It would be insufficient to assess the search for a new era in Turkish-American relations solely through the frequency of diplomatic contacts, agreements on security issues, or an increase in trade volume. The real transformation will occur to the extent that the two countries can combine their distinct capabilities within a shared economic value chain. Therefore, the fundamental question for the coming period is not so much what issues Türkiye and the U.S. agree on, but rather which technologies they can jointly develop, finance, and bring to third-party markets.
The fact that trade in goods between the two countries is projected to reach $36.8 billion in 2025 indicates that the economic relationship has the potential to expand. However, trade volume alone does not create a strategic partnership. A lasting partnership is formed when capital, intellectual property, engineering capacity, and market access converge within the same project. Therefore, in this new era, it is of great importance that the new balance sheet of Turkish-American relations includes not only import and export items but also matters such as joint patents, joint ventures, technology funds, and regional sales networks.
New Field: “Entrepreneurship Diplomacy”
The traditional approach to influence is based on “culture,” “education,” “media,” and “public diplomacy.” Today, however, a country’s reputation is also shaped by the technologies it produces and the opportunities it offers to entrepreneurs. In this context, viewing “entrepreneurial diplomacy” as a new and viable emerging field for Turkish-American relations will make a significant contribution to bilateral relations in the context of both “indirect diplomacy” and “public diplomacy.”
To put it more concretely, take “entrepreneurial diplomacy,” for example; it will play a crucial role in strengthening mutual trust by enabling companies, investment funds, universities, and civil society organizations in both countries to generate shared economic successes. The growth of a Turkish startup with American capital, the localization of U.S. technology in Türkiye and its subsequent transfer to Central Asia, or the development of a joint artificial intelligence solution by engineers from both countries will foster a concrete relationship of mutual dependence that goes beyond diplomatic rhetoric and will also contribute to the process of globalization.
At the heart of this approach lies a simple truth: The relationship between actors who invest together, take risks together, and generate income together is not solely dependent on the political climate. Consequently, entrepreneurship emerges not only as an economic activity in bilateral relations but also as a strategic mechanism for building trust.
Türkiye’s Role: Not a Market, but a Platform for Commercialization
Türkiye’s role in this model should not be limited to being merely a large consumer market for American technologies. Thanks to its strong industrial base, growing entrepreneurial ecosystem, skilled workforce, and access to Europe, the Middle East, the Balkans, the Caucasus, and Central Asia, Türkiye can evolve into a regional technology commercialization platform.
Here, we need to redefine the concept of “technology transfer.” In this context, a “successful transfer” does not mean purchasing a license for a product and offering it for sale in the same form. It involves redeveloping the technology to align with local regulations, customer behavior, cost structures, language, data conditions, and industry-specific needs. The true added value lies in the localization of the imported technology and its subsequent transformation into a product that can be exported to other countries.
This new model in Turkish-American relations can be expressed by the formula: “Develop in the U.S., deepen in Türkiye, and scale up in neighboring regions.” For example, production analytics software developed in the U.S. can be adapted to meet the needs of Türkiye’s automotive, textile, or machinery sectors; with lower implementation costs and regional service capabilities, it can be offered to international markets, particularly in the Balkans, the Caucasus, Central Asia, North Africa, and the Middle East. The significant growth potential in Türkiye for applications in artificial intelligence, the Industrial Internet of Things, big data, robotics, and predictive maintenance creates a suitable industrial foundation for this model.
Fund Size: Transatlantic Technology Capital
Undoubtedly, for technology collaboration to be sustainable, it requires not only ideas and engineering but also the right capital structure. A new investment model, which could be termed “Transatlantic Technology Capital”, could be established here. This joint fund, to be created with contributions from Turkish and American investors, should not merely purchase company shares, unlike the traditional venture capital approach. The fund’s investment criteria should include that the technology be developed in at least one of the two countries, commercialized in the other, and have the potential to expand into third markets. In this way, financing is linked not to general diplomatic goals but to measurable commercial outcomes.
In addition, the fund’s investment objectives and structure should take into account not only expectations of rapid growth but also the nature of technology transfer, the generation of intellectual property, contributions to the local supply chain, and revenues from third countries. Such a model will create a new field where the disciplines of “Private Equity” (PE) and “Venture Capital” (VC) intersect with strategic foreign economic relations.
The fact that technology startups in Türkiye attracted a total of $5.3 billion in investment during the 2020–2024 period demonstrates that the fields of artificial intelligence, biotechnology, mobility, gaming, and digital transformation are becoming increasingly visible to international capital. This momentum can also be leveraged to encourage U.S. funds to view Türkiye not merely as a hub offering cost advantages, but as an investment platform with the potential for regional scaling.
Four Applicable Mechanisms
First, a “Turkish-American Technology Commercialization Office” could be established. It is of great importance that this structure operates differently from traditional business councils. In this context, the structure in question must screen technologies available for licensing in the U.S., identify suitable manufacturing and software partners in Türkiye, structure intellectual property agreements, and develop regional sales strategies. The indicators of success should not be the meetings held, but rather the joint ventures established, the technologies licensed, export revenue, and the investments attracted.
Second, the “100 Joint AI Pilot Project Program” could be launched to ensure that the partnerships identified through the Commercialization Office are translated into concrete initiatives. Within the scope of the program, it is of great importance to support joint projects between Turkish and American companies in areas such as increasing production efficiency, reducing energy consumption, optimizing logistics processes, analyzing financial risks more effectively, improving healthcare services, and personalizing educational technologies. Each pilot project must be carried out with the participation of a Turkish implementation partner, an American technology provider, a university or research center specializing in the relevant field, and, depending on the nature of the project, an investment fund. In pilot implementations, cost advantages, customer demand, scalability, and export potential should be evaluated alongside technical success. For solutions deemed successful, models for joint ventures, licensing, investment, and sales to third countries should be developed. In this way, AI cooperation can move beyond general statements of intent to become a measurable program that generates investment, productivity, exports, and skilled employment.
Third, the existing research collaboration between TÜBİTAK and the U.S. National Science Foundation could be strengthened through a commercialization component. The program, which is open for continuous applications by Turkish researchers, provides a valuable infrastructure for joint scientific projects. However, in addition to each research project, plans for patent ownership, licensing, company formation, and market entry must also be prepared. Academic success should be measured not only by the number of publications but also by the intellectual property generated and the companies established.
Fourth, Turkish-American civil society organizations and business networks should be utilized as “economic matching mechanisms”. These organizations should no longer be limited to merely organizing conferences and receptions; they should take on the tasks of sector-based investor-entrepreneur matching, company verification, finding local partners, and presenting policy recommendations to decision-makers. In particular, professionals who have been educated and have worked in both countries and understand their cultural norms can bridge the trust gap between technology and capital. The role of civil society here should not be limited to fostering relationships but should also involve transforming those relationships into commercial transactions.
Turning Obstacles into Investment Opportunities
Intellectual property, data security, export controls, regulatory differences, and perceptions of political risk are often viewed as barriers to collaboration. However, when properly structured, each barrier can be transformed into a new area of expertise and investment. Differences in data regulations could position Türkiye as a regional hub for digital compliance. The need for local content could encourage co-production and software development. The cultural and operational challenges faced by American companies in neighboring markets can be overcome with the regional expertise of Turkish companies. The problem of Turkish startups’ access to global financing, meanwhile, can be mitigated through joint funds and investor networks to be established in the U.S. Therefore, obstacles should not merely be listed on a risk matrix; a business model, financing instrument, and institutional solution should be identified for each one. A strategic approach to investment is not about avoiding risk entirely, but about transforming risk into a manageable and revenue-generating structure.
Result
A new era in Turkish-American relations should not merely be a period in which problems are better managed. This new era should leave its mark on the process as a period in which shared economic capacity is expanded. Indeed, when the United States’ capital, advanced research, global brand, and ability to scale are combined with Türkiye’s engineering expertise, rapid adaptation, manufacturing capabilities, entrepreneurial agility, and access to neighboring markets, a strong synergy emerges. If this complementarity is supported by the right financial instruments and institutional mechanisms, the relationship between the two countries could evolve from a traditional trade partnership to a partnership in technology production. Consequently, there is a need to foster a new mindset, one in which the true success of Turkish-American relations is measured not by the number of diplomatic statements, but by the number of joint patents, investments, ventures, and customers acquired in third markets, and to take action in this direction.
