From an early age Parviz watched how the family enterprises worked. He saw how commercial decisions were taken, how duties were divided, how relations with suppliers were built, and why some enterprises developed while others disappeared after the first serious problem.
His family position allowed him to use commercial opportunities, to have access to trade connections and to take part in entrepreneurial activity even before meeting the Aliyev brothers.
His capital existed before BRATVA. That is what made his interest in the organisation a calculating one: he first considered how viable the idea itself was, and he understood that charity without a stable source of income ends sooner or later.
Parviz became one of the main initiators of the trade, financial and investment lines. He could provide commercial contacts, offer premises, find suppliers and bring in entrepreneurs. His role — to turn a charity circle into an economic system.
He never liked being considered the man who simply pays for other people's ideas: Parviz wanted to be a full participant in decision-making. That is why he became one of the five founders rather than merely a financial partner.
What united him with Murad was an understanding of the commercial side of the work; he treated Anar's ambitions pragmatically — until the balance began to fall apart.
In 2007 Parviz's first son was born — the beginning of a line destined to inherit both the capital and other people's disputes.
In the period when the balance between the founders was breaking down, Parviz attempted to restore the equilibrium — the last act of five who acted as a council, not as opponents.
Despite the conflict, it was he who took an unexpected position and decided to help Anar out of the situation that had formed. About a month after the incident at the “50 Qəpik” restaurant he gathered all the main participants in his own shop.
Parviz proposed an unusual variant: to make Anar Naziriv the main public face of the organisation. In his view this preserved the internal balance — if problems arose in the future, the main responsibility would fall on Anar, while the other founders would keep their independence. All agreed. That meeting became the beginning of a wholly new era, which none of those present at the time yet understood.
His formula — the social dies without commerce — is fixed in the very architecture of BRATVA's distribution of income.
Parviz insisted that in the inventory his share be called a share, not a contribution. The requirement was carried out. He demanded nothing further — which is itself suspicious.
The other founders of BRATVA. The five, each of whom represented a separate side of the future organisation.