Champions and architects
Reset in Skopje
parallax background

From smokestacks to servers

Stara Zagora is changing, from a coal-mining stronghold into an emerging IT hub

December 18, 2024

6 min read

December 18, 2024

6 min read

Photo by Aaron McLean on Unsplash.

Stara Zagora in central Bulgaria was once best known for its heavy industry and nearby coal-mining complexes.

Today, however, it is forging a fresh identity as a nascent hub for information technology. Over the past few years, local authorities, private investors and international firms have set their sights on turning the region into one of Bulgaria’s emerging IT outposts.

According to data from the Bulgarian Association of Software Companies, the number of tech firms operating in Stara Zagora has nearly doubled since 2020, while the local IT workforce is growing at a steady clip of around 10-15 per cent per year.

Such numbers remain small in absolute terms, dwarfed by Sofia, the country’s capital, whose sophisticated software sector drives the bulk of Bulgaria’s IT exports. Yet Stara Zagora’s quiet ascent reflects a wider shift within the country: as digitalisation deepens across Europe, Bulgarian firms and foreign investors alike are looking beyond the capital for lower operating costs and a fresh talent pipeline.

Local officials are keen to leverage the region’s well-developed infrastructure—solid rail and road links, reliable digital networks—and its proximity to several major universities churning out computer science graduates.

Efforts have also been made to attract angel investors and accelerate the growth of start-ups, notably several development zones, including Zagore and Elenino, where firms benefit from advanced digital infrastructure.

The attractions for companies eyeing Stara Zagora are clear. Wages remain lower than in Sofia or in more established tech centres like Plovdiv. Office space is affordable: commercial rents in Stara Zagora run about 30-40 per cent below those in the capital, a substantial saving for fledgling enterprises.

The region’s cost of living is modest, too, making it easier to retain junior coders who might be deterred by big-city prices. An ecosystem of support services—co-working spaces, IT clusters and small accelerators—has begun to emerge.

The growing presence of well-regarded firms in fields from fintech to agricultural software solutions is putting the city and surrounding region on the radar of multinational outfits seeking a bridgehead in south-eastern Europe.

‘Double down on what you do well’

David Rumble is a specialist in customer experience, digitisation, outsourcing and multi-shoring who helps IT firms find prime locations. Speaking at an event in Stara Zagora last month, designed to focus attention on the investment potential district, he said that clients once interested in places such as Poland were now asking, “Where’s next in Eastern Europe?”.

“Where do we now go next for these technological skills that will support inside EU service delivery? It’s here that Stara Zagora can play a role.”

When it comes to how Stara Zagora should position itself, Rumble believes that it should not make the mistake so many other places have, of not looking at things from the buyer’s, or investor’s point of view. 

“You need to look outwardly,” he says. “How do I help the talent that I’ve got locally and put them on an international stage?”

He suggests that Stara Zagora can start with boasting a little more about its internet speeds, which are exceptional. “It’s one of the first things that buyers and investors will look for,” he says.

Stephen Loynd at TrendzOwl, a market intelligence and advisory firm, agrees. “Double down on what you do well, focus on the strengths of the region,” he said at the Stara Zagora event.

For Elias van Herwaarden, a location strategy expert, one of Stara Zagora’s strengths is its EU location which makes it ideal for nearshoring, a trend that he points out has increased since Russia’s invasion of Ukraine.

“Firms are looking to invest in this part of the world,” he said. “In difficult times, investors look to the huge, beautiful EU market.”

The need for talent

Yet Stara Zagora’s promise is hardly guaranteed. The region faces a familiar conundrum for ambitious secondary cities: talent.

While Bulgaria’s overall IT workforce is expanding, the best-trained software engineers often gravitate to Sofia, where the career ladder is taller and salaries are fatter.

Stara Zagora must therefore work harder to convince skilled professionals that it can offer long-term prospects. Some local companies say they struggle to fill mid-level or specialised positions, and they worry about brain-drain towards the capital or abroad.

For IT firms already present in the region however, there is an advantage that Stara Zagora can exploit: quality of life.

In Emerging Europe’s Business-Friendly Cities Perception Report 2024, Stara Zagora ranks seventh in the Pool of Talent category and eighth in Infrastructure and Connectivity, as seen by site selection experts and FDI advisors.

Additionally, in the geospatial part of the Business-Friendly Cities research, Stara Zagora ranks eighth in the Quality of Life category.

“The younger generation expect to be well paid,” says Velizar Dimitrov, CTO at Stara Zagora-based eDynamix, which helps automotive retailers and original equipment manufacturers (OEMs) digitise their customer journeys.

“Some of them also want a busy life, and those guys head to Sofia. But some don’t want a busy life, they want a good work-life balance, and those people stay in Stara Zagora.”

“We should be aiming not just to create a labour force here in Stara Zagora, but a highly-skilled labour force.”

Nurturing talent is therefore a key part of the city’s development agenda, says Zhivko Todorov, Stara Zagora’s mayor, who opened the event.

“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.

“Our district has a strong tradition in engineering and industrial innovation. 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.”

For now, Stara Zagora’s shift into IT is encouraging, but its success will depend on balancing cost advantages with a steady flow of skilled workers and fostering a climate hospitable to both international investors and home-grown start-ups.

What’s clear, however, is that the opportunities are there for international IT business process outsourcing and shared service centre operations, as well as in energy and manufacturing, as the region offers evolving IT talent and readily available engineering skills.

If it can make the most of this, Bulgaria’s rising tech tide will lift not just its capital, but also the fortunes of a city once defined by its smokestacks—and now increasingly defined by its servers.


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

Photo by Aaron McLean on Unsplash.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

Share

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.