Ingram Micro Bulgaria – with a New Leader and a New Office

You are taking over the management of Ingram Micro’s Sofia office at a dynamic time for the company. What is your vision for the development of the Bulgarian entity, and how has your activity evolved beyond the traditional shared services model?

One of my main priorities is to continue strengthening our position as a strategic European hub with an increasingly high level of expertise and experience.

Over the past 14 years on the Bulgarian market, we have built significant experience and are now naturally evolving beyond the traditional shared services model - from operational and transactional activities toward analysis, decision-making, and process management.

As part of Ingram Micro’s development into a platform business, our Sofia center brings together a diverse range of roles - from administrative to engineering, software, and analytical positions, as well as functions in sales, cloud technologies, and legal.

This means our teams are not just executing processes but actively improving them, solving complex challenges, and contributing knowledge that has a real impact on the business.

This transformation positions us both as a preferred employer on the local market and as a key strategic hub for Europe within Ingram Micro.

You have moved into a new office - a step many companies are postponing in the era of hybrid work. What is behind this decision, and how will the new space support your corporate culture?

The decision to move into a new office is directly linked to how we see the future of the work environment and the role of the office within it.

The hybrid model remains key for us, as it provides the flexibility we need, but we also believe that shared physical space supports stronger communication. When we are in the office, meetings happen more naturally, and exchanging ideas and working as a team becomes easier and more enjoyable - something that is difficult to fully achieve remotely.

That is why we invested in an office designed not just as a workplace, but as a space for collaboration. It offers more areas for teamwork, informal meetings, and idea sharing, so that the time people spend together is truly valuable.

Our goal is to give people a reason to come together - because this is when they can be more creative, more connected, and more effective.

In other words, we are not moving away from the hybrid model - we are enhancing it by creating a space that complements remote work and makes time in the office meaningful and inspiring.

With the Xvantage platform now a key revenue driver for the group and recently receiving patents for its AI innovations, how has the work of the Sofia teams changed?

The path Ingram Micro is on is a transformation toward a true B2B platform ecosystem that connects partners and vendors in a more intelligent and seamless way. In this context, Xvantage is not just a tool or a platform, but a long-term vision and foundation through which our partners can grow their business and we can deliver better solutions.

For our teams in Sofia, this transformation has changed how we perceive our role - from executing processes to actively creating, improving, and building solutions that have a real business impact.

In practice, this means our people are working in a different way. There is a much stronger focus on analytical thinking, digital skills, and working with new technologies, including artificial intelligence. This naturally leads to the development of new skills and profiles within our teams.

In this way, we are not only building on our business ideas but also expanding what we believe we can achieve - both as an organization and as individuals.

The labor market in the IT and outsourcing sector remains highly competitive. How do you plan to maintain your status as a preferred employer, and what is your strategy for attracting talent?

One of our strongest advantages is that we have many great examples of internal growth. We have colleagues for whom we were their first employer, and today they hold senior management positions. This is a clear sign that we invest in our people and provide long-term development opportunities.

Our Sofia office offers a wide variety of roles - from sales, administration, and HR, to financial operations, legal, and more technical and analytical functions. This creates not only opportunities for vertical growth but also for horizontal development - people can explore different roles and discover where they perform best.

Working in an international environment is also a key factor - many of our colleagues in Sofia work with or lead teams across the globe, which provides additional perspective and development.

I believe it is important for the Bulgarian labor market to be aware of these opportunities - because they are real and accessible. Our environment is suitable both for people with a clear direction and for those who are still exploring their path and want to grow in different areas. We offer a strong portfolio of internal trainings, as well as a well-developed internship program, which provides a strong start and supports our people in adapting, building their skills, and developing confidently in a fast-changing environment.

You have extensive experience in managing financial processes and operations. What is the most important leadership lesson you bring into your new role as Site Leader?

Being selected as Executive Director of the Sofia center is a great honor for me, but also a serious responsibility. In every role I have held, I have always aimed to work in a way that allows my teams and me to achieve strong results together.

One of the most important leadership lessons I carry from my experience managing international teams is the importance of creating the right environment - one in which people feel comfortable, confident to express themselves, and motivated to give their best. I believe that when this is in place, results follow naturally.

In my new role, this is exactly what I strive for - to build a culture that enables capable and thoughtful people to grow, take ownership, and contribute to improving our processes.

For me, good leadership is not just about managing processes, but about creating an environment where people can unlock their potential - and where we, as leaders, give them that opportunity.

Read the original interview with the media in Bulgarian here: https://www.capital.bg/biznes/tehnologii_i_nauka/2026/04/24/4901492_ingram_micro_bulgaria_-_s_nov_lider_i_nov_ofis/