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Reinvention in the regions

Stara Zagora shows how second-tier cities can lead with bold, bottom-up development

October 4, 2024

7 min read

October 4, 2024

7 min read

Close to the geographical centre of modern Bulgaria, Stara Zagora’s history is long, and storied. There were settlements here as far back as 8,000 BC, while around 7,000 BC iron ore was being mined in the region, and copper produced. Manufacturing and industry are not, for Stara Zagora, modern additions.

Today, the city is the fifth largest in Bulgaria, boasts a workforce of more than 165,000 people, and an unemployment rate of just 4.3 per cent. GDP is amongst the highest of any city in the country, and its universities and technical schools and colleges produce thousands of graduates each year.

Indeed, nurturing talent remains a key part of the city’s development agenda, says Zhivko Todorov, Stara Zagora’s mayor, particularly when it comes to renewable energy, a sector the city is keen to advance further.

“The local government is investing in education and training programmes to develop a skilled workforce, crucial for supporting the growth of the renewable energy industry,” he says.

“Through partnerships with universities and research institutions, Stara Zagora is fostering innovation, ensuring that the city remains at the forefront of renewable energy and energy storage technologies.”

Connectivity

One of Stara Zagora’s standout features is its exceptional connectivity. The city is within a district that is well-connected to four major European transport corridors—Corridors IV, VIII, IX, and X—providing direct access to key economic centres across Bulgaria and Europe.

“This robust transport infrastructure supports efficient logistics operations, a crucial advantage for businesses involved in manufacturing, renewable energy, and export-driven industries,” adds Todorov.

“The district’s proximity to major airports and ports further enhances its appeal, making it a natural logistics hub for companies looking to expand their reach across European and global markets.”

Stara Zagora Mayor Zhivko Todorov

Additionally, the municipality has streamlined administrative processes to attract more businesses. For example, construction procedures take a maximum of 105 days from the time of applying for a design permit until the certificate of entry into operation is received. “These are designed to make it easier for companies to set up operations and grow here,” says Todorov.

Stara Zagora offers a reliable and cost-effective energy supply, essential for energy-intensive industries. The district also boasts a comprehensive electrical grid and gas transmission network. This ensures businesses, particularly in manufacturing and data centres, have reliable access to essential utilities, says Todorov.

Elenino and Zagore

Central to the district’s economic development strategy are two key industrial zones: Elenino and Zagore.

“These zones have already attracted over 376 million euros in investments, creating more than 2,000 jobs,” Todorov tells Emerging Europe.

“We offer highly competitive land lease rates with all the necessary built infrastructure in order to match the companies’ needs,” he adds, highlighting the financial viability for companies looking to establish operations.

“Additionally, operational costs, including waste management fees, are significantly lower than in other parts of Europe. This cost-effectiveness, combined with strong infrastructure, enhances Stara Zagora’s appeal as a lucrative investment destination.”

However, while one of Stara Zagora’s most compelling advantages is its ability to offer exceptional value for money, “it’s not just about being cheaper,” says Todorov. “It’s about offering a high return on investment.” 

That includes offering a culture of innovation. Stara Zagora has been emerging as a regional innovation and technological development hub for sometime, thanks to a growing ecosystem that welcomes and fosters start-ups, research, and collaboration.

The city has placed particular emphasis on renewable energy, IT, and automation, positioning itself as a focal point for innovation-driven companies and entrepreneurs.

Additionally, partnerships between local universities, tech companies, and international investors are paving the way for Stara Zagora to become a vital player in Bulgaria’s broader digital transformation agenda, helping the district compete on both the national and European stages, says Todorov.

Innovation and high-tech industries

In recent years, the city has attracted notable investments from major automotive players. Akwel, a key supplier in the industry, invested 15 million euros in the region and was granted Class A investor status.

Similarly, Nedschroef, another automotive parts manufacturer, invested 10 million euros and earned Class B status.

“These success stories underline the city’s growing importance in the automotive supply chain,” says Todorov.

The city is also expanding its digital infrastructure—a further commitment to innovation—making significant strides in high-speed internet and telecommunications. “This development supports the increasing presence of high-tech industries such as IT and telecommunications, further diversifying the local economy,” says Todorov.

Engineering and industrial expertise

“Our district has a strong tradition in engineering and industrial innovation,” he adds. Indeed, it could be argued that the tradition dates back almost 50 years.

“This tradition is now being channeled into emerging sectors like renewable energy and IT, thanks to specialised educational institutions and vocational training centers that ensure a steady supply of skilled professionals.”

These local educational institutions, such as Trakia University, play a pivotal role in maintaining this skilled workforce.

The university’s Medical Faculty, for instance, attracts a substantial number of international students, making up about 15 per cent of its student body. “This diversity contributes to a globally minded academic environment,” says Todorov.

The multiplier effect

Stara Zagora’s ability to attract investment is well-illustrated through success stories like Akwel and Nedschroef.

Both companies chose Stara Zagora due to its strategic location, well-developed infrastructure, commitment to innovation, and skilled labour force. And their success encourages others.

“Their investments have created a multiplier effect,” says Todorov, “boosting the local economy and generating further business opportunities.”

The district’s success in attracting high-profile investments is also attributed to its strategic approach to foreign direct investment (FDI). Stara Zagora has been recognised with FDI awards, highlighting its proactive efforts to attract global investors.

These accolades underscore the district’s ability to create a favourable business environment through financial incentives from the national government, streamlined administrative processes, and targeted support.

It’s also a great place to live, Todorov says, noting that it has won plaudits for its environment, childcare, healthcare, and educational institutions.

“Our city can boast an opera house, puppet, drama and music theatres among its cultural attractions, and hosts international opera, ballet and film festivals each year. In 2017 meanwhile, Stara Zagora was the European City of Sport,” Todorov adds.

Green transition and future outlook

As part of its commitment to the green economy, Stara Zagora is transitioning from a coal-dependent economy to one that is carbon-neutral.

This shift is creating new investment opportunities in renewable energy, energy efficiency, and green technologies. But, “our green transition is about more than reducing carbon emissions,” emphasises Todorov. “It’s about creating a resilient and diversified economy.”

The automotive sector is also poised to benefit from the global shift towards electric vehicles (EVs), with Stara Zagora positioning itself to attract investments in EV component manufacturing.

Moreover, as traditional industries modernise and new sectors emerge, the region is focused on retraining its workforce to meet the needs of a greener, more innovative and sustainable economy.

‘An environment where businesses can thrive’

To further attract investors, Stara Zagora offers a comprehensive suite of incentives. These include financial support for vocational training, reimbursement of social security costs, grants for R&D, financing the construction of technical infrastructure, and more.

“We have structured these incentives to cater to businesses of all sizes and sectors,” says Todorov. Companies can also benefit from the region’s 10 per cent flat tax rate for both corporate and personal income taxes.

Companies in Stara Zagora can also benefit from the possibility of an R&D expenditure write-off, further encouraging investment in innovation.

“Additionally, there is accelerated depreciation over two years for computers and new manufacturing equipment, further incentivising technological upgrades and modernisation,” adds Todorov.

With this blend of strategic planning, robust infrastructure, a skilled workforce, and a commitment to sustainability, Stara Zagora is fast becoming one of Bulgaria’s most attractive investment destinations.

“We’re creating an environment where businesses can thrive,” says Todorov, “and that’s what makes Stara Zagora stand out.”


This content was produced in collaboration with the municipality of Stara Zagora and the European Commission’s Directorate General for Structural Reform Support. The interview with Zhivko Todorov took place on September 24.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.