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Natia Goliadze

The project was dedicated to develop the FDI attraction strategy for the agency Enterprise Georgia (under the Ministry of Economy and Sustainable Development of Georgia). SavvY team worked on this project with our international partner FDI Center, which is specialized advisory firm in the field of foreign direct investment Based in Berlin, Germany. FDI Center is entirely focused on helping governments and investment promotion agencies (IPAs) to attract investment and retain more efficiently and successfully.The project's objective was to pinpoint the sectors and sub-sectors in which Georgia possesses competitive advantages and relevant capacities or resources to attract international companies. This was addressed through a range of expansion initiatives outlined in the operational plan.<figure class="table"><table><tbody><tr><td><h2>How we Helped</h2></td><td>The project covered several phases. The aim of the first phase of the project was to gain a solid understanding of Enterprise Georgia’s current structure and operations, including the factors that have contributed to its success and any challenges or constraints that may be affecting the agency. In addition, our team worked actively with Enterprise Georgia to acknowledge the approach to investment attraction, and facilitation, including the selection of target sectors and companies and the support provided to potential and existing investors.&nbsp;</td></tr></tbody></table></figure>The second phase was research intensive and our team worked actively with the secondary data as well as conducted numerous interviews with sector experts, key stakeholders, government representatives, representatives in international companies in specific sectors or fields, etc. The goal of this phase was to determine “target groups” that have genuine potential for locating in Georgia. A target group is defined as a specific group of companies that share similar characteristics with respect to their activities, operations, and investment potential. The term can be translated as “sub-sector” or even more detailed description of the activity that company might perform. Our approach was to identify the longlist of target sectors and then search deep dive on each individual activity to assess the investment potential of each activity. We analyzed the activities’ expansion trends worldwide, while those who might have the potential to expand in Georgia based on the requirements of potential investors in these groups and Georgia’s location characteristics. The assessment focused on the operational requirements of the target groups (e.g., workforce, utilities, and property) as well as the market characteristics of each target group (e.g., key players, geographic concentration of companies, supply chain).&nbsp;For the selected target groups, at the phase 2 we developed a detailed action plan for Enterprise Georgia to identify and engage with individual companies. The action plan included:<ul><li style="text-align:justify;">Recommended channels for first contact (e.g., direct outreach, industry events).</li><li style="text-align:justify;">The potential for including existing investors in Georgia (and their parent companies overseas) in the action plan.</li><li style="text-align:justify;">Key partners (e.g., industry associations) that can support implementation of the action plan.</li><li style="text-align:justify;">Roles and responsibilities of Enterprise Georgia and other relevant organizations in implementing the action plan.</li><li style="text-align:justify;">Significant barriers that need to be addressed for the action plan to be implemented.</li><li style="text-align:justify;">The resources (financial and other) required for implementing the action plan.</li><li style="text-align:justify;">Timeline for implementing the action plan as well as milestones and KPIs for assessing progress and results</li></ul>To approach potential investors effectively, Enterprise Georgia requires specific materials that describe the advantages the country for the selected target groups. These materials are most effective when they are customized to the requirements of potential investors and one of the reasons for selecting individual target groups was to develop a clear understanding of their requirements. Thus, for the final phase, our team developed the value proposition marketing materials for each selected target activity.The project aimed to create a substantial impact on Georgia's investment landscape by strategically identifying and promoting key sectors poised for growth. By thoroughly analyzing Enterprise Georgia's existing structure and operations in the initial phase, we established a foundational understanding of the agency's strategy towards attracting FDI investment.The second phase involved intensive research, enabling us to pinpoint specific target groups with genuine potential for investment in Georgia. This data-driven approach not only highlighted sectors showing promising revenue growth and favorable market conditions but also identified the operational and market characteristics crucial for attracting international companies. The comprehensive analysis ensured that our recommendations were grounded in evidence, addressing the requirements of both investors and the unique advantages that Georgia offers.With the identification of five target groups that meet established investment prerequisites, we developed a detailed action plan for Enterprise Georgia. This plan outlines strategic outreach channels, identifies key influencers and partners, and addresses potential barriers to implementation. By fostering collaboration with existing investors and industry associations, the action plan positions Georgia as an attractive destination for investment.Overall, the project is expected to enhance Georgia's competitiveness in the global market, stimulate economic growth, and foster a sustainable environment for international investment. Through targeted strategies and comprehensive engagement with potential investors, Georgia is poised to attract significant foreign direct investment, creating jobs and driving innovation across key sectors.

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Ecosystem Development

Georgia Investment Attraction, Facilitation and Aftercare Strategy and Action Plan

Project PALM –Development of ecotourism resort in Al-Ahsa region in KSA for the Public Investment Fund of KSA aims to promote and activate the kingdom's eco, adventure, and agriculture tourism industry by developing several resorts in tier-two cities, consequently supporting family-owned farms to engage and benefit from the hospitality industry.&nbsp;SavvY partner and director Natia Goliadze, together with partner company Sea Going Green, a consultancy that specializes in sustainable tourism, worked on the analysis of tourists visiting the Kingdom of Saudi Arabia, the market for eco-tourism in the project areas, and the potential for growth from sustainable tourism development.Initially, the team conducted desk research and collected data on target demographics and market segmentation. Based on desktop research and consultations, the team prepared a report on current market trends, including tourist statistics in the Kingdom of Saudi Arabia, both inbound and domestic tourists. The report was designed with a special focus on the Eastern Province of the Kingdom of Saudi Arabia. The reason for the trip, country of origin, modes of arrival, types of accommodation, and expenditures were thoroughly analyzed in the document. Special attention was given to business tourism – trends, accommodations, events, activities, and attractions driving this type of tourism.&nbsp;The visitor profile was another key part of the project. Aside from the analysis of visitors by age and gender, the team analyzed their cultural and environmental expectations.In addition, the team prepared an overview of various tourism establishments, including existing accommodations, the number of keys, and room prices, both in the country and in a target province.Throughout the report, detailed attention was given to a target governorate - its place and share in total tourism in the country.<a href="https://www.constructionweekonline.com/news/saudi-tourism-eco-lodges-alahsa">Additional information about the project</a>&nbsp;

Sea Going Green

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Industry Analysis

The Eco-Adventure and Agri-Tourism Business Sector Development in Saudi Arabia

The Growth Hub (GH) project continued to be developed for some years and was supported by the several international organizations or projects.&nbsp;The initial scope and concept of the GH was supported by the UNDP Georgia, which at that time was implementing the second phase of the project entitled “Fostering Regional and Local Development in Georgia” (FRLD 2). After discussing the scope and concept with Irakli Nadareishvili, Deputy Minister of the Ministry of Economy and Sustainable Development of Georgia (MoESD), and Tornike Zirakishvili, Deputy Director of LEPL Enterprise (EG), the project was considered exciting and moved to the next stage. With the initiation and support of the EG stakeholders mapping and action plan for the GH for Adjara region was financed under the USAID Economic Security Programme and the same scope for Samegrelo-Zemo Svaneti was financed under the UNDP project "Fostering Regional and Local Development in Georgia, Phase 2" with the support of the Ministry of Regional Development and Infrastructure of Georgia (MRDI), the Swiss Agency for Development and Cooperation (SDC) and the Austrian Development Cooperation (ADC).&nbsp;As of now, both GHs in Samegrelo-Zemo Svaneti and Adjara regions of Georgia are announced to be launched in summer 2023 followed by the expansion of the GH network in all regions and eventually the full coverage of Georgia.&nbsp;We are honored to have been a part of the journey that brought the&nbsp;GH from concept to implementation.<figure class="table" style="width:100%;"><table class="ck-table-resized"><colgroup><col style="width:24.13%;"><col style="width:75.87%;"></colgroup><tbody><tr><td><h1>How We Helped</h1></td><td>Before preparing the concept of Growth Hubs, international best practices were analyzed. With respect to governance and structure, the most relevant and optimal analogue was found to be in Great Britain. We also analyzed examples India, Latvia, and Australia. In some countries, a practice similar to a growth hub is not implemented at all, and in some countries the functions of growth hubs are attributable to their ministry of economy.&nbsp;</td></tr></tbody></table></figure>Under the project “Fostering Regional and Local Development in Georgia” (FRLD 2) funded by UNDP, JSC SavvY developed the concept for the Growth Hubs. The studies conducted in the framework of the project revealed the importance of rural business development for economic growth of the regions of Georgia and factors preventing or contributing to this process. The results show the need of business support organization that will focus on researching the business environment and promoting local business development, that will be the bridge for rural businesses to find and access to intensive local support and advice where they have the opportunity, ambition and greatest potential to grow and scale-up. Although there is a business growth potential in regions of Georgia, the need and importance of support services for their growth and prosperity is crucial. Growth Hub may address all above mentioned issues. The main drive of GH is to be proactive and work closely with rural businesses to acts as a communicator and negotiator at a national level with government, advisers, businesses, academia and other target audience. GHs will be the bridge for rural businesses to access specialists in any field of development they need, including individual consultancy, exporting, accessing finance, trainings. Within the framework of the project, the SavvY team visited one of the Growth Hubs in the United Kingdom and gained firsthand knowledge of its scope of operation and structure.Working on the Strategy and action plan of the GH in different regions of Georgia, as well as analyze the macroeconomic background and prepare stakeholders mapping was proceeded under the other two projects: stakeholders mapping and action plan for the GH for Adjara region was financed under the USAID Economic Security Programme and the same scope for Samegrelo-Zemo Svaneti was financed under the UNDP project "Fostering Regional and Local Development in Georgia, Phase 2" with the support of the Ministry of Regional Development and Infrastructure of Georgia (MRDI), the Swiss Agency for Development and Cooperation (SDC) and the Austrian Development Cooperation (ADC).&nbsp;The scope of these two projects included preparing the concept of GH and conducting primary and secondary researches about the MSMEs attitudes, existence of local service providers and private sector development in target regions. Primary research included intensive face to face interviews and telephone surveys of MSMEs in the target region of Georgia. Secondary research was done to assess the level of private sector development in the target region of Georgia, specifically in the Samegrelo – Zemo Svaneti and to identify the sectors contributing most of all to the country’s GDP.The concept and services and the governance structure was developed with the involvement of an international consultant from Great Britain who had more than 20 years of experience in GHs and who greatly contributed to the development of the strategy and action plan of the GH. The document summaries the market research of the Growth Hub stakeholders as well as the concept, strategy and action plan of the Growth Hub.<figure class="table" style="width:100%;"><table class="ck-table-resized"><colgroup><col style="width:27.48%;"><col style="width:72.52%;"></colgroup><tbody><tr><td><h1>Impact and Potential</h1></td><td>Growth Hubs will assist MSMEs in attaining growth through various initiatives and services. Growth Hubs will act as conduits for rural firms to connect with specialists in a variety of sectors (e.g., exporting or access to finance) and formats (e.g., consultancy and training).&nbsp;</td></tr></tbody></table></figure>GHs will serve as national communicators and negotiators with the government, advisers, corporations, academia, and others. Their suite of programs and services will be geared to help the main industry sector manage change, adapt to business challenges, increase profitability, and plan for the future. Along with group trainings, services will mostly entail individual consultations, face-to-face meetings, and individual growth and export plans are developed in partnership with government, industry specialists and experts, and other organizations that support regional development to assist the development of competitive, sustainable, and resilient rural businesses.Physical, regional branches of the "Enterprise Georgia" agency will be established, with the goal of assisting local enterprises. The hub will feature support consulting and other service providers to network with local MSMEs and assist in building the fundamental skills of entrepreneurs in the region.&nbsp;This will also in part support the development of consulting businesses in the regions, with the agency becoming a partner for them on the local level and a facilitator for entrepreneurs to provide those services through the GH that MSMEs seek to receive.&nbsp;As a result, the Growth Hub will assist the development of rural/local MSMEs, facilitating local economic growth and prosperity across the country.See article about our project<ol><li style="text-align:justify;"><a href="https://www.enterprisegeorgia.gov.ge/en/News/enterprise-georgia-delegation">Enterprise Georgia delegation got acquainted with the operations of Growth Hubs in Englan</a>d</li><li style="text-align:justify;"><a href="https://bm.ge/en/news/icc-launches-centre-of-entrepreneurship-in-tbilisi/36886">ICC Launches Centre of Entrepreneurship in Tbilisi</a></li></ol>

Enterprise Georgia

USAID

UNDP

Growth hub

Strategy Development

Growth Hubs in Georgia

Within the framework of the project, our team worked on a financial model, the main goal of which was to assess the feasibility of the investment based on assumptions obtained through market research and active communication with the client. Our team identified and forecasted revenue streams for seven years; SavvY studied industry averages and determined forecast cost structure. A significant part of the financial model identifies free cash flows and evaluates the investment.In addition, our team was involved in selecting the international brand necessary for the hotel's operation, considering their conditions and requirements in the financial model and access to finance.&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<img class="image_resized" style="width:25%;" src="/uploads/247559396_ea69b29f06.jpg" alt="Bestwesternhotel.jpg"> &nbsp;&nbsp;<img class="image_resized" style="width:25%;" src="/uploads/247559452_a48aaf8b5f.jpg" alt="bestwesternhotel.jpg"> &nbsp;&nbsp;<img class="image_resized" style="width:25%;" src="/uploads/327116315_2b2f9492aa.jpg" alt="Bestwesternhotel.jpg">Our team worked with several international brands, and finally, the client selected the Best Western Hotels &amp; Resorts brand. It was the first branded hotel in Gudauri for that period.Best Western Gudauri is an economy-class hotel ideally suited for lovers of active leisure. The hotel has its ski rental, a transfer to the ski slopes, a spa center, and an outdoor veranda. It is also an ideal environment for business meetings, as developing business tourism is one of the country's priorities. The hotel also has a restaurant for 200 people with its bar and a conference hall for 100 people.To finance the project, the program of the state structure, Enterprise Georgia, was used, through which the project received the benefit of subsidizing the loan interest. Our team's involvement in this process was manifested by introducing the details of the program to the client, evaluating the benefits through financial modeling, and selecting the optimal financing structure based on the financial model.

Best Western Gudauri

Best western hotel resort exterior in gudauri

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Business Plan

Financial Modeling

International Hotel & Resort In Gudauri

The Be Digital initiative, supported by Enterprise Georgia and the Rural SMEs Development Project, a consortium comprising Swisscontact, Mercy Corps, and the Springfield Centre for business in Development, and funded by the Swiss Agency for Development and Cooperation (SDC), aimed to provide digital skills training to entrepreneurs in order to improve their business operations. Recognising the need for training, Enterprise Georgia, with the support of the RSMED project,&nbsp;engaged the consulting firm SavvY to give technical assistance (TA) to its beneficiaries on the use of digital products.The objectives of the project, entrusted to the SavvY Team, were to equip entrepreneurs with digital knowledge and skills to enhance the effectiveness of business communication skills of entrepreneurs. Trainers organized a comprehensive training series that provided instruction on various digital technologies that simplify marketing and financial operations. The training curriculum encompassed multiple skills, including registering and using email, creating electronic signatures, utilizing online communication platforms, developing basic design skills like logo and brochure creation, handling invoicing, registering on business platforms, and performing data modelling using Excel functions. Participants acquired essential knowledge of income and expense tables, tax calculations, and profit margin analysis.<figure class="table" style="width:100%;"><table class="ck-table-resized"><colgroup><col style="width:36.26%;"><col style="width:63.74%;"></colgroup><tbody><tr><td><h2>How We Helped</h2></td><td>During the training series, trainers engaged participants in interactive sessions, introducing them to various digital technologies and tools. We provided step-by-step instruction and practical exercises to ensure entrepreneurs could confidently navigate these digital resources.The SavvY team developed a customized 6-hour training course delivered in-person to small groups, specifically designed to address the unique needs of the beneficiaries.The training was open to the beneficiaries of Enterprise Georgia.&nbsp;Our team coordinated a series of training sessions across nearly 10 rural locations in Georgia, including Telavi, Kutaisi, Zugdidi, Ozurgeti, Gori, Zestaponi, Akhaltsikhe, Khulo, Batumi, and Rustavi, engaging approximately 200 participants.</td></tr></tbody></table></figure>Entrepreneurs from a diverse range of sectors were represented, including:<ul><li style="text-align:justify;">Auto service</li><li style="text-align:justify;">Construction</li><li style="text-align:justify;">Food Processing</li><li style="text-align:justify;">Manufacturing Food or even Textile</li><li style="text-align:justify;">Professional services</li><li style="text-align:justify;">Textile</li><li style="text-align:justify;">Tourism</li><li style="text-align:justify;">Winemaking</li></ul>Throughout the training sessions, the SavvY team provided hands-on support to beneficiaries who required additional assistance with the training materials. They guided participants in registering on the appropriate platforms, setting up accounts, and resolving any issues that arose. The team also tracked attendance and facilitated the completion of satisfaction assessments from attendees following each session.<figure class="table" style="width:100%;"><table class="ck-table-resized"><colgroup><col style="width:28.07%;"><col style="width:71.93%;"></colgroup><tbody><tr><td><h2>Impact and Potential</h2></td><td>Through this course almost 200 entrepreneurs gained essential digital literacy skills in 10 major cities, empowering them to effectively navigate and leverage digital technologies. This increased proficiency enables them to adapt to the rapidly changing business landscape and stay competitive. By mastering digital tools, entrepreneurs can streamline their marketing and financial operations. They can leverage email communication, online platforms, and design skills to enhance customer engagement, create marketing materials, and automate tasks, increasing efficiency and productivity.&nbsp;</td></tr></tbody></table></figure>Even during the training, entrepreneurs developed several digital tools for their operations. For example, they created the company logo, registered their location on Google Maps. Several entrepreneurs created the company brochure, etc.The impact of the Be Digital project extends beyond individual entrepreneurs as trained beneficiaries applies their digital skills. It can inspire others to embrace digital transformation, fostering a culture of innovation and entrepreneurship in the region.The Be Digital project, executed by SavvY Team, successfully empowered entrepreneurs with crucial digital skills to streamline their marketing and financial operations. By bridging the digital divide, the project empowered the beneficiary businesses by providing them with valuable knowledge and experience navigating the digital landscape.

Swisscontact

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Digital Skills Training For Entrepreneurs

News

<figure class="image"><img src="/uploads/Womens_narrative_Natia_Goliadze_0807a77b7f.png" alt="Womens narrative Natia Goliadze interview photo"></figure>SavvY’s Executive Director, Natia Goliadze, participated in the Women Narrative Program, where she discussed the company’s growth, key achievements, and future vision. As a boutique consulting firm specializing in finance, SavvY has been delivering practical and tailored solutions to businesses of all sizes for nearly eight years. The company operates both locally and internationally, collaborating with organizations to support the growth and development of Georgia’s business ecosystem. Natia highlighted SavvY’s commitment to helping businesses navigate complex challenges with innovative, value-driven approaches. During her presentation, she reflected on SavvY’s significant milestones, including expanding into international markets and successfully executing impactful projects in tourism and real estate. Notable achievements include partnerships with global organizations and the successful implementation of projects such as the Growth Hubs (consulting centers) initiative under the Enterprise Georgia. These accomplishments reflect SavvY’s dedication to driving positive change and supporting business growth. Looking ahead, SavvY is focused on further strengthening its presence in international markets and expanding its specialized services.&nbsp;&nbsp;<a href="https://youtu.be/ovxelHDboLs?si=eaIe4Hcuc-Vyp96D">To see the full interview in Georgian here click here</a>

Womens narrative Natia Goliadze interview photo

Womens narrative Natia Goliadze

SavvY’s Executive Director, Natia Goliadze, participated in the Women Narrative Program

<img src="/uploads/431198983_798814932284193_5123008915115861742_n_e2a0c757f2.jpg" alt="431198983_798814932284193_5123008915115861742_n.jpg">Mariam Koyava, the managing partner of SavvY, actively participated in the recent ICT Annual Meeting organized by the ICT Association of Georgia. The forum brought together stakeholders from the technology sector to discuss the current and future potential of Georgia's tech ecosystem.Mariam Koyava moderated a panel discussion on navigating the digital landscape and fostering collaboration between the public and private sectors.

ICTA Annual Meeting

ICTA Annual meeting

Mariam Koyava

Mariam Koyava Moderates Panel on Navigating Georgia's Digital Landscape

Press Releases

<figure class="image image_resized" style="width:100%;"><img src="/uploads/mariam_qoiava_w_h_7be886294e.jpeg" alt="mariam-qoiava_w_h.jpeg"></figure>Mariam Koyava discusses the dynamics of foreign direct investments on BMGTV's "Business Morning" program and in the joint column of BMG and SavvY, "time to invest," evaluating the impact of current events on FDI.Koyava notes that foreign investment dynamics in Georgia have remained stable since COVID-19. However, projecting the dynamics in 2024 is difficult due to ongoing processes in the region.“Regarding the dynamics of FDI, we can say that considering the COVID-19 factor, it is progressing steadily. Naturally, there were setbacks during the COVID-19 outbreak, as experienced by many other countries. However, we have observed growth in both volume and across various sectors. Notably, FDI has been active in trade, infrastructure, and energy.It will be challenging to assess the dynamics of 2024 due to what is happening in the region, the world, and the country - we call it "a hot" year when the dynamics can change daily," says Mariam Koyava.When asked about the impact of uncertainties on foreign direct investment, SavvY's managing partner explains that it is one of the biggest obstacles for investors, especially regarding long-term projects."Business and investments do not like uncertainty, and they don't like it very much - stability and consistency are essential factors for many investors and can even be vital. As investing in many sectors is not a short-term process, some sectors require quite a long-term development.Here, we often use McKinsey's strategic framework, where there are 4 business strategy levels, starting with&nbsp; 'A clear enough future' and ending with 'True ambiguity'. We use specific parameters to measure where a specific sector in a particular country falls within this framework. This is because uncertainty in any country or the world does not equally affect all sectors - some are affected more, and others are affected less. In some industries, uncertainties even create opportunities. But the main result of using this framework is that it reveals general behavioral regularities in times of uncertainty: do nothing, stop, wait, observe, assess the risks, and make a decision after that," explains Mariam Koyava.The managing partner of SavvY also discusses the sectors where FDI volumes are sustainable and stable.“Our research reveals an interesting trend that interest remains, first of all, in natural resources. For example, uncertainty does not affect investors' interest if there is oil, although Georgia cannot boast of having it.The second area encompasses sectors where value is created and maintained within the country, such as real estate, energy, industries focused on domestic trade, and the banking sector. Typically, interest in these sectors is increasing. However, local investors generally show more interest in these areas, leading to a decrease in direct foreign investments," explains Koyava.&nbsp;<a href="https://bm.ge/news/bizness-da-investitsiebs-gaurkvevlobebi-ar-uyvart-mariam-qoiava-fdi-ze">Read the full interview in Georgian here</a>

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"Business and investments do not like uncertainty" - Mariam Koyava

<figure class="image"><img src="/uploads/438162000_834046998760986_4601690486427395792_n_7f1aa1dd74.jpg" alt="438162000_834046998760986_4601690486427395792_n.jpg"></figure>ExpoGeorgia hosted the Real Estate Expo, which happened to be the biggest exhibition so far in Georgia. SavvY’s Managing Partner, Mariam Koyava, moderated the panel that discussed the overall investment climate in Georgia, EU Candidacy, and Perspectives for the Construction and Real Estate Industry in Georgia.The esteemed guests participating in the panel discussion were Mikheil Khidureli, CEO of Enterprise Georgia, Artis Zeila, head of strategic partnerships in the real estate division at Citadelle Bank, Latvia, and Marek Gola, a shareholder of Mirbud S.A (one of the most successful construction companies in Poland).

Real Estate Exhibition

Managing Partner of SavvY, Mariam Koyava, Moderates Key Panel at Georgia's Largest Real Estate Expo

<img src="/uploads/NZ_57218_fed149ce13.jpg" alt="_NZ57218.jpg">As Georgia strides towards closer ties with the European Union, the preparedness of our municipalities is the key to fostering dynamic, smart, and future-ready local development. The EU and UNDP through the #Mayors4EconomicGrowth #M4EG initiative are empowering selected municipalities with the training and support they need to leverage the funding and investment tools available in the EU.Currently, 11 Georgian municipalities, selected through a competitive process, are embarking on a journey with the 'Financial and Investment Preparedness Academy. &nbsp;This specialized programme builds municipal capacities for applying EU financial instruments and other accessible funding opportunities. Training and coaching will help municipalities craft effective positioning strategies and develop competitive investment ideas and project proposals for funding institutions and development partners. The programme will also assist these municipalities in assessing their existing financial mechanisms and aligning them with the relevant instruments of the EU, financial institutions, and development partners.&nbsp;<a href="https://www.facebook.com/hashtag/eu4georgia?__eep__=6&amp;__cft__[0]=AZVwHcnOUuhQfuAPRb2xoriWYnSlV4ENlWL_KzBtVSA-c9YmDajnW48wIOTpBhKgK_dEngLCG_eddn87a3wusq8I6qQQw4jHhhxjTyYCL5CuaEtU0t84g9BUhKwj0bff-YDcx-zcAI12RPw6aeSBHaUkrQoccGL91kW3f-p3dn2VMpL2Yqwo2SswznGiQ8DcaKY&amp;__tn__=*NK-R">#EU4Georgia</a>&nbsp;📸: UNDP/Vladimir Valishvili&nbsp;

Mayors for eg meeting - mariam koyava speech

Hey, I'm Natia Goliadze and I'm gonna help you

Projects I've worked on

Georgia Investment Attraction, Facilitation and Aftercare Strategy and Action Plan

The Eco-Adventure and Agri-Tourism Business Sector Development in Saudi Arabia

Growth Hubs in Georgia

International Hotel & Resort In Gudauri

Digital Skills Training For Entrepreneurs

See All projects

Publications

SavvY’s Executive Director, Natia Goliadze, participated in the Women Narrative Program

Mariam Koyava Moderates Panel on Navigating Georgia's Digital Landscape

"Business and investments do not like uncertainty" - Mariam Koyava

Managing Partner of SavvY, Mariam Koyava, Moderates Key Panel at Georgia's Largest Real Estate Expo

M4EG Funding & Investment Preparedness academy

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