| # | Project | Description/Scope | Client/Beneficiary | Period |
| 1 | Training and coaching of Credo Bank’s managers | Leadership skills development for the bank’s branch managers in Entrepreneurial management: Strategic Management IIStrategic Management III | CREDO Bank | 2026 |
| Leadership skills development for the bank’s regional managers in Sales Management | CREDO Bank | 2025 | ||
| Leadership skills development for the bank’s business development managers in Value Creating Decision Making | CREDO Bank | 2025 | ||
| Leadership skills development for the bank’s branch managers in Entrepreneurial management: Strategic Management IStrategic Management IIStrategic Management III | CREDO Bank | 2025 | ||
| Digital and Leadership Skills Training Program focusing on New Product Development and Sales Management for the Bank’s HQ Managers | CREDO Bank; ADB | 2024 | ||
| Leadership skills development for the bank’s branch managers in Entrepreneurial management: Strategic Management II Strategic Management III | CREDO Bank | 2024 | ||
| Leadership skills development for the bank’s branch managers in Entrepreneurial management: Strategic Management II | CREDO Bank | 2023 | ||
| 2 | Change Management Strategy | Supporting top management in change management strategy elaboration Change readiness assessmentStakeholder analysisVision formulation Recommendations on strategies and actions | Georgian Institute of Public Affairs (GIPA) | 2024 |
| 3 | Feasibility Study for Bakuriani and Didi Mitarbi | Feasibility study for Water Supply and Wastewater Systems and Wastewater Treatment Plant for Bakuriani and Didi Mitarbi – Financial and Economic analysis | UWSCG; Schlegel; ADB | 2021-2023 |
| 4 | Feasibility Study for Chiatura | Feasibility study Wastewater System and Wastewater Treatment Plant for Chiatura – Financial and Economic analysis | UWSCG; Schlegel; ADB | 2021-2023 |
| 5 | Improve sales and marketing | Improve business infrastructure in areas of: Customer segmentationMarketing information systemSales systemCustomer solutions mapMarketing organizational structure Marketing Communications | Silknet; GIPA | 2021 |
| 6 | Growing business of Naturali LLC | Improve sales and marketing | Naturali LLC | 2020 |
| 7 | Growing business of LTB | Setting up sales organization and sales system in the company to double its size within next five years | LTB LLC furniture components company | 2020 |
| 8 | Business turnaround | Turning Georgian Amelioration into a viable business | Georgian Amelioration | 2014-2018 |
| 9 | Growing business | Improve sales and marketing | Vake Fitness | 2017-2018 |
| 10 | Consulting and coaching for entering market | Helped ExtraMeat LLC to enter Tbilisi market with its meat products | ExtraMeat LLC | 2017 |
| 11 | Consultant’s Services for Management Contractor | Strengthen UWSCG’s management and operating performance and efficiency in commercial area, streamline and improve service delivery in key operational and management functions | ADB; Sachsen Wasser; PMCG | 2013-2016 |
| 12 | Attracting Investors | Investment proposal to potential investors | SuperTV | 2015 |
| 13 | SCANIA SKD Production and Service Centre | Business plan for acquiring financing from the Partnership Fund, Co-Investment Fund, GoG’s program “Produce in Georgia” and local banks for Greenfield project | Tech. Service LLC | 2014 |
| 14 | Natural Stone Processing Plant | Business Plan for acquiring financing for expanding business under GoG’s program “Produce in Georgia” | Legi LLC/Marmarilo LLC | 2014 |
| 15 | New Pharma Production Plant | Business plan for acquiring financing for Greenfield project from international investors | GPC | 2013-2014 |
| 16 | Corrugated Packaging Market Potential | Assessment of market potential for corrugated packaging for agricultural products | EPI-Georgia, Deloittee | 2013 |
| 17 | Cold storages Feasibility study | Offer to investors and Feasibility study that included: Business model Industry overview Business environment analysis Evaluation of local and international Markets Value Chain analysis Marketing strategy Partnership strategy Financial model Investment case | PwC , Partnership Fund | 2011–2012 |
| 18 | Christmas tree farming feasibility study | Offer to investors and Feasibility study that included: Business model Industry overview Business environment analysis Evaluation of local and international Markets Value Chain analysis Marketing strategy Partnership strategy Financial model Investment case Developing/fine-tuning the company’s growth story | PwC , Partnership Fund Georgian Railway | 2011–2012 2012 |
| 19 | Feasibility study of Fruit and vegetables processing and canning | |||
| 20 | Apparel production feasibility study | |||
| 21 | Textile production feasibility study | |||
| 22 | Preparation for IPO | |||
| 23 | Commodity Exchange development | Developing idea; analyzing pros and cons for Go-No Go decision | Georgian Railway | 2012 |
| 24 | Lazika Port | Support in project kick-startStaffing Coaching | Georgian Railway; Lazika Port | 2012 |
| 25 | Country Economic Memorandum (CEM) update | Updating CEM’s Georgian transport system section | World Bank | 2009 |
| 26 | Company restructuring | the company’s restructuring strategy development and implementation | Georgian Railway | 2005–2009 |
| 27 | Company strategic planning | Leading strategic planning process; Strategic plan formation; Negotiations with stakeholders | Georgian Railway | 2005–2009 |
| 28 | ERP system implementation | Project Initiation; Formation of implementation team; Overall project leadership | Georgian Railway | 2005–2009 |
| 29 | Selling the company | Managing private placement process; assessing potential buyers; Contact person on behalf of the company during a due diligence | Georgian Railway | 2007–2008 |
| 30 | Baku-Tbilisi-Kars New Railway Connection | Leading Georgian experts team negotiating the projects terms and conditions | Georgian Railway | 2005–2008 |
| 31 | Strategic GAP analysis | Analysis of strengths and weaknesses of Natakhtari Brewery | Lomisi, Natakhtari | 2005 |
| 32 | Strategy Formulation | Helping top executives on deciding the company’s strategic development | People’s Bank | 2005 |
| 33 | Establishing foodstuff distribution company | Starting the company from blank sheet; Strategy and business plan formulation staffing; developing Business Infrastructure; small-scale ERP implementation | Dilogia | 2004 |
| 34 | A-class commercial property market assessment | Market Study of Tbilisi area | Nikolo-M; Axis | 2004 |
| 35 | Coaching marketing staff | Coaching on how to deliver results doing marketing | TbilUniversalBank | 2004 |
| 36 | Customer service Assessment | Benchmarking the client’s and key competitors’ customer service using mystery shopper method | TBC-Bank | 2002 |
| 37 | Fruit, vegetables and foodstuff smuggling | Study of smuggling scope and mechanisms for a list of fruits, vegetables and foodstuff | World Bank | 2002 |
Your cart (items: 0)
Subtotal
0.00 ₾
Shipping, taxes, and discounts calculated at checkout.
Your cart is currently empty!