer divided by borders, it’s a language uniting the world. Our mission is to give athletes a future and fans honest emotions.
Are there still regions or countries with little interest in boxing or where its development is in its early stages? What new territories does the IBA plan to explore?
Boxing has conquered the world but not all the world has embraced boxing. At the IBA, we see untapped markets as opportunities. In Africa, despite successes in Nigeria and Ethiopia, dozens of countries await systemic development. In Asia, boxing competes with local martial arts but we’re already changing that. The IBA goes where boxing has yet to make its mark. The next frontiers: India, Middle Eastern countries with growing women’s boxing, island nations where boxing remains in the shadows. We don’t label countries promising or hopeless: we believe a true champion can emerge anywhere. Our task is to give them a chance. In a year, we’ll add new countries to the global boxing map because talent knows no geography.
At the July press conference in Istanbul, the official online game IBA Boxing Game was announced. Is the project aimed at attracting new audiences and popularizing boxing or does the IBA also plan to make money from online games?
IBA Boxing Game is the digital heart of our mission to promote boxing in a new era. What we have created is not just a game but a platform where young people can fall in love with our sport. It replicates the real ring atmosphere, with actual fighters, current rankings, and even the signature tactics of our champions.
Our goal isn’t just engagement: we want teenagers worldwide to feel boxing’s magic through their smartphones, learn its history, legends, and values. We’ve integrated educational modules: strategy basics, legendary fight histories, even virtual masterclasses from IBA stars. This isn’t a substitute for gym training but a powerful incentive to step into real boxing.
In 2004, Russian Ministry of Sports registered two new disciplines: power punch and speed punch, tested at an IBA tournament in Serpukhov. How do you assess their sports prospects? Does the IBA plan to hold power punch competitions? Are you considering other new formats?
These disciplines deserve attention but aren’t yet part of the IBA’s official calendar. We view them as test elements, not separate sports. The Serpukhov tournament provided valuable data, which we’re analyzing. Before introducing new formats, we need clear criteria, evaluation standards, and trained judges. We already use punch sensors in some tournaments, this is just the beginning. The key is to preserve boxing’s essence, not turn it into a show. Formats like power punch, speed punch, or bare-knuckle are considered supplementary but require thorough development.
You’ve been in business for many years. What’s your view on an entrepreneur’s social responsibility? Should businesses give back to society?
I believe every entrepreneur must help people, in whatever way they can and in areas close to their hearts.
Business must be socially orientated. If you launch a project, it should bring real benefits: to people, regions, or the country. This could mean creating jobs, supporting sports or medicine, restoring a church, or simply helping those in need.
Everyone has their own path but the essence is the same: participation in society should be the norm for business.
You live in Serpukhov and focus particularly on the city’s development. For instance, you initiated creation of the Greater Serpukhov special economic zone and science city. What will this project bring to residents, the region and Russia as a whole?
Serpukhov is my hometown and I invest not just resources in it but also my heart. Here, we’re creating a new model for small-city development. Greater Serpukhov isn’t just a special economic zone, it’s an ecosystem: IT production, innovation clusters, infrastructure, science, culture and new opportunities for young people. We’re creating hundreds of jobs, upgrading the infrastructure but, most importantly, fostering love for the hometown, making it a place people want to return to. This isn’t just economic growth. It’s about preserving living traditions and unlocking the potential of small cities.
As part of the Greater Serpukhov project, you co-founded the company Intellectual Production. Why was this plant chosen as a priority and what’s its significance for Russian electronics?
Intellectual Production represents a fundamentally new approach to electronics manufacturing in Russia. In Serpukhov, we’re building a fully-fledged scientific-production cluster. Here, we’ll produce cutting-edge technology combining advanced innovations and Russian developments, from component bases to operating systems.
International collaboration is key: at the St. Petersburg International Economic Forum, we reached strategic agreements with Chinese partners to establish a full-cycle modern electronics production facility. The plant will be built jointly: they bring advanced technologies, which we’ll adapt and develop for Russian needs.
90% automation is our quality standard. We deliberately chose maximum technological advancement to produce globally competitive goods. At the same time, we prioritize integration with domestic R&D, creating products with full in-country production cycles.
For me, it’s especially meaningful that such a project is being implemented in Serpukhov. It proves that innovative production can and should develop across Russia, not just in regions round the capital. Our project contributes to both the country’s technological sovereignty and small-city development, where immense potential lies.
