{"id":199869,"date":"2025-04-17T23:40:05","date_gmt":"2025-04-17T19:40:05","guid":{"rendered":"https:\/\/forbes.ge\/?p=199869"},"modified":"2025-04-18T20:27:17","modified_gmt":"2025-04-18T16:27:17","slug":"an-agency-for-a-new-era","status":"publish","type":"post","link":"https:\/\/dev.forbes.ge\/en\/an-agency-for-a-new-era\/","title":{"rendered":"An Agency for a New Era"},"content":{"rendered":"
For creative industry veterans Sandro Tsitskishvili and Giorgi Tabatadze, founding the new advertising agency Supermarket isn’t just another career move \u2014 it’s a response to a system in need of fresh thinking. Together with co-founders Eka Kipiani and Vaska Chubinidze, they’ve built an agency model that takes into account the needs of every single link in the creative chain.<\/h5>\n

I meet Sandro and Giorgi at Supermarket’s headquarters within D-block<\/a> \u2014 a vibrant co-working space in the heart of the city. The physical boundaries between companies here are more symbolic than real, making it difficult to distinguish exactly where Supermarket<\/a> begins and ends. But Sandro and Giorgi are mentally immersed in the space they’ve created: constantly viewing it through a user’s perspective, rethinking the layout, discussing product packaging, and forming teams to oversee the functionality of the environment.<\/p>\n

“Starting an agency has always been something of a leitmotif in all of our lives,” Sandro explains, gesturing around the open space. “The four of us have worked at agencies that had both strengths and shortcomings. Every time we encountered a frustrating issue, we’d imagine how it could be fixed. What eventually pushed us to create Supermarket was that we had, in our minds, formed a completely new model \u2014 one that reimagines how a creative agency operates, how it’s structured, and even what it stands for.”<\/p>\n

The co-founders \u2014 Sandro Tsitskishvili, Giorgi Tabatadze, Vaska Chubinidze, and Eka Kipiani \u2014 have invested countless hours (and really, years) thinking this through. Each knows the anatomy of the creative field inside and out, having moved through roles as freelancers, consultants, agency employees, and team leaders. Beyond their long history of collaboration and friendship, they now share a common mission: to build an agency for a new era \u2014 one where both clients and creative professionals can find exactly what they need.<\/p>\n

Over the past few years, the creative industry has undergone massive shifts \u2014 in Georgia and globally. The fast-changing landscape has made traditional hierarchical models feel clunky and obsolete. Yet there’s no ready-made formula for how to adapt and stay relevant. Each player has to find their own answer to that question.<\/p>\n

“In recent years, many experienced and talented professionals have left traditional agencies and become freelancers,” Giorgi Tabatadze tells me, leaning forward in his chair. Freelancing gave creatives control over their time and improved their finances, he explains \u2014 but not without significant trade-offs. “The biggest drawback is loneliness. Creativity doesn’t thrive in isolation. We’re used to exchanging ideas, knowledge, and experiences \u2014 that’s where inspiration comes from.”<\/p>\n

\u201cWhat we used to sell were ideas, creativity, and the vague hope they\u2019d become popular. Now, we\u2019ve shifted perspective \u2014 we sell commercially successful approaches.\u201d
\u2014 Sandro Tsitskishvili<\/em><\/p><\/blockquote>\n

As freelancers, creatives also found themselves burdened with all the tedious but necessary logistics. “Yes, you’re your own boss and you earn as much as you want \u2014 but sometimes the biggest projects in the country never reach you, because clients still prefer working with agencies,” Sandro says, speaking from personal experience.<\/p>\n

Supermarket offers an elegant solution: its innovative model allows creative professionals to maintain their financial independence while regaining a sense of collaboration, administrative support, and access to high-profile clients. In a world that previously offered only two options \u2014 agency life or freelancing \u2014 Supermarket proposes a third: a flexible environment where creatives can choose their own balance between autonomy and teamwork.<\/p>\n

As the founders describe it, Supermarket isn’t a traditional workforce \u2014 it’s more like a creative commune, where each member can work on large, ambitious projects without sacrificing the perks of freelancing.<\/p>\n

Sandro adds that the current state of Georgia’s creative industry isn’t ideal for companies either. “The loss of senior talent from agencies led to a much younger workforce. That’s not inherently bad \u2014 but clients often end up working with teams that don’t fully understand their business challenges.”<\/p>\n

The exodus of talent from traditional agencies created what Sandro and his partners recognized as a massive untapped opportunity. “Most agencies today feel a little ‘dinosaur-ish’ \u2014 and I’m not just talking about Georgia. Even global networks are operating on outdated models. Advertising and marketing have changed radically \u2014 and dramatically,” he emphasizes.<\/p>\n

\"\"<\/p>\n

All four founders have firsthand experience with both the benefits and limitations of working independently and within agencies. Asked how this particular founding team came together, Giorgi says you could divide them into two complementary pairs: he and Vaska focus on business consulting and strategy, while Sandro and Eka “are, if not the very best, then definitely among the top creative minds in the country.”<\/p>\n

Sandro emphasizes that Supermarket’s unique proposition lies in its synthesis of creative thinking and business insight. “On one hand, we have people who can deeply understand a company’s needs and specifics. On the other, we find joy in solving those problems creatively,” he explains with evident enthusiasm.<\/p>\n

The name “Supermarket” emerged during a brainstorming session \u2014 it was Eka Kipiani’s idea. The founders were searching for a broad, category-defining name, and “Supermarket” perfectly captures their vision: a place where the shelves don’t just offer a few set products (big campaign, mid-sized campaign, a poster, or just a video), but instead, a whole range of tailored solutions for both common and niche business challenges. The name also carries a nostalgic ring for anyone who remembers the arrival of the first supermarkets in Georgia. “Do you remember how you felt the first time you walked into one?” Sandro asks with a smile.<\/p>\n

Beyond reigniting the creative drive of experienced professionals, Supermarket also responds to persistent client dissatisfaction with traditional agencies. “What we used to sell were ideas, creativity, and the vague hope they’d become popular,” Sandro reflects. “We’ve shifted that perspective \u2014 now we offer commercially successful strategies.”<\/p>\n

To ensure their agency model embeds innovation at every level, the founders made several key structural decisions.<\/p>\n

The first was to build dedicated teams around each client. Groups of professionals from different fields will stay attached to the same brand long-term, overseeing its growth and development. This gives clients continuity \u2014 they won’t need to explain their brand’s values over and over to new faces. And for the creatives, it’s a chance to dive deeper into the internal and external factors affecting the business.<\/p>\n

\u201cPicture a typical day at a traditional agency,\u201d says Sandro. \u201cYou walk in the door in the morning, and by evening you might have to think through tasks for six completely different brands. That constant mental switching makes it hard to focus on solving real business problems.\u201d Compared to that, being able to focus on just one or two clients starts to feel like a real luxury.<\/p>\n

Another major shift at Supermarket is the redefinition of the account manager role. In a classic agency setup, account managers are typically the people who receive briefs from the client and then oversee the execution of the project. At Supermarket, this responsibility is handed over to the project manager. The account manager\u2019s new role is centered around building long-term relationships with the client and ensuring the strategy is delivered. That might mean spending a few days each week working directly from the client\u2019s office \u2014 analyzing data, gathering insights, and feeding them back to the creative team working on the brief. The goal here is to keep creative work aligned with business objectives\u2014especially in a market where conditions change at lightning speed.<\/p>\n

\u201cOur job isn\u2019t just to think about brand parameters,\u201d says Sandro. \u201cWhy does a client come to an agency in the first place? They have a business\u2014and they want that business to grow. So it\u2019s crazy for an agency not to offer exactly that kind of service.\u201d<\/p>\n

Of course, a legitimate question arises when your teams are composed of freelancers working on a per-project basis: how can clients trust that the quality will remain consistently high?<\/p>\n

Supermarket tackles this issue with a system called the Board, a council structure that replaces traditional hierarchy with a horizontal quality control process. Before any idea ever reaches a client, it\u2019s presented to this internal board, made up of creative directors from different project teams. Even if a particular director isn\u2019t directly involved in the project, they\u2019re still responsible for ensuring that the work meets both the client\u2019s expectations and Supermarket\u2019s own standards. In practice, it functions like a kind of \u201csuper team\u201d of experienced professionals who have a hand directly or indirectly in every piece of work.<\/p>\n

Beyond quality control, the freelance model also raises concerns around confidentiality and conflicts of interest\u2014issues that traditional agencies usually address through corporate structures and strict internal rules. Giorgi Tabatadze explains that they\u2019ve put clear safeguards in place: \u201cIf you\u2019re working on Supermarket projects and have access to a client\u2019s data, that means you can\u2019t work with that client\u2019s direct competitors. That\u2019s the case in almost all situations.\u201d The only exceptions might be highly technical tasks, where the contributors don\u2019t have access to sensitive information. The founders are confident that, with a consistent and transparent approach to managing conflicts of interest, Supermarket can offer clients the same level of confidentiality they\u2019d expect from any established agency.<\/p>\n

Despite being only a few months old, Supermarket already has a successful campaign under its belt \u2014 a Women\u2019s Day campaign for Zoommer<\/a>. It was the agency\u2019s first large-scale project, and as Giorgi Tabatadze explains, it came with more than its share of challenges.<\/p>\n

\u201cThe context wasn\u2019t just about Women\u2019s Day,\u201d he explains. \u201cIt was about reopening the entire advertising field after a three-month standstill. Once again, we were reminded just how difficult it is to create good communication in today\u2019s world\u2014especially brand communication. There are so many layers of context to consider at once, and navigating that labyrinth to find the right message is harder than ever. So when someone manages to do that well, it really matters.\u201d<\/p>\n

The campaign\u2019s success suggests that Supermarket\u2019s core belief is sound: flexible teams can respond to fast-changing, multi-dimensional market needs better than rigid, traditional structures. And according to Sandro, this is just the beginning. \u201cThe real advantages of this model will show over time \u2014 when each partnership proves its value in the long run.\u201d<\/p>\n

For the founders, the priority now is making sure the whole operation runs smoothly, building the kind of \u201cmachine\u201d that allows the model to work at full capacity. \u201cFor me, success will be seeing everything run seamlessly by the end of our first year\u2014without the founders needing to be involved in every little thing,\u201d says Giorgi.<\/p>\n

In addition to strengthening its core structure, Supermarket\u2019s team is already exploring ways to expand \u2014 opening up new directions that will further differentiate them from traditional agencies. \u201cThis business has real growth potential,\u201d Sandro notes. \u201cFor example, we could move into areas like e-commerce. We want to reach a stage where we can launch additional verticals as needed.\u201d<\/p>\n

Ultimately, the founders hope that their model won\u2019t just push Supermarket forward, but will breathe new life into Georgia\u2019s broader creative industry \u2014 one that hasn\u2019t fully recovered from the pandemic\u2019s impact.<\/p>\n

\u201cWe all remember the boom years in Georgia\u2019s creative scene, when local agencies were winning big at Cannes and making incredible work,\u201d says Sandro. \u201cBut recently, things have gotten a bit monotonous. A fresh burst of energy is definitely needed.\u201d<\/p>\n

By attracting top talent and introducing clear performance indicators, Supermarket is aiming to reignite both ambition and healthy competition within the industry.<\/p>\n

But perhaps the most important thing Supermarket is doing isn\u2019t just launching memorable campaigns or giving seasoned creatives more freedom. What truly matters is the precedent they\u2019re setting: that creativity can and should be a tool for real success\u2014for both the client and the people solving the creative challenges.<\/p>\n

At a time when both clients and creatives have grown used to staring at empty shelves, this new agency is throwing open its doors\u2014and beyond the threshold lies a dizzying abundance of ideas and talent. Just like in a real supermarket.<\/p>\n","protected":false},"excerpt":{"rendered":"

For creative industry veterans Sandro Tsitskishvili and Giorgi Tabatadze, founding the new advertising agency Supermarket isn’t just another career move \u2014 it’s a response to a system in need of fresh thinking. 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