The representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia called for moving from business meetings to concrete deals

Representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia Urges Shift from Business Meetings to Concrete Deals

Maka Natsvlishvili, Representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia, believes that the goal of bringing the trade turnover between the two countries to $1 billion is ambitious, yet fully achievable. According to her, in 2025, mutual trade volume stood at approximately $267.6 million, meaning it needs to be increased almost fourfold to reach the target level.

Natsvlishvili received her appointment certificate on October 27, 2026, from Davron Vakhabov, Chairman of the Chamber. She is the founder and managing director of Business Shop LLC, as well as the general manager of EurAsia Gulf in Georgia. Her experience in business development, international trade, and investment attraction exceeds 14 years.

In an interview, she spoke about her professional path, the objectives in her new role, the state of economic relations between the two countries, priority areas, and the steps she believes are necessary to reach the trade target.

**Tell us about your professional path and key career milestones that led you to this position.**

My professional path has taken shape over more than 14 years in the fields of business development, international trade, investment promotion, procurement, strategic management, and the implementation of international projects.

During this time, I have worked across various industries and business environments. This has given me a practical understanding of how companies function, how markets develop, and, most importantly, how to turn business opportunities into sustainable commercial results.

I am the founder and managing director of Business Shop LLC, a business services and consulting platform. It provides comprehensive support to companies in business development, market entry, investment projects, international trade, procurement, and strategic partnerships.

Additionally, I am the general manager of EurAsia Gulf in Georgia. This is an international business platform bringing together entrepreneurs, investors, and institutions from the Caucasus, Central Asia, and the Persian Gulf region. Participating in the work of the Investment Chamber of Georgia and other international business initiatives has expanded my experience in institutional cooperation, investment promotion, and cross-border business ties.

My career also includes managerial experience in industrial manufacturing, procurement, corporate sales, and operations, including at CaucasEnergo, Embawood Georgia, and ABD & Co. It allowed me to bridge strategic and operational expertise.

A defining role in my development was played by my involvement in international economic cooperation, primarily in building business connections between Georgia, Central Asia, Europe, and the Gulf countries.

A special place on this journey is occupied by cooperation with Uzbekistan. Through institutional interaction, business initiatives, and direct communication with representatives of the public and private sectors, I increasingly focused on finding opportunities that could translate into practical economic cooperation between our countries.

I have always believed that international business is not just about establishing contacts. It is about understanding the interests of different markets, seeking complementary opportunities, and creating conditions for long-term cooperation.

Therefore, the appointment as the representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia became a natural continuation of my journey. It brings together my experience, international contacts, and long-standing commitment to developing economic partnerships.

**How did your appointment come about, and what are your main tasks?**

My appointment is closely tied to the active work, support, and consistent efforts of the Embassy of the Republic of Uzbekistan accredited in Georgia and Azerbaijan.

I would like to highlight the important role of the embassy in bringing our economies closer together, strengthening institutional dialogue, and promoting practical cooperation between Uzbekistan and Georgia.

The proactive involvement of the embassy in bridging the business communities of the two countries, assistance in establishing ties with relevant institutions, and support for bilateral economic initiatives provided a vital foundation for this appointment.

I view it not only as recognition of my professional experience and work in international business, but also as a reflection of the growing trust and cooperation between the Uzbek and Georgian sides.

I am sincerely grateful to the ambassador and the entire diplomatic team for their commitment, openness, and contribution to strengthening economic ties with Georgia. Their work demonstrates the role diplomatic institutions play in turning strong bilateral relations into concrete business and investment opportunities.

In my work across international business platforms, primarily Business Shop and EurAsia Gulf, as well as investment initiatives in Georgia, I have consistently focused on connecting companies, investors, and institutions, and helping build cross-border partnerships.

On October 27, 2026, I had the honor of receiving my official appointment certificate directly from Davron Vakhabov, Chairman of the Chamber of Commerce and Industry of the Republic of Uzbekistan.

I see this appointment as both a professional achievement and a major responsibility.

My main goal is to serve as an effective institutional and business bridge between Uzbekistan and Georgia. I will work in close coordination with the embassy, the Chamber of Commerce and Industry of Uzbekistan, Georgian institutions, and the private sector.

My responsibilities are focused on several key areas.

First is trade development. I will help Uzbek manufacturers and exporters identify opportunities and establish commercial ties in Georgia and other international markets.

Second is investment promotion. The task is to connect investors and companies with suitable projects, business partners, and institutional participants in both countries.

Third is business representation. I will support Uzbek companies interested in entering the Georgian market and assist Georgian businesses in seeking opportunities in Uzbekistan.

Fourth is institutional cooperation. This involves strengthening communication between chambers of commerce, government agencies, business associations, and private organizations.

Fifth is business missions and B2B and B2G meetings. I intend to organize targeted business missions, sector-specific meetings, investment presentations, and direct negotiations.

Sixth is industrial and commercial partnerships. This includes supporting joint ventures, industrial cooperation, distribution agreements, and technology exchanges.

I am particularly interested in creating a permanent and structured business dialogue, including the formation and effective operation of a bilateral business council.

My work will be guided by one core principle: we need to move from networking to closing deals. The success of cooperation should be measured not by the number of meetings and events held, but by partnerships formed, contracts signed, investments attracted, and companies that have successfully entered new markets.

**How do you assess the current state of Uzbek-Georgian relations, particularly in the economy?**

I would say that Uzbek-Georgian relations are entering a particularly promising phase of strategic economic development.

Our countries have a solid foundation: political dialogue, mutual respect, and growing institutional cooperation. At the same time, the economic potential, in my view, significantly exceeds the level of interaction achieved so far.

The progress of recent years is encouraging. From 2017 to 2025, bilateral trade turnover grew approximately threefold, reaching around $267.6 million in 2025.

The free trade regime between our countries provides a major competitive advantage, while direct flights and the development of regional transport infrastructure open up additional business opportunities.

The state visit of President of Uzbekistan Shavkat Mirziyoyev to Georgia in July 2026 marked an important milestone in strengthening bilateral relations. Talks between the leaders of the two countries demonstrated a firm intent to expand cooperation beyond traditional trade.

The target of bringing trade turnover to $1 billion also reflects the shared ambition to enter a much deeper economic partnership.

Nevertheless, I am convinced that the next stage must be dedicated to practical implementation. We need more direct ties between companies, closer industrial cooperation, greater investment activity, and more companies successfully operating in each other's markets.

Georgia can offer Uzbek business access to the Black Sea, a developed logistics infrastructure, and international trade agreements. Uzbekistan, in turn, is a large and dynamically developing market with significant industrial, agricultural, and manufacturing potential.

I see in these relations not just bilateral trade, but an opportunity to build a broader economic connection between the Caucasus, Central Asia, Europe, and the Persian Gulf region.

**Which areas of cooperation between the two countries do you consider priority ones?**

I see several strategic sectors where cooperation can deliver tangible economic results.

**Trade, Manufacturing, and Textiles**

This is one of the most promising areas. Uzbekistan has a strong manufacturing base, particularly in textiles, apparel, footwear, and other industrial goods. Georgia can serve as a commercial and logistical platform for Uzbek manufacturers to access the markets of the Caucasus, the Black Sea region, and Europe.

Georgian companies, in turn, can form partnerships with Uzbek manufacturers, establish joint production facilities, and develop distribution networks.

In my view, cooperation should go beyond exporting finished products and include joint manufacturing, private-label production, technology exchange, and the creation of higher value-added goods.

**Transport, Logistics, and Regional Connectivity**

Georgia's geographical location grants it an important role in connecting Central Asia with the Black Sea and European markets.

The Middle Corridor, the Trans-Caspian International Transport Route, the Baku–Tbilisi–Kars railway, and the ports of Poti and Batumi create good opportunities for more efficient trade routes.

An Uzbek logistics and trade hub in Georgia, particularly around the port of Poti and the free industrial zone, could become a key instrument for boosting Uzbek exports.

**Agriculture and Food Production**

There is significant potential for cooperation in agricultural production, food processing, cold storage, packaging, agritech, and export development.

Uzbekistan's agricultural capabilities and Georgia's expertise in a number of agricultural products, food processing, and access to international markets can complement each other.

Joint projects in viticulture, fruit and vegetable processing, hazelnut cultivation, livestock farming, and agrologistics deserve special attention.

**Energy and Infrastructure**

Another vital area is energy infrastructure, renewable energy, energy efficiency, and engineering projects.

Both countries can benefit from exchanging technical expertise, attracting investment, and involving private companies in infrastructure development.

**Tourism and Hospitality**

Tourism offers opportunities not only for increasing tourist flows, but also for creating joint tourism products, hotel investments, hospitality sector partnerships, and tour operator cooperation.

**Investments and Industrial Cooperation**

I consider investment to be one of the most important long-term dimensions of our relations. We need to encourage Georgian and Uzbek companies to set up joint ventures, production units, distribution companies, and other commercially viable projects.

I would like to highlight human capital development separately. Industrial cooperation is impossible without skilled personnel. Vocational training, professional education, technical knowledge sharing, and systematic workforce development must become an integral part of our economic partnership.

Ultimately, I believe we should aim to build integrated value chains rather than just exchanging goods.

**Uzbekistan and Georgia have set a goal to reach a trade turnover of $1 billion. How realistic is it, and within what timeframe?**

I view the $1 billion target as ambitious but achievable if both countries treat it as a strategic economic program rather than just a figure.

In 2025, bilateral trade turnover stood at around $267.6 million. Reaching $1 billion requires increasing it almost fourfold.

This is a serious task, but I believe there is sufficient economic complementarity and capacity for such growth.

The key question is not whether we can boost trade numbers, but how to build economic mechanisms that make this growth sustainable.

In my view, this requires a medium-term perspective with clear annual benchmarks and measurable targets by sector. Exact timelines should be determined in a mutually agreed action plan rather than an arbitrarily set political deadline.

It must also be understood that reaching $1 billion cannot be done simply by expanding exports of existing goods. It will require diversifying goods and services, developing new export categories, expanding industrial cooperation and joint manufacturing, increasing bi-directional investment flows, making fuller use of the existing free trade regime, developing logistics and distribution infrastructure, and building closer direct ties between manufacturers, wholesalers, and retail chains.

It is especially important to use Georgia not only as a destination market, but also as a gateway for Uzbek products to other international markets. Likewise, Uzbekistan can become a vital platform for Georgian companies seeking to expand their presence in Central Asia.

I emphasize that trade turnover is only one indicator of economic cooperation. The true benchmark of success must also include investment projects, joint ventures, technology transfers, job creation, and the long-term presence of companies in each other's markets.

**What steps are needed from both countries to achieve it? What role can business circles and chambers of commerce play?**

To reach $1 billion, we must move from general declarations of cooperation to a coordinated, practical implementation strategy. I would highlight five necessary steps.

First: establish a structured bilateral business mechanism. A permanent platform is needed to bring together companies, investors, chambers of commerce, industry associations, and relevant government bodies. A bilateral business council could identify sector opportunities, address business bottlenecks, and monitor the execution of agreed initiatives.

Second: organize targeted business missions instead of generic networking events. Missions must be structured around the real commercial interests of the participating companies. Before each mission, it is necessary to identify what companies want to buy, sell, manufacture, invest in, or develop jointly. Then organizers can arrange suitable B2B and B2G meetings, introduce potential partners, and assist with direct negotiations. The goal is to obtain a measurable commercial result, not just gather people in a room.

Third: enhance market access and export promotion. Companies need practical information on regulations, certification, customs procedures, sales channels, taxation, and market requirements. We should encourage the participation of Georgian companies in Uzbek trade fairs and business forums, and actively promote Uzbek manufacturers and their products in Georgia.

Fourth: develop joint industrial and investment projects. Both countries need to identify concrete projects with commercial potential, including textile production, food processing, logistics, energy, construction, and manufacturing. Businesses should be encouraged to form joint ventures and find ways to leverage Georgia's free trade agreements and international commercial ties to access additional markets.

Fifth: invest in human capital and institutional cooperation. Vocational training, technology transfer, and skilled labor development are essential for sustainable industrial growth. Chambers of commerce should also bridge educational institutions, vocational training centers, and private companies so that skills development meets real market demand.

As the Representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia, I see my role in taking an active part in this process: identifying opportunities, connecting the right partners, facilitating institutional dialogue, and guiding projects from initial discussions to practical implementation.

I also believe that Georgia and Uzbekistan should look beyond the traditional bilateral format. Together, we can build a stronger economic corridor linking Central Asia, the Caucasus, the Black Sea, and the Persian Gulf region, opening access to new markets and international investments for our companies.

My objective is simple: I want to see more Uzbek products successfully entering international markets through Georgia, more Georgian companies establishing a presence in Uzbekistan, and joint projects creating real economic value in both countries.

The $1 billion goal should not be the finish line. It should serve as the starting point for a much deeper and more ambitious economic partnership.

I am confident that with strong institutional support, active diplomatic involvement, an engaged business community, and a practical, result-oriented approach, we can turn this ambition into a real economic reality.