Tbilisi Medic, a company that has been operating on the Georgian market for 15 years, is gradually establishing itself as a leader in the medical industry and moving into a new phase of development. The ambition for leadership emerged alongside the company’s rapid business growth and led to the introduction of an innovative management structure for the sector.
Author: Kakhi Chakvetadze
The new management model is built around Agile. According to the company’s Director, Levan Khomeriki, this approach is new for the industry and brings several advantages — business processes move faster, teams make decisions more quickly, share responsibility, and respond more effectively to change.
“The medical industry, especially in the B2B segment, operates in a rapidly changing environment driven by market demand. In such conditions, traditional management systems are less effective because they slow down decision-making and keep teams within rigid functional boundaries.
We do not use a standard Agile framework. Instead, we created our own version, adapted to our organizational culture and tailored to the company’s scale. Within this model, small teams proved to be the most effective format,” says Levan Khomeriki.
At Tbilisi Medic, the leadership team believes that the foundation of a sustainable business lies in its values — trust and freedom. It was therefore essential that both the organizational structure and the management model were built around these principles.
Although the company did not expect the transformation to be easy, the biggest challenge turned out to be maintaining confidence in the path they had chosen.
The transformation also included several unconventional decisions, such as eliminating traditional planning and bonus systems. All operational units now work with fixed salaries — a decision intended to emphasize trust in employees.
Confidence in the management team’s strategic consistency and belief in the transformation were ultimately validated by a 30% increase in sales.
“The main driver behind this 30% growth is an environment built on trust and freedom, where people felt ownership of the process and set higher standards for themselves,” explains Khomeriki.
Employees are at the center of this transformation. The system is built around them, strengthening the company’s organizational culture. For the company’s director, employees are the most important asset, and this principle is reflected in daily practice.
Following the restructuring, processes have become more transparent, while responsibilities and goals are clearer. This has strengthened both individual contribution and employee satisfaction, while also reinforcing a shared focus on results — helping the organization operate more organically.
Khomeriki believes that being a director does not mean understanding the specifics of each role better than the team members performing it. Instead, he places strong emphasis on trusting employees’ professional competence, setting clear goals, and giving teams the freedom to deliver results.
“The main role of leadership is not control, but strengthening people’s energy and motivation. My role is to create an environment where people feel inspired and enjoy the work they do.
Today we clearly understand what kind of people are building this company and what kind of environment we want to create. The goal of both the company and every employee is to become a market leader, and everyone feels the value of their own contribution on that path,” says Khomeriki.
Tbilisi Medic’s current priorities and future development plans are built around a clear strategic goal — to become the undisputed market leader. The company aims to develop into a strong, structured corporation that sets the industry standard in scale, management systems, and market positioning.
