2025 was a year of strong financial performance and continued strategic transformation for Liberty Bank. The bank’s profit increased by 21% year-over-year, with a significant contribution from the retail banking segment. The year was successful for retail in both lending and deposits. The loan portfolio grew by 33% year-over-year, while the deposit portfolio reached GEL 1.8 billion.
At the same time, the bank developed its premium segment services and achieved significant progress in digital transformation. Nino Chaduneli, Liberty’s Retail Banking Director, discusses the results of 2025 and the strategic plans for 2026.
Nino, how would you assess 2025 for Liberty? In terms of financial performance and achieving strategic goals, what was the key accomplishment of the year?
2025 was a year of very strong results for Liberty. It is particularly noteworthy that the bank’s profit increased by 21% year-over-year. The retail segment played a significant role in achieving this overall result. Compared to the planned and budgeted figures, the retail business delivered double the expected net income, which clearly confirms that we selected the right strategic priorities and executed them effectively.
The loan portfolio grew significantly — by 33%. I would particularly highlight two strategic products: mortgage and consumer loans. A 69% increase in the mortgage portfolio and a 31% increase in consumer loans are truly unprecedented results and clearly demonstrate both a correct reading of the market and the strength of offers tailored to customer needs.
The retail deposit portfolio reached GEL 1.8 billion by the end of 2025. It is worth noting that 53% of the segment’s total annual growth came from the newly established high-income segment, Studio Liberty.
However, I would not define the main achievement of 2025 solely by financial indicators. This was a year in which Liberty took significant steps in its strategic transformation and reaffirmed that we are successfully progressing along the path of universalization. For me, this means that the bank is increasingly meeting the needs of different customer segments and creating high-quality, modern banking services for them.
In this context, the premium service direction is especially noteworthy. We launched it at the beginning of last year and closed the year with strong results. This was more than the introduction of a new product or service; it was a strategic statement that Liberty is ready to serve a broader, more diversified customer base and offer high-standard, personalized services.
Overall, I consider the most important achievement of 2025 to be the fact that we transformed strong financial growth, outstanding retail performance, and successful strategic transformation into one consistent and coherent progress. This gives me confidence to say that Liberty is delivering strong financial results while steadily building the universal bank of the future.
Universalization is a key priority for Liberty. What stage is this process at today?
Universalization is indeed one of Liberty’s main priorities, and today I can say that this process has reached a very concrete and result-driven stage. For us, universalization is not just a strategic concept — it is a transformation implemented in practice, already reflected in both business performance and customer experience.
Recently, it has become particularly evident that our bank is successfully expanding and increasingly meeting the needs of different segments. This process includes the development of our products, services, and service models so that the bank can simultaneously achieve scale, flexibility, and high-quality offerings for diverse customers.
Today, this process has reached a stage where we can already speak about tangible results, reflected in financial performance, product development, expansion into new segments, and service quality. Therefore, for Liberty, universalization is no longer a future plan but an ongoing transformation that continuously strengthens the bank’s competitiveness and builds a foundation for long-term growth.
Digital transformation is no longer a choice but a necessity. How has technological development influenced the bank’s success?
Today, digital transformation is indeed no longer optional. It is a necessary condition for meeting modern customer expectations and maintaining competitiveness. At Liberty, we continuously and consistently develop this direction.
For us, technological development goes far beyond adding new digital functionalities. It is a continuous process that combines improving customer experience, simplifying services, increasing operational efficiency, and creating more personalized banking offerings.
We clearly see the results of this approach. The number of users of digital channels is growing, meaning that customers increasingly trust us with their daily banking experience in the digital space. This is particularly important for us, as the real success of digital transformation is reflected in how naturally and comfortably our bank becomes the customer’s choice.
In 2025, this progress was also recognized internationally. As part of the Global Finance World’s Best Digital Bank Awards 2025, we received seven awards, including wins both in Georgia and across Central and Eastern Europe in areas such as digital customer experience, integrated banking platforms, and social media services.
This recognition is more than an award for us — it is confirmation that Liberty’s digital development meets modern banking standards and the key expectations of today’s customers: simplicity, speed, security, and a high-quality experience across all channels. This is where I see the direct impact of technological development on the bank’s success — when digital capabilities are developed correctly, both customer satisfaction and loyalty increase, as well as business scale and competitiveness.
Liberty successfully introduced a premium service model — Studio Liberty. What impact has this had on market positioning?
The successful launch of Studio Liberty was an important step for us in terms of both business development and market positioning. By creating a premium service model, Liberty once again confirmed that we are implementing our universalization strategy consistently and effectively.
The development of premium services and products allowed us to enter more clearly into a segment where customer expectations are no longer defined solely by banking products, and where service quality, personalization, and experience play a decisive role.
In terms of positioning, this represents a significant shift for Liberty. The development of the premium direction has strengthened the bank’s perception as a modern, multi-segment financial institution relevant to diverse audiences. This means that today we position ourselves with broader capabilities and a more diverse value proposition in the market.
What is Liberty’s main competitive advantage today?
Our main competitive advantage today is that we are truly a people-centered bank — at scale, with real accessibility, and with a deep understanding of the needs of all segments. We have one of the most extensive networks in the country, which allows us to be close to customers in almost every region of Georgia and respond to their needs on a daily basis.
At the same time, Liberty serves customers of all ages and segments, which is a unique strength of our model. It is important for us that the bank is equally relevant for young people, families, pensioners, mass retail customers, and premium clients alike. This diversity and tailored approach to each group give us a distinct position in the market.
However, our greatest advantage lies in our human approach. For Liberty, people are the most valuable asset — not only as customers but as carriers of trust, with whom we build long-term relationships. Therefore, our focus goes beyond products and services. It is defined by the experience customers have when interacting with the bank.
I believe Liberty’s strength lies in this combination — broad accessibility, multi-segment reach, a strong service model, and a people-centered vision. This forms the foundation of our competitive advantage and gives us a distinctive position in the market.
What are the main challenges today, and how is Liberty addressing them? What will be the key strategic focus in 2026?
In 2026, our main strategic focus will be to further deepen the transformation that Liberty has successfully initiated in recent years. Our goal is to strengthen both our positioning as a universal bank and the areas that create the highest value for customers — whether it is retail, premium services, digital channels, or further refinement of products and processes.
In 2026, we will place particular emphasis on quality growth — improving customer experience, enhancing service personalization, expanding technological capabilities, and developing products that most accurately meet the needs of different segments.
Ultimately, our main objective for 2026 is to transform strong financial results into even more sustainable, scalable, and people-centered growth — ensuring that Liberty further strengthens its position as a modern, universal, and truly customer-oriented bank.
What is your long-term vision for development?
The success of any company begins with a strong team, and real change is created by people. In Liberty’s retail direction, our main strength is our team of professionals and their daily efforts dedicated to customers.
My vision is based on strengthening the team, sharing responsibilities, and supporting initiative, because this is the environment where the best results are achieved. Success is not measured solely by financial indicators, but also by how well we simplify everyday financial decisions for customers, develop our team, and strengthen trust in the market. These values define Liberty’s retail strategy today and create a solid foundation for our future development.
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