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Artur Varzhapetyan
Co-founder and Co-owner
Artur Varzhapetyan has never appeared in Forbes, never given an interview about building Russia's largest wine empire. He said four words to journalists when his daughter was nearly kidnapped: 'This is a family matter.' In 2018, a $50M divorce threatened to fracture the founding 50/50 partnership. The corporate registry still shows him at 50%.
创始人之旅
Built Russia's largest wine empire, said four words to the press
In 2018, Artur Varzhapetyan’s wife sued for half his stake in Russia’s largest wine importer — a $50 million claim that would have shattered a 25-year equal partnership. The case dragged through three courts over four years. His co-founder Armen Shakhazizyan said nothing publicly. The 50/50 split held.
The situation is fully under the control of law enforcement and her life is not threatened... This is a family matter.
The founder who leaves no trace #
Artur Varzhapetyan has never appeared on Forbes Russia’s list of billionaires, has never given an interview about how he built his fortune, and has never explained publicly how his company survived the series of crises that would have ended most partnerships. His name appears in legal documents — corporate registry filings, court records from a divorce proceeding, a police report from 2009 — and almost nowhere else.
What the documents confirm is this: in 1993, Varzhapetyan and his business partner Armen Shakhazizyan founded Luding Group in Moscow. They named the company after a prayer — “Любовь, Удача, Деньги И Наш Господь” (Love, Luck, Money, and Our Lord) — and gave themselves equal 50% ownership stakes they would maintain, intact, for more than three decades. By 2024, the company they built in the chaos of post-Soviet Moscow generates ₽44.9 billion in annual revenue.
The story of how that partnership survived is the story Varzhapetyan has never told publicly.
A partnership encoded in an acronym #
The founding came in the years immediately following the Soviet Union’s collapse — a period of commercial improvisation that favored entrepreneurs willing to operate before the regulatory framework existed. Luding began importing wine and built distribution networks faster than most competitors understood what the sector could become.
The founders chose their partnership structure with unusual discipline. The 50/50 split encoded a particular philosophy: no majority owner, no dominant voice, no structural exit mechanism for a bad day. In the Armenian diaspora community where both founders had roots — and in which mutual trust rather than contractual formalization often underpinned business relationships — equal partnerships were not unusual. What made the Luding structure distinctive was its durability.
The division of labor was also unusual. Shakhazizyan became the more publicly visible in certain contexts: he serves as Vice-President of Armenia’s National Olympic Committee, leads the Weightlifting Federation of Armenia, and co-founded the Association of Armenian Entrepreneurs in 2019 alongside the founders of Tashir Group and Comedy Club Production. He has spoken publicly about purpose — “In life, it’s always gratifying to set goals and achieve them. As a person grows out of childhood, their goals become more serious, as does life itself.” Varzhapetyan has offered no equivalent statements. The company’s revenue grew from ₽14.7 billion in 2017 to ₽44.9 billion in 2024 without either founder seeking credit.
Three tests before the structural one #
On February 16, 2009, a criminal ring led by a serving captain of Moscow’s departmental police targeted Varzhapetyan’s 17-year-old daughter Lili — a student at MGIMO — for a €10 million ransom. The scheme had been planned for months when one of the conspirators drunkenly disclosed it to informants. Moscow’s Criminal Investigation Division conducted surveillance, then executed a decoy operation: Lili entered a shopping center on Dmitrovskoe Highway, swapped clothes with a policewoman in a restroom, and the kidnappers seized the decoy. Firearms were recovered. Arrests were made.
Varzhapetyan’s response to the press: «Это семейное дело» — “This is a family matter.” He said nothing further. Operations continued.
The following December brought a different kind of test. Ara Khachatryan — the General Director of Luding-SPb, who had helped build the company’s St. Petersburg operations — was found shot in the head in his car on Daev Pereulok in central Moscow on December 9–10, 2010. He was 61. The Investigative Committee opened a murder case. No arrests were ever reported. Shakhazizyan said nothing publicly. Varzhapetyan said nothing publicly. Revenue grew the following year.
The partnership’s most direct structural threat arrived in April 2018. Anna Shakhnazarova — Varzhapetyan’s wife of approximately 25 years, who had worked as Director of Development at Luding and served as chief editor of the company’s corporate magazine — filed for divorce at Moscow’s Dorogomilovsky Court. Her legal team demanded half of all jointly acquired property, including a half-share of Varzhapetyan’s 50% stake in all Luding Group entities. If awarded, the ruling would have fractured the founding structure into thirds: Shakhazizyan at 50%, Varzhapetyan at 25%, Shakhnazarova at 25%.
Varzhapetyan’s legal strategy was to minimize apparent valuations. He assessed his stake at its nominal capital value — ₽16.8 million. Shakhnazarova publicly rebuked this: “After 25 years of marriage… Mr. Varzhapetyan is essentially offering me two old apartments in remote areas of Moscow and monetary compensation amounting to less than 1% of the real value of his official share of the business.” An independent analyst estimated the group’s total value at ₽1.8–2.3 billion.
The case moved through three courts over four years. The Dorogomilovsky Court issued a partial ruling in December 2020. The Second Cassation Court overturned it and ordered a retrial in September 2021. The Supreme Court rejected Varzhapetyan’s appeal in April 2022. The retrial outcome has not been publicly reported. EGRUL — Russia’s corporate registry — shows Varzhapetyan holding 50% as of late 2025.
Shakhazizyan said nothing throughout. The company continued operating. In the same four-year period, Luding’s revenue grew from approximately ₽20 billion to ₽39.1 billion.
The partnership at ₽45 billion #
The thirty-year record of the partnership is the vertical integration of Russia’s largest import empire. From a wine importer entirely dependent on foreign supply chains, the company built a Krasnodar winery (producing 20+ million liters annually), a Kolomna spirits plant, and an Armenian cognac factory — all controlled through an intermediary holding structure. After the one-day February 2022 shutdown, when the euro crossed 90 rubles and Luding halted every shipment before restarting the next morning with domestic prices held, the production strategy became visible as a competitive instrument rather than a precaution.
In January 2025, the company acquired Polugar — a heritage Russian grain distillate brand — for an estimated ₽300 million. Managing Director Shakhmelikyan, hired from Diageo and Pernod Ricard in October 2024, called it “an important step in popularizing Russian culture and preserving Russian traditions.”
Varzhapetyan and Shakhazizyan made none of this public. The equal partnership that named itself after a prayer in 1993 reached ₽45 billion in revenue without a Forbes profile, without a public interview, and without either founder explaining how the structure survived a kidnapping plot, a contract killing, and a four-year legal challenge to the ownership model.
The absence of explanation may itself be the lesson.