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Natia Goliadze

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;

Saudi Arabia

Sea Going Green

Saudi tourism.jpeg

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>

Georgia

Enterprise Georgia

USAID

UNDP

Growth hub

Strategy Development

Ecosystem 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

Investment Teaser

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

Be digital.jpg

Digital Skills Training For Entrepreneurs

SavvY worked on a project initiated by Enterprise Georgia (under the Ministry of Economy and Sustainable Development of Georgia) and funded and supported by the European Bank for Reconstruction and Development (EBRD). Our team had been working on an investment aftercare service development program together with FDI Center. FDI Center is a 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 program aimed to design relevant investment aftercare services that address the key challenges of international investors in Georgia. Specifically, these activities were designed to facilitate the operation and expansion of investor activities in Georgia and enhance coordination and cooperation among governments, investors, and related stakeholders, with a view toward enhancing the positive impact of FDI.The project's goals, which our team was responsible for, were the development of the database of existing foreign investors in Georgia; up to 50 Interviews with FDI investors to identify the challenges they face during the expansion of their activities as well as relations with government entities and their perceptions about the need of aftercare services; the development and organization of capacity-building workshops for government entities whose activities are related to FDI investment; and delivering recommendations on providing quality aftercare services.<figure class="table" style="width:99.86%;"><table class="ck-table-resized"><colgroup><col style="width:35%;"><col style="width:65%;"></colgroup><tbody><tr><td><h1>How we helped</h1></td><td>The project went through different stages to achieve the initial goals. At first, our team created a database of FDI investors by combining data from several sources. In addition, we developed a sustainable methodology for updating the database. In the second stage, our team formulated a set of clear recommendations to improve investor aftercare services. These recommendations were based on in-depth interviews conducted among C-level executives of international companies or FDI investors in Georgia.</td></tr></tbody></table></figure>Investors’ feedback can be vital for policymaking and overall investment retention. The foreign investor perception survey was designed to help identify and consolidate information about the specific aftercare challenges and issues active investors face in Georgia. This comprehensive feedback enabled our team to provide policy and institutional-level recommendations.In the next stage of the program, SavvY’s partner FDI Center developed a detailed program and training materials for the capacity-building workshops. Capacity-building workshops were conducted among high-level stakeholders and Enterprise Georgia to enable the delivery of quality aftercare services and share the international practices. We presented the recommendations to the EG's team at the workshop, observed&nbsp;their inputs, tailored recommendations according to present EG resources, and then delivered our findings to the EG and MoESD management teams.Furthermore, the SavvY team and FDI Center designed the follow-up survey to be used by EG after the conclusion of the project to collect feedback from investors. In addition, our team developed a sustainable methodology for updating the database of FDI investors and prepared recommendations for data sources (such as Geostat or NAPR) to improve the data collection process if needed.&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;<img class="image_resized" style="width:25%;" src="/uploads/IMG_4407_min_1_1143892b34.jpg" alt="IMG-4407-min (1).jpg"> &nbsp;&nbsp;<img class="image_resized" style="width:25%;" src="/uploads/IMG_4408_min_1_d8a55c7f87.jpg" alt="IMG-4408-min (1).jpg"> &nbsp;&nbsp;<img class="image_resized" style="width:25%;" src="/uploads/IMG_4406_min_1_7ff3a939dd.jpg" alt="IMG-4406-min (1).jpg"> &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;<figure class="table" style="width:99.92%;"><table class="ck-table-resized"><colgroup><col style="width:30.16%;"><col style="width:69.84%;"></colgroup><tbody><tr><td><h1>Impact and potential</h1></td><td>During the project, 50 foreign investor company representatives were surveyed, and a database of around 7,500 companies receiving FDI was created. In addition, the methodology for updating the database was provided, and key personnel was trained through workshops.As a result, the project outcomes enabled Enterprise Georgia to gather investors’ feedback for more effective policymaking.&nbsp;At the same time, the recommendations provided by our team and FDI Center will strengthen the capacity of Enterprise Georgia to enhance the provision of the aftercare services.</td></tr></tbody></table></figure>&nbsp;

European Bank for Reconstruction and Development (EBRD)

Foreign Investor Perception Survey.png

Foreign Investor Perception Survey and Improvement of Aftercare Capacity of EO (Georgia)

Insights

<img src="/uploads/Whats_App_Image_2025_10_02_at_11_59_47_0a30e5e9df.webp" alt="Financial Management Q&amp;A: Key Business Concepts">&nbsp;Financial Management Q&amp;A: Key Concepts Every Business Should KnowEvery day, executives make decisions that affect a company’s future. Behind these choices is financial management, the practice of using money wisely to stay stable, manage risks and support growth. It links working capital, financial reporting and financial asset management, giving leaders a clear view of the company’s health. In this Q&amp;A, we explore the key concepts executives use to make smarter financial decisions.What is financial management and why is it important for businesses?<a href="https://wesavvy.co.uk/services/financial-management">Financial management</a> is the strategic process of handling a company’s finances to achieve its goals. It includes budgeting, forecasting, monitoring cash flow and making smart investment decisions. By applying smart money concepts, businesses can maximize resources and minimize waste. Proper financial management also builds trust with investors, improves operational efficiency and reduces financial uncertainty. In today’s competitive market, businesses that invest in strong financial management systems are better positioned to adapt, innovate and succeed.What is working capital and why does it matter?<a href="https://wesavvy.co.uk/media/what-is-working-capital">Working capital</a> represents the difference between a company’s current assets and current liabilities. In simple terms, it shows how much liquidity a business has to cover&nbsp; immediate debts. Understanding the working capital meaning is crucial for businesses, as it shows their ability to meet short-term obligations and maintain effective operations.&nbsp;Positive working capital means a business can pay bills, manage daily operations and invest in growth. Negative working capital, on the other hand, signals potential liquidity challenges.&nbsp;How does financial reporting support better decision-making?<a href="https://wesavvy.co.uk/services/financial-reporting">Financial reporting&nbsp;</a>provides accurate data about a company’s revenues, expenses, assets and liabilities. This information helps leaders analyze performance, trends and evaluate profitability. Transparent reporting builds confidence among stakeholders and investors, as they can see the real picture of the business. It also supports regulatory compliance and reduces the risk of errors or fraud. From a management perspective, financial reporting enables better decision-making by highlighting which areas of the business are thriving and which need improvement. In short, it transforms raw financial data into actionable insights.What role does a finance manager play in financial management?A finance manager is central to a company’s financial management strategy. They oversee budgeting, forecasting and investment planning, while also ensuring compliance with financial regulations. Finance managers monitor cash flow, assess risks and recommend ways to improve efficiency. Their role also involves evaluating new opportunities and ensuring that resources are allocated wisely. By applying smart money concepts, finance managers help businesses avoid unnecessary costs while boosting profitability. They act as a bridge between leadership and operations, translating financial data into clear strategies that drive growth and stability.What are smart money concepts in financial management?Smart money concepts refer to strategies that optimize financial decisions and reduce waste. For businesses, this could mean cutting unnecessary expenses, reinvesting profits wisely and managing debt responsibly. It also involves diversifying investments and ensuring that capital is used where it generates the most value. In financial management, smart money concepts can help companies maintain healthy working capital, improve cash flow and prepare for unexpected challenges. By applying these principles consistently, organizations can strengthen resilience, support growth and create long-term financial stability.How can companies strengthen their financial risk management?Financial risk management focuses on identifying, assessing and minimizing risks that could harm a company’s financial stability. These risks may include market fluctuations, credit defaults, currency changes or operational disruptions. Companies can strengthen their financial risk management by diversifying revenue sources, maintaining cash reserves and using insurance where appropriate. Strong internal controls and regular financial audits also reduce exposure to fraud or mismanagement. Additionally, scenario planning and forecasting allow businesses to prepare for uncertainties. Effective financial management ensures that risks are not just minimized but also turned into opportunities for smarter decision-making.What is financial asset management and how does it benefit businesses?Financial asset management involves strategically overseeing a company’s investments, such as stocks, bonds, real estate or other financial instruments. The goal is to maximize returns while managing risk effectively. For businesses, asset management ensures that financial resources are allocated where they can generate sustainable value. It also helps maintain liquidity and supports long-term planning. By aligning investment strategies with overall business objectives, companies can balance growth with security. A strong financial asset management approach is part of broader financial management, giving businesses the ability to expand, innovate and protect their future.How does financial management impact business growth?Financial management directly influences a company’s ability to expand and scale. By maintaining balanced working capital, businesses can fund new projects, hire talent and explore market opportunities without putting financial stability at risk. Effective budgeting and financial reporting help management evaluate which growth strategies are sustainable and which may carry too much risk. Strong financial management also ensures that external funding, whether through investors or loans, is used strategically.&nbsp;Why is cash flow management a key part of financial management?Cash flow management is one of the most critical elements of financial management because it ensures a company has enough liquidity to meet obligations. Even profitable businesses can struggle if cash inflows and outflows are not balanced. Monitoring cash flow helps leaders anticipate shortages, avoid unnecessary borrowing and seize opportunities for reinvestment. When aligned with smart money concepts, cash flow management allows businesses to stabilize operations while funding innovation.How does technology improve financial management today?Modern tools and digital platforms have transformed financial management. Automated financial reporting, data analytics and AI-driven forecasting make it easier to understand business performance in real time. Technology also supports stronger financial risk management by predicting market changes and alerting managers to potential threats. For financial asset management, digital solutions allow businesses to track investments with greater precision. Overall, technology makes financial management more efficient, accurate and strategic, supporting companies to compete in fast-changing markets.

Financial Management Q&A: Key Business Concepts

News

<img src="/uploads/Savv_Y_and_the_National_Agency_for_Perspective_Projects_NAPP_of_the_Republic_of_Uzbekistan_have_signed_a_Memorandum_of_Understanding_2568132631.jpg" alt="SavvY and the National Agency for Perspective Projects (NAPP) of the Republic of Uzbekistan have signed a Memorandum of Understanding..jpg">SavvY has entered into a Memorandum of Understanding (MoU) with the National Agency for Perspective Projects (NAPP) of the Republic of Uzbekistan, marking a new stage of cooperation in strengthening financial transparency and international integration. The agreement outlines joint efforts in several key areas: - Supporting the transition of local companies to IFRS standards. - Aligning Uzbekistan’s accounting legislation with international best practices. - Integrating corporate reporting on the <a href="http://Openinfo.uz">Openinfo.uz</a> platform. - Assisting insurance companies in the implementation of IFRS 17. As an international consulting partner, SavvY continues to actively support strategic initiatives in Uzbekistan and across the region, while fostering global partnerships that promote sustainable economic development.

SavvY and the National Agency for Perspective Projects (NAPP) of the Republic of Uzbekistan have signed a Memorandum of Understanding..jpg

SavvY Signs MoU with Uzbekistan’s NAPP

<figure class="image"><img src="/uploads/2025_09_03_Am_Cham_Ambassador_s_Residence_147_1_41dc526fb5.webp" alt="SavvY has joined AmCham Uzbekistan"></figure>SavvY has joined AmCham Uzbekistan and participated in the Chamber’s most popular annual event - the Welcome New Members Reception, held at the U.S. Ambassador’s Residence in Tashkent.This signature event brings together new members and the wider business community, fostering meaningful connections and collaboration.

SavvY has joined AmCham Uzbekistan

SavvY Joins AmCham Uzbekistan and Takes Part in the Chamber’s Flagship Annual Event

Press Releases

<figure class="image"><img src="/uploads/maxresdefault_595fa05b0f.jpg" alt="maxresdefault.jpg"></figure>In a recent episode of her original program “Business 360 Degrees,” Mariam Koyava explored the state of venture capital in Georgia and what it will take to foster globally successful startups.- The discussion evaluated the current startup ecosystem and identified the key requirements for enabling global success stories.- The segment featured Sturgeon Capital, now the largest international VC fund operating in Georgia, with nearly USD 3 million invested in three high-potential startups - Payze, Cargon, and Klipy.- A major challenge highlighted was Georgia’s limited market size, which poses difficulties for building scalable businesses that align with global VC expectations.- As digital transformation accelerates worldwide, emerging markets like Georgia face a pivotal point. While the country boasts entrepreneurial drive and strong technical talent, its ecosystem still lacks the deep infrastructure, investment culture, and scale necessary for global competitiveness.What’s needed to accelerate growth? A precedent, a breakout startup that scales globally, a success story showing others new possibilities.Key insights from the discussion: •⁠ &nbsp;⁠Georgian startups must develop a clear understanding of global markets. •⁠ &nbsp;⁠Local investment is essential to close early-stage funding gaps and attract international capital. •⁠ &nbsp;⁠Venture capital has the potential to drive innovation not only in tech but also in traditional industries such as logistics, financial services, and&nbsp;agriculture.<a href="https://youtu.be/VQTcuHywbSc?feature=shared">To view the full interview, please follow the link</a>

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Venture capital in Georgia - Business 360° with Mariam Koyava

<figure class="image"><img src="/uploads/1752842459692_af25e68d0b.jpeg" alt="1752842459692.jpeg"></figure>As part of the International Transport and Logistics Exhibition, SavvY’s Associate Partner, Giorgi Gudabandze, moderated two panel discussions that addressed some of the most critical dimensions of Georgia’s transport and logistics sector development.This comprehensive session brought together a diverse group of leaders from the air, land, and rail freight sectors, along with experts in cargo insurance and logistics digitalization, to provide a 360-degree perspective on Georgia’s freight and logistics landscape.The discussion addressed a wide spectrum of critical issues, including operational realities, infrastructure capacity, digital transformation, and the country's ability to improve both regional and global connectivity.Panelists included:▪ Giorgi Zumbadze, CEO, SkyLog ▪ Levan Chkhatarashvili, Commercial Director, Silkway West Airlines GSSA Okilogistics ▪ Lika Useinashvili, CEO, Aramex Georgia ▪ Natia Bedineishvili, Executive Director, MSZ Georgia ▪ Mikheil Gotsiridze, Head of Sales Department, Royal Express ▪ Maksim Ezik, Director of Innovation, Legi ▪ Mikheil Namadov, Managing Partner, Kairos Logistics ▪ Giorgi Khazhomia, Head of Cargo &amp; Marine Insurance Department, GPI Holding ▪ Giorgi Jgharkava, CEO, Translive ▪ Mariam Zhgenti, Logistics Automation Manager, BDO Digital ▪ Davit Davitashvili, CEO, Tbilisi Cargo ServiceKey themes of the panel included:<ul><li style="text-align:justify;">Systemic infrastructure constraints across all freight modalities and the urgent need to invest in expanding capacity;</li><li style="text-align:justify;">The growing demand for multimodal transport solutions to enhance Georgia’s role as a regional logistics and transit hub;</li><li style="text-align:justify;">Digitalization as a strategic imperative, with emphasis on automation, smart logistics platforms, real-time tracking, and data integration;</li><li style="text-align:justify;">Risk management tools, such as comprehensive cargo insurance, as essential enablers of safe and scalable freight operations;</li><li style="text-align:justify;">Cross-border cooperation and regulatory reforms are needed to improve trade fluidity and long-term competitiveness.</li></ul>Panelists agreed that Georgia’s freight and logistics sector must embrace coordinated investment in physical infrastructure, digital innovation, and workforce development to remain competitive in the global supply chain landscape.

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

Projects I've worked on

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

Foreign Investor Perception Survey and Improvement of Aftercare Capacity of EO (Georgia)

See All projects

Publications

Financial Management Q&A: Key Business Concepts

SavvY Signs MoU with Uzbekistan’s NAPP

SavvY Joins AmCham Uzbekistan and Takes Part in the Chamber’s Flagship Annual Event

Venture capital in Georgia - Business 360° with Mariam Koyava

Giorgi Gudabandze Leads Strategic Discussion on Georgia’s Transport Sector

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