Interview with Edik Harutyunyan, Operations Manager at 42 Yerevan

Six years after the launch of 42 Yerevan, we sat down with Edik Harutyunyan, Operations Manager at 42 Yerevan, to discuss his campus, his career up until now and why he believes "judgment" is the most important skill to have in the world of AI.

Can you tell us more about your background and what you were doing before joining 42?

My background in computer science shaped my logical, result-oriented approach to problem-solving. Before 42, I worked on technical coordination, automation, and optimizing team workflows and systems.

I’ve also worked on various large-scale TV projects. As a long-time fan of the Eurovision Song Contest, I even had the chance to work directly on the program! This mix of tech and television gave me a unique perspective on managing complex projects.

Education has always been part of my journey and I’ve always believed that it works best when it’s practical, demanding, and gives people real responsibility over their own learning.

The TUMO Center for Creative Technologies is one of Armenia’s most recognized educational initiatives. As a former TUMO student, I experienced first-hand how powerful learner-centered, practice-driven education can be and how it can reshape how people see their own potential. 

The partnership with 42 in 2019 and subsequent launch of 42 Yerevan in 2020 within the EU TUMO Convergence Center marked a key moment for the local tech education ecosystem. Its peer-to-peer, project-based model matched my vision of education, so I decided to join the first Piscine and I have never left since.

Credits: 42 Yerevan

What do you enjoy most about your role at the campus?

What I value most is seeing people from very different backgrounds come together and choose not to give up.

At 42, students come from all types of backgrounds, ages, and experiences. Some arrive confident, others uncertain, but all choose to step into something challenging and stick to it. The most powerful moments aren’t when things are easy, but when doubts emerge. When you see someone struggling but still  coming back the next day, that’s when the true magic happens. That decision not to give up is what changes people’s lives. Over time, you see confidence built through effort, not comfort. You see resilience developed through responsibility. Watching that transformation across such different individuals is what makes this role meaningful to me.

What is your vision for the future of education?

My vision is that education should prepare people for change.

In a world shaped by rapid technological development and artificial intelligence, information is everywhere, but critical thinking, sound judgment, and responsibility remain deeply human. The key skill for the future is not knowledge alone, but judgment.

Education should teach students to ask clear questions, evaluate information, adapt to new tools, and learn from mistakes. Beyond transferring knowledge, it must build independence, resilience, empathy, and ethical awareness.

Technology will continue to evolve, what must remain strong is our humanity. The strongest educational models empower students to take ownership of their learning and grow not only as professionals, but as people.

How would you describe your management style?

For me, leadership is not about being the smartest person in the room, but about helping the team make thoughtful and responsible decisions. What matters most is the thinking behind those decisions. When things don’t go as planned, the priority is not to fix it but to understand why. Reflection turns experience into growth.

Accountability is essential: success and mistakes both belong to the team. Not in a culture of blame but in a culture of ownership and continuous improvement.

We depend on each other. Every action affects the wider system. That’s why I value thoughtful decisions, clear communication, and the ability to stand behind one’s reasoning. Autonomy is important. But autonomy without reflection can lead to confusion. Reflection without autonomy can slow progress. My role is to maintain that balance.

Credits: 42 Yerevan

42 is built on four pillar values: openness, excellence, tech, and ethics. Which one matters the most to you?

I don’t think these values compete with each other. They reinforce one another. But if I had to choose the one that feels most personal to me, it would be excellence. Not perfection, excellence.

Excellence is a mindset, the quiet decision not to settle for “good enough” and to keep improving, even when no one is watching. But excellence without openness becomes rigid. Openness keeps us learning, allows honest dialogue about mistakes, and ultimately keeps excellence human.

Last question, and a fun one: why is your campus one of the best in the network?

I wouldn’t say “the best.” Every campus has its strengths. What makes ours special is the dynamic inside the space. We have a round building, and I sometimes think that’s symbolic.

There are no corners to hide in, students see each other, hear discussions, and feel constant movement. This visibility shapes behavior. They move in cycles: entering, struggling, reflecting, improving, and then supporting others, creating a continuous loop of growth.

Over time, this builds more than technical skills; it develops resilience, accountability, and trust. As part of the broader ecosystem of initiatives within the EU TUMO Convergence Center, students also bring their knowledge into real-world environments and test their ideas in practice.

The building creates the space, but the students create the culture, and that culture makes the campus unique.