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Driving change in Stara Zagora

The Bulgarian city is positioning itself at the forefront of the region’s electric vehicle push

October 14, 2024

7 min read

October 14, 2024

7 min read

Stara Zagora’s emergence as a leader in the automotive industry is no accident. Its geographic location in the heart of Bulgaria provides unmatched connectivity to major economic centers across the country and beyond. The region’s access to four major European transport corridors ensures seamless logistics, which is a key competitive advantage in an industry where speed and efficiency of supply chains are critical.

“Yes, Stara Zagora’s location is a significant factor in our success,” says Rositsa Raykova, head of the investment department at the municipality of Stara Zagora. “Being centrally located, with proximity to major airports and seaports, allows us to serve both European and global markets effectively, making it an attractive hub for automotive companies looking to expand their footprint.”

A forthcoming report from PwC looking at trade and investment in Stara Zagora supports the claims. “[The increased interest of investors in this value chain in CEE indicates that Stara Zagora’s location] makes it an attractive destination with potential primarily for tier one, two, three suppliers due to the proximity to Original Equipment Manufacturers (OEMs) and tier one suppliers in Central and Western Europe, as well as streamlined supply of raw materials. Our analysis indicates high potential in attracting these suppliers and medium potential for OEMs, specifically in the EV value chain.”

Jennifer Coulter-Lissman is the CEO of NTG Supply Chain Solutions, a global provider of logistics solutions for international organisations.

She says that the trend toward localised, flexible supply chains is reshaping the automotive industry, offering benefits like reduced transportation costs, improved agility, and lower emissions.

“However, implementation takes time and significant investment,” she adds. “Regions offering skilled workers, infrastructure, and a network of suppliers will be well-positioned to lead in the future automotive industry. Adapting to rapidly changing market conditions, from EV adoption rates to consumer affordability concerns, will be crucial for success.”

In recent years, global firms such as Akwel of France and Nedschroef of the Netherlands have opened manufacturing centres in Stara Zagora. Both companies chose Stara Zagora due to its strategic location, well-developed infrastructure, commitment to innovation, and skilled labour force.

“Stara Zagora and the region offer well-prepared workers for the needs of businesses,” says Nedschroef’s Gergana Mandevska.

Now the region wants to attract more investors. It appears well equipped to do so.

“Stara Zagora shows a growing capacity to attract manufacturing investments that build on the region’s industrial traditions, qualified and experienced workforce, strategic location and strong committed support by public authorities,” adds the PwC report.

Costs in the Stara Zagora district are also competitive. Velizar Dimitrov is CTO of eDynamix, a firm which helps automotive retailers and OEMs digitise customer journeys, says that the cost running an office in a town like Stara Zagora is a lot more favourable compared to Sofia, Plovdiv, or other bigger towns.

“Even though it wouldn’t be a problem for the company now, back in 2011 when we were just getting started, it was part of the decision [to invest here],” he says.

Infrastructure for a growing industry

Beyond its strategic location, Stara Zagora’s commitment to developing world-class infrastructure has been a major draw for automotive companies.

The district boasts several industrial zones, including Zagore and Elenino, where firms benefit from a stable electricity grid, comprehensive gas distribution, and advanced digital infrastructure.

“With the rise of electric vehicles, our infrastructure development is focused on supporting the transition to green technologies,” explains Raykova. “We are expanding our network of EV charging stations and integrating smart grid technologies to meet the growing demand for electric mobility. This is crucial not only for our production but for attracting new players to the region.”

Regions that want to position themselves as a leader in the automotive industry, especially in terms of Product Carbon Footprint (PCF) compliance, must implement strong regulatory frameworks and build an ecosystem that promotes sustainable practices, argues TJ Yoon, managing director, EU and global product carbon footprint lead at Glassdome, an industrial software company dedicated to making operations and sustainability clear and simple for manufacturers.

“This entails creating a skilled talent pool, providing financial incentives, and establishing data-sharing platforms to facilitate transparent reporting,” he says.

“The main challenge for such regions is to balance compliance and innovation while supporting local suppliers that may struggle to meet new standards. Additionally, regions must ensure that investments in sustainability don’t become a burden for smaller suppliers, creating an uneven playing field within the supply chain.”

Proactive governance

Local governance plays an instrumental role in Stara Zagora’s success. The district offers a wide array of incentives to attract investment, including some of the lowest land lease rates in Bulgaria, reduced local taxes, and financial support for vocational training and social security costs.

“Our corporate tax rate is a flat 10 per cent, one of the lowest in Europe, and our local taxes and fees the lowest in Bulgaria and in Europe too,” says Raykova. “This not only makes Stara Zagora an affordable place to do business but one that offers exceptional value for money, especially for companies in the automotive sector looking to maximise their investments.”

According to recent statistics, the automotive industry accounts for a substantial portion of Stara Zagora’s industrial output, with investment levels reaching new highs in 2023, further solidifying the region’s position.

“The local government is committed to simplifying administrative procedures, making it easier for businesses to set up and operate in the region,” says PwC trade and investment report. “In addition, there is availability of subsidies and other incentives, relative to the size of the investment.”

Velizar Dimitrov of eDynamix meanwhile points out that the authorities are always willing to listen to the needs and concerns of businesses.

“Businesses are always involved in discussions and decision making, ensuring the relevance of the outcome,” he says, adding, “the municipality is supportive of potential investors and is eager to ensure the town progresses in the right direction.”

Nedschroef’s Gergana Mandevska highlights the “supportive and helpful” investment department run by Raykova.

A skilled workforce for the future of automotive

Stara Zagora’s success isn’t just built on infrastructure and incentives—its workforce is one of the key pillars driving growth. The region has recognised that maintaining its leadership in the automotive industry requires a skilled workforce that can adapt to the sector’s evolving needs, particularly as it transitions towards electric vehicles and sustainable technologies.

In collaboration with local educational institutions, currently there are specialised engineering and technical education programmes to meet the demands of the automotive sector.

“We have placed a strong emphasis on training in EV technology, ensuring that our workforce is prepared for the future,” says Rositsa Raykova. “We are also actively supporting workers transitioning from traditional energy sectors into roles within the EV and green technology industries.”

“A few years back the municipality made IT a priority in schools, as well as the local Trakia University. It was a massive step forward,” says Dimitrov.

Foreign languages are also crucial. “A lot of the population speaks foreign languages which is a serious advantage for foreign firms,” adds Mandevska.

“Developing a full-fledged value chain, based on the district’s competitive advantages, will strengthen the district’s automotive sector, improve Stara Zagora’s recognition and attractiveness to key global players, and position the region as a key investment destination for automotive and mobility investors,” says the PwC report.

This focus on workforce development is pivotal as the global automotive industry shifts gears. Stara Zagora is not only ensuring that its current workforce is ready for the future but is also creating opportunities for future generations to thrive in this rapidly changing sector.

“Continuous efforts in workforce development and training programmes ensure that the labour force remains competitive and well-equipped to handle the technological demands of modern automotive market developments, such as EV production,” the report reads.

PwC has identified Germany, Italy, Turkey, the US, and Romania as nations showing a keen interest in investing in the CEE automotive sector, and potential future investors in Stara Zagora.

“By continuing to develop a stable automotive and mobility value chain, specifically in EV components production, and by further enhancing public support systems and lowering the administrative burden, Stara Zagora can significantly increase its attractiveness to key strategic investors and global players,” PwC’s report concludes.


This content was produced in collaboration with the municipality of Stara Zagora and the European Commission’s Directorate General for Structural Reform Support.

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.