Tashkent, Uzbekistan (UzDaily.uz) — Maka Natsvlishvili, the Georgia representative of the Chamber of Commerce and Industry of Uzbekistan, considers the goal of raising trade turnover between the two countries to US$1 billion ambitious but achievable. She says bilateral trade stood at about US$267.6 million in 2025, so reaching the target would require an increase of almost fourfold. She said this in an interview with UzDaily.
Natsvlishvili received her appointment certificate on 27 October 2026 from Davron Vakhabov, Chairman of the Chamber. She is the founder and managing director of Business Shop LLC and the general manager of EurAsia Gulf in Georgia. She has more than 14 years of experience in business development, international trade and investment facilitation.
In the interview she spoke about her professional path, the tasks of her new role, the state of economic relations between the two countries, priority sectors and the steps she believes are needed to reach the trade target.
Could you tell us about your professional background and the key milestones in your career that led you to this role?
My professional journey has been shaped by more than 14 years of experience in business development, international trade, investment facilitation, procurement, strategic management and international project implementation.
Throughout my career, I have worked across different industries and business environments. This has given me a practical understanding of how companies operate, how markets develop and, most importantly, how business opportunities can be transformed into sustainable commercial results.
I am the founder and managing director of Business Shop LLC, a business services and consulting platform. It provides integrated support to companies in business development, market entry, investment projects, international trade, procurement and strategic partnerships.
I also serve as general manager of EurAsia Gulf in Georgia, an international business platform connecting entrepreneurs, investors and institutions across the Caucasus, Central Asia and the Gulf region. My involvement in the Investment Chamber of Georgia and other international business initiatives has further strengthened my experience in institutional cooperation, investment promotion and cross-border business relations.
My professional background also includes management experience in industrial production, procurement, corporate sales and business operations, including positions at CaucasEnergo, Embawood Georgia and ABD & Co. These roles gave me a combination of strategic and operational expertise.
A defining part of my professional development has been my growing involvement in international economic cooperation, particularly in building business relationships between Georgia, Central Asia, Europe and the Gulf countries.
My cooperation with Uzbekistan has become an especially important part of this journey. Through institutional engagement, business initiatives and direct communication with representatives of the public and private sectors, I have increasingly focused on identifying opportunities that can translate into practical economic cooperation between our countries.
I have always believed that international business is not simply about establishing contacts. It is about understanding the interests of different markets, identifying complementary opportunities and creating the conditions for long-term cooperation.
My appointment as Representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia is therefore a natural continuation of this professional path. It brings together my experience, international network and long-standing commitment to developing economic partnerships.
How did your appointment come about, and what are your main tasks in this position?
My appointment is closely connected with the active engagement, support and consistent efforts of the Embassy of the Republic of Uzbekistan, which is accredited to Georgia and Azerbaijan.
I would particularly like to acknowledge the important role played by the Embassy in fostering closer economic relations, strengthening institutional dialogue and promoting practical cooperation between Uzbekistan and Georgia.
The Embassy's proactive involvement in bringing the two countries' business communities closer together, facilitating communication with relevant institutions and supporting bilateral economic initiatives created an important foundation for this appointment.
I consider this appointment not only a recognition of my professional experience and work in international business development, but also a reflection of the growing trust and cooperation between the Uzbek and Georgian sides.
I would like to express my sincere appreciation to the Ambassador and the entire diplomatic team for their commitment, openness and active contribution to strengthening economic ties with Georgia. Their engagement demonstrates the importance of diplomatic institutions in translating strong bilateral relations into concrete business and investment opportunities.
Through my work in international business platforms, particularly Business Shop and EurAsia Gulf, and my involvement in investment cooperation initiatives in Georgia, I have consistently focused on connecting companies, investors and institutions and facilitating cross-border partnerships.
On 27 October 2026, I had the honour of receiving my official appointment certificate from Mr. 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 significant responsibility.
My primary objective is to serve as an effective institutional and business bridge between Uzbekistan and Georgia, working in close coordination with the Embassy, the Chamber of Commerce and Industry of Uzbekistan, Georgian institutions and the private sector.
My responsibilities will focus on several key areas.
The first is trade development. I will support Uzbek manufacturers and exporters in identifying opportunities and establishing commercial relationships in Georgia and wider international markets.
The second is investment facilitation: connecting investors and companies with relevant projects, business partners and institutional stakeholders in both countries.
The third is business representation. I will support Uzbek companies interested in entering the Georgian market and assist Georgian businesses seeking opportunities in Uzbekistan.
The fourth is institutional cooperation, which means strengthening communication between chambers of commerce, government institutions, business associations and private-sector organizations.
The fifth is business missions and B2B/B2G meetings. I intend to organize targeted business missions, sector-specific meetings, investment presentations and direct negotiations.
The sixth is industrial and commercial partnerships, including joint ventures, manufacturing cooperation, distribution agreements and technology exchange.
I am particularly interested in developing a permanent and structured business dialogue, including the establishment and effective operation of a bilateral business council.
One principle will guide my work: we must move from networking to deal-making. Successful cooperation should not be measured by the number of meetings or events organized, but by the partnerships established, contracts signed, investments attracted and businesses successfully entering new markets.
How would you describe the current state of Uzbek-Georgian relations, in the economic sphere in particular?
I would describe Uzbek-Georgian relations as entering a particularly promising stage of strategic economic development.
The relationship between our countries has a strong foundation of political dialogue, mutual respect and growing institutional cooperation. However, I believe that the economic potential remains considerably greater than the level of cooperation we have achieved so far.
The progress made in recent years is encouraging. Bilateral trade turnover increased approximately threefold between 2017 and 2025, reaching around US$267.6 million in 2025.
The free trade regime between our countries provides an important competitive advantage, while direct air connections and growing regional transport infrastructure create additional opportunities for business development.
The state visit of Uzbekistan's President, Shavkat Mirziyoyev, to Georgia in July 2026 was an important milestone in strengthening bilateral relations. The discussions between the two countries' leadership demonstrated a clear commitment to expanding cooperation beyond traditional trade.
The US$1 billion trade target also reflects the ambition of both countries to move towards a much deeper economic partnership.
Nevertheless, I believe the next stage must focus on practical implementation. We need more direct business-to-business relationships, stronger industrial cooperation, greater investment activity and more companies operating successfully in each other's markets.
Georgia can offer Uzbek businesses access to the Black Sea, established logistics infrastructure and international trade agreements. Uzbekistan, in turn, represents a large and dynamically developing market, with significant industrial, agricultural and manufacturing potential.
I see the relationship not simply as bilateral trade between two countries, but as an opportunity to build a wider economic connection between the Caucasus, Central Asia, Europe and the Gulf region.
In your view, what are the priority areas for cooperation between the two countries?
I see several strategic sectors where cooperation can generate tangible economic results.
Trade, manufacturing and textiles
This is one of the most promising areas. Uzbekistan has a strong manufacturing base, particularly in textiles, clothing, footwear and other industrial products. Georgia can serve as a strategic commercial and logistics platform for Uzbek manufacturers seeking to expand into the Caucasus, the Black Sea region and European markets.
There are also opportunities for Georgian companies to establish partnerships with Uzbek manufacturers, develop joint production facilities and explore distribution networks.
I believe that cooperation should extend beyond the export of finished products to include joint manufacturing, private-label production, technology exchange and the development of higher-value products.
Transport, logistics and regional connectivity
Georgia's geographical position gives it a significant 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 important opportunities for developing more efficient trade routes.
The development of an Uzbek logistics and trade hub in Georgia, particularly around the Port of Poti and the free industrial zone, could become an important instrument for expanding Uzbek exports.
Agriculture and food production
There is considerable potential for cooperation in agricultural production, food processing, cold storage, packaging, agricultural technologies and export development.
Uzbekistan's agricultural production capabilities and Georgia's experience in certain agricultural products, food processing and international market access can complement one another.
Joint projects in viticulture, fruit and vegetable processing, hazelnuts, livestock and agrologistics deserve particular attention.
Energy and infrastructure
Energy infrastructure, renewable energy, energy efficiency and engineering projects represent another important area.
Both countries can benefit from exchanging technical expertise, attracting investment and involving private-sector companies in infrastructure development.
Tourism and hospitality
Tourism offers opportunities not only for increasing visitor flows but also for developing joint tourism products, hotel investment, hospitality partnerships and cooperation between travel operators.
Investment and industrial cooperation
I consider investment one of the most important long-term dimensions of our relationship. We should encourage Georgian and Uzbek companies to establish joint ventures, production facilities, distribution companies and other commercially sustainable projects.
I would also highlight human capital development. Industrial cooperation cannot develop without qualified people. Professional training, vocational education, exchange of technical expertise and structured workforce development should therefore become an integral part of our economic partnership.
Ultimately, I believe we should focus on building integrated value chains rather than simply exchanging products.
Uzbekistan and Georgia have set a goal of reaching USUS$1 billion in trade turnover. How realistic is this target, and in what timeframe?
I consider the US$1 billion target ambitious, but achievable if both countries approach it as a strategic economic programme rather than simply a numerical objective.
In 2025, bilateral trade turnover stood at approximately US$267.6 million. Reaching US$1 billion would therefore require almost a fourfold increase from that level.
This is a substantial challenge, but I believe there are sufficient economic complementarities and opportunities to support such growth.
The important question is not whether we can increase trade figures, but how we can create the economic mechanisms that will make this growth sustainable.
In my view, achieving this objective requires a medium-term perspective, supported by clear annual milestones and measurable sector-specific targets. The precise timeframe should be established through a jointly agreed action plan rather than an arbitrary political deadline.
We should also understand that reaching US$1 billion will require more than increasing exports of existing products. It will require diversification of traded goods and services, development of new export categories, expansion of industrial cooperation and joint manufacturing, increased investment flows in both directions, better use of the existing free trade regime, development of logistics and distribution infrastructure, and stronger direct relationships between manufacturers, wholesalers and retail chains.
An especially important opportunity is to use Georgia not only as a destination market but also as a gateway for Uzbek products to other international markets. Similarly, Uzbekistan can become an important platform for Georgian companies seeking to expand their presence in Central Asia.
I would emphasize that trade turnover is only one indicator of economic cooperation. The real measure of success should also include investment projects, joint enterprises, technology transfer, employment creation and the long-term presence of companies in each other's markets.
What steps should both countries take to achieve it? What role can business communities and chambers of commerce play?
To achieve the US$1 billion target, I believe we need to move from general declarations of cooperation towards a coordinated and practical implementation strategy. I would identify five essential steps.
First: develop a structured bilateral business mechanism. We need a permanent platform connecting companies, investors, chambers of commerce, industry associations and relevant government institutions. A bilateral business council could play an important role in identifying sector-specific opportunities, addressing business challenges and monitoring the implementation of agreed initiatives.
Second: organize targeted business missions rather than general networking events. Business missions should be designed around the actual commercial interests of participating companies. Before each mission, we should identify what companies want to buy, sell, manufacture, invest in or develop jointly. This would allow organizers to arrange relevant B2B and B2G meetings, introduce potential partners and facilitate direct negotiations. The objective should be to create measurable commercial outcomes, not simply bring people together in one room.
Third: strengthen market access and export promotion. Companies need practical information about regulations, certification, customs procedures, distribution channels, taxation and market requirements. We should encourage Georgian participation in Uzbek exhibitions and business forums, while actively promoting Uzbek manufacturers and their products in Georgia.
Fourth: develop joint industrial and investment projects. Both countries should identify specific projects with commercial potential, including textile production, food processing, logistics, energy, construction and manufacturing. We should encourage businesses to establish joint ventures and explore opportunities to use Georgia's free trade agreements and international commercial connections to access additional markets.
Fifth: invest in human capital and institutional cooperation. Professional training, technology exchange and the development of qualified personnel are essential for sustainable industrial growth. Chambers of commerce should also facilitate communication between educational institutions, vocational training centres and private companies to ensure that workforce development responds to actual market demand.
As the Representative of the Chamber of Commerce and Industry of Uzbekistan in Georgia, I see my role as actively contributing to this process: identifying opportunities, connecting the right partners, facilitating institutional dialogue and supporting projects from initial discussions to practical implementation.
I also believe that Georgia and Uzbekistan should look beyond the traditional bilateral framework. Together, we can develop a stronger economic corridor connecting Central Asia, the Caucasus, the Black Sea and the Gulf region, creating opportunities for companies to access new markets and attract international investment.
My vision is straightforward: I want to see more Uzbek products successfully entering international markets through Georgia, more Georgian companies establishing a presence in Uzbekistan, and more joint projects creating real economic value in both countries.
The US$1 billion target should not be the final destination. It should be the starting point for a much deeper and more ambitious economic partnership.
I am confident that with strong institutional support, active diplomatic engagement, an involved business community and a practical, results-oriented approach, we can turn this ambition into a tangible economic reality.
