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Economy in focus: Georgia

On paper, the economy is doing well. The reality is different.

September 11, 2024

7 min read

September 11, 2024

7 min read

Despite a great deal of political turmoil over the past 12 months and a government that has seemingly set a course incompatible with the country’s hitherto unshakable ambition of one day joining the European Union, Georgia’s economy has shown remarkable resilience in recent years, positioning itself as a promising, dynamic emerging market in the South Caucasus. 

Nevertheless, as it approaches pivotal parliamentary elections in October, ongoing concerns about political uncertainty and its potential impact on Georgia’s EU trajectory and economic prospects loom large and could pose a threat to its robust growth.  

Georgia’s strong economic growth in recent years has been supported by a combination of factors including tourism, export growth, and substantial foreign investment.  

In 2023, the Georgian economy expanded by 7.5 per cent, according to the country’s national statistics office, driven by a return to traditional economic sectors and boosted by a surge in foreign capital inflows, notably in real estate and logistics.  

The impressive numbers follow the country’s economic recovery from the Covid-19 pandemic was swift, with double-digit growth rates in both 2021 and 2022. This recovery was bolstered by increased tourism, a growing export sector, remittances from the Georgian diaspora, and inward migration of Russians looking for a base from which to continue providing services to western firms, or simply fleeing military service. 

The Georgian lari has remained stable, supported by solid external inflows and a favourable trade balance. Inflation, which was a concern during the pandemic, moderated to a barely noticeable 0.4 per cent in 2023. This economic stability has been underpinned by strong fiscal policies, with the government maintaining low deficits and a floating exchange rate to absorb external shocks. 

Key industries contributing to this growth include tourism, agriculture, and logistics. Georgia’s strategic location on the crossroads of Europe and Asia has made it a vital player in the so-called Middle Corridor, a transport route connecting China and Central Asia to Europe, bypassing Russia.  

This transit role, especially amid the geopolitical shifts caused by the Russia-Ukraine conflict, has driven the soild growth in logistics, positioning Georgia as a regional hub for east-west trade. 

Nevertheless, according to the World Bank, structural challenges persist, notably weak productivity and limited high-quality job creation.  

“About a third of workers remain engaged in low-productivity agriculture, and Georgia also has a large share of self-employed in other sectors. Access to finance remains a major obstacle for SMEs, while skills mismatches are reported to be an impediment for most firms. Due to its high degree of trade openness and dependence on tourism, Georgia is vulnerable to external shocks,” says the bank. 

The year so far

Forecasts for Georgia’s economy in 2024 remain optimistic but are tempered by global and local uncertainties.  

The Georgian government projects GDP growth of 5.2 per cent in 2024, while international financial institutions such as the International Monetary Fund (IMF), World Bank, and Asian Development Bank offer similar forecasts, ranging from 4.8 per cent to 5.2 per cent. Galt and Taggart, a leading Georgian investment firm, estimates growth of around five per cent for the current year. 

However, much of this growth is expected to be driven by continued foreign investment, which fell 34 per cent year-on-year to 768.6 million US dollars in January-June 2024, according to national statistics service, infrastructure development, and tourism.  

The Georgian government has committed to significant infrastructure projects, including (more than a decade after it was first proposed) the development of the Anaklia deep-sea port, key part of the Middle Corridor. However, the country’s opposition has condemned the selection of China to complete the project

Georgia’s agricultural sector meanwhile is set to benefit from increased export demand, particularly from China, which has shown growing interest in Georgian agricultural products such as nuts and wine. This demand is expected to spur further development in the sector, creating more jobs and increasing rural incomes. 

Global economic uncertainties, including potential recessions in key trading partners like the EU and continued geopolitical tensions, could nevertheless dampen demand for Georgian exports.  

Additionally, any deterioration in the global financial environment could further negatively affect the flow of foreign capital into the country. 

EU integration 

Georgia’s EU aspirations are arguably the central theme in its political and economic narrative. The country has made significant strides toward EU membership, receiving candidate status from the European Commission in November 2023.  

This has been a major boost to both consumer and business confidence, enhancing the overall investment climate. 

However, Georgia’s path to EU membership is littered with obstacles (some, like the ‘Russian law’, of the country’s own making; the law, designed to muffle NGOs, has been described as ‘incompatible with EU values’ by several European officials), and the forthcoming parliamentary elections (scheduled for October 26) are seen as a referendum on Georgia’s European future.  

Should the ruling Georgian Dream party win and go ahead with plans it has mulled to outlaw some opposition parties, or if more political instability emerges, Georgia’s EU accession process could be derailed. This uncertainty is of particular concern to investors and businesses who view EU membership as a guarantee of regulatory stability and long-term growth prospects. 

Public support in Georgia for EU membership remains strong, with polls consistently showing that over 80 per cent of the population favors closer ties with Europe. However, divisions within the political elite and ongoing tensions between pro-EU and pro-Russian factions create a volatile political landscape. 

The investment climate 

Georgia’s favourable business environment has been widely recognised for some time by international organisations. It consistently performed well in the World Bank’s Ease of Doing Business ranking, before the ranking was discontinued amid accusations of data irregularities in 2020. 

The country also ranks highly in terms of economic freedom, transparency, and competitiveness. The US State Department, in its 2024 investment climate report, highlighted Georgia’s robust legal and regulatory framework for businesses, along with its strategic location as key advantages. 

“Overall, business and investment conditions are sound, and Georgia favourably compares to regional peers,” the report said. 

The sectors attracting the most investment include real estate, tourism, and infrastructure. Notably, the UK has been a major source of FDI, accounting for nearly half of all investments in recent years. This influx of foreign capital has helped to modernise Georgia’s urban infrastructure, particularly in the capital Tbilisi, where high-rise developments and luxury hotels cater to both local and international demand. 

Logistics and transportation are also priority sectors for the Georgian government, with a particular focus on leveraging the country’s strategic position along the Middle Corridor. The development of the Anaklia port is expected to play a crucial role in expanding Georgia’s transit capacity, further solidifying its role as a regional trade hub. 

The challenges ahead 

Despite the broadly positive outlook, Georgia faces several economic and political challenges.  

Top of the list is the upcoming parliamentary election, which could significantly alter the country’s economic direction, especially if the election results in a shift away from pro-EU policies. Investors are watching closely, as any deviation from the EU integration path could lead to economic volatility, reduced foreign investment, and potential sanctions or loss of aid from the EU. 

Additionally, while Georgia’s public debt remains manageable, the country’s dependence on external financing for infrastructure projects poses risks, particularly in the event of global financial tightening. Inflation, although currently low, could re-emerge as a concern if global energy prices rise or if domestic demand accelerates faster than supply. 

Another area of concern is unemployment, particularly among the country’s youth. Although overall unemployment has been gradually declining (from 20.6 per cent in 2021 to 16.4 per cent in 2023), it remains a structural issue that could hinder long-term growth. 

Addressing this challenge will require significant investments in education and vocational training to better align the workforce with the needs of a modern economy.  

First, however, comes the election. The outcome could either restart and accelerate Georgia’s progress toward becoming a fully integrated member of the European community or, in the worst case, set the country back, delaying much-needed reforms and jeopardising its economic future. 

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.