Interview of the Week: Gabriele Faja, EuroCham Chairman
For this week's interview, Senior Communications Officer Stew Post spoke with EuroCham's recently elected chairman, Gabriele Faja.
During a conversation conducted while Gabriele was in Venice, Italy, the pair discussed his path to the new role, his first impressions of the positions and hopes for his tenure as chairman.
Read the full interview below.
Stew: It's been nearly two years since you last sat down for a chat with us. In that time, you've stayed busy. You've taken a leadership role at ItaCham and overseen major growth of the chapter, both in terms of activity and membership. Just a month ago you were elected as the new Chairman of EuroCham. How is it going?
Gabriele: Yes, you’re right — it’s been a while! The last time we spoke was ahead of Madama Butterfly back in 2023. A lot has changed since then. I was elected Chairman of ItaCham in October 2024, and since then we’ve brought in a new board and rewritten the chapter’s statute. That laid the groundwork for a renewed sense of energy and commitment.
My experience at ItaCham definitely helped prepare me for my new role at EuroCham. While ItaCham is more focused on national business promotion and cultural exchange, EuroCham is a much larger and more complex structure. It’s made up of 7 national chapters, 12 sectoral committees, and supported by over 20 staff, and representing over 430 companies. Its core mission is advocacy — working to create a better investment and operating climate through constructive dialogue with the Cambodian government and other key stakeholders.
But EuroCham also plays a critical role in market access, business development, and training, offering tools and services that help companies enter, grow, and succeed in the Cambodian market. It’s a different kind of responsibility, but an exciting one. My first few weeks have been fantastic — the team is highly professional and supportive, and there’s strong momentum behind the work we’re doing. I’m also grateful to have Tassilo Brinzer, our former Chairman, continuing in his role as Vice-Chairman — his experience and insight remain a key asset for the chamber.
Stew: Are there any strategies that you picked up during your past business experience or tenure as ItaCham chairman that you can apply to your new position at EuroCham? How did they prepare you for this new role?
Gabriele: Absolutely. My experience as a business founder and during my time as Chairman of ItaCham has been instrumental in shaping how I approach leadership at EuroCham. At ItaCham, we had to build engagement from the ground up — that meant listening closely to members, being hands-on with events, and creating a strong sense of purpose and identity within the chapter. Those principles are just as important at EuroCham, even on a much larger and more complex scale.
I’ve founded, run, and bootstrapped several businesses, and that taught me to stay focused on outcomes. At EuroCham, that translates into ensuring our committees and national chapters are empowered to deliver tangible results, through advocacy and chapter identity, with real visibility and impact. I also learned the value of a lean, responsive team, and I’m applying that mindset to how we should engage with stakeholders and how the Board takes a more direct role in operational areas where needed. In many ways, ItaCham was a great proving ground — and now it’s about scaling that approach to match the scope and diversity of EuroCham’s mandate. I know the Board is behind me on this.
Stew: You're only a few weeks into your tenure, but have there been any standout experiences? What have you learned so far?
Gabriele: The Cambodia Global Textile Summit was one of the first major events I attended. It was a fantastic showcase of EuroCham’s events team — highly professional, well-organied, and impactful. The summit brought together leaders from Cambodia’s most vital export sector.
Soon after, I had my first meeting with H.E. Deputy Prime Minister Sun Chanthol, who immediately briefed me on EuroCham’s long-standing relationship with the Council for the Development of Cambodia (CDC). That conversation led directly into the 2nd Cambodia-Europe Public-Private Sector Dialogue, which I chaired together with Chanthol. We addressed key national priorities including expansion at the Sihanoukville Autonomous Port, tax audit practices, green business development, the automotive sector, and more.
My key takeaway was that EuroCham has a credible, respected voice. Our advocacy isn’t just acknowledged, it contributes directly to shaping Cambodia’s trade and investment policies.
Stew: There are significant economic developments – domestic, regional, and global – shaping the landscape in Cambodia. Plans to graduate from LDC status in the next several years, improving infrastructure with a vision to become a regional logistics hub, and dealing with the ongoing fallout of US trade uncertainty are all of interest to Cambodian companies.
What do you see as being the key challenges and opportunities for businesses in the next two years?
Gabriele: There’s a lot going on. As the third fastest-growing economy in Asia, Cambodia is navigating several major shifts — including the rollout of the $36 billion CITLS infrastructure plan, graduation from Least Developed Country status by 2029, and the ongoing impact of US trade tariffs.
A key challenge is managing the transition away from LDC-specific trade preferences, particularly the EU’s EBA scheme, which is expected to remain in place until 2032. That gives us a limited but critical window to strengthen Cambodia’s presence in the European market and prepare for a more competitive post-EBA landscape. Large-scale infrastructure projects (like the Techo International Airport and Sihanoukville port expansion) promise to lower logistics costs, attract new investment, and improve regional connectivity. But these require strong coordination and governance, and consistent engagement between public institutions and the private sector.
I believe this is where Eurocham plays a key role. We are supporting our members through policy advocacy, sectoral dialogue, and technical support, particularly as they prepare for evolving trade requirements. We're also working closely with the EU Delegation, including on initiatives like EU Gate Cambodia — a platform developed by the Delegation to promote trade and investment between Cambodia and the EU.
Beyond that, we lead efforts in providing hands-on support to businesses through market entry services, regulatory guidance, and sustainability initiatives, including helping companies align with EU standards. Our sectoral committees continue to feed directly into national policy dialogue, ensuring that business voices are not only heard but acted upon.
Stew: EuroCham is the most active business chamber in Cambodia with events, advocacy, membership, and services departments committed to supporting businesses in the Kingdom.
What are some of your key priorities as chairman? What do you hope to accomplish?
Gabriele: EuroCham is already the most active and largest business chamber in Cambodia, hosting over 100 events annually and representing more than 430 members across seven national chapters. That scale presents both a unique opportunity and a responsibility — to deliver meaningful value at every level, from solo entrepreneurs to multinationals.
One of my key priorities as Chairman is to strengthen cohesion and visibility across all national chapters. EuroCham’s multi-chapter structure is one of its defining features, and I’m working to unify our messaging and activities while maintaining the identity and strengths of each chapter. We’re encouraging national chapters to reinvest in local development, through SME-focused initiatives, CSR and cultural events — supported by chapter coordinators and hopefully a pipeline of graduate interns.
Another major focus is SME engagement and visibility. We're refreshing our communication channels and launching a beautiful new website, which will enhance our advocacy presence, showcase our business tools and market access resources, and present a more transparent view of EuroCham’s structure and services. The goal is to make the chamber more accessible, dynamic, and user-driven.
On the governance side, I’ve encouraged the Board of Directors to take a more hands-on role in key operational areas — including sectoral committee oversight, internship development, cross-chapter engagement, and the restructuring of the ethics committee. We’re also developing a white paper for an Education Working Group, which may include proposals for academic partnerships and graduate membership — helping young professionals connect early with the business community.
Ultimately, my goal is to build on EuroCham’s already-strong advocacy platform and position the chamber for an exciting future ahead.
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