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Stara Zagora’s renewable potential

The city is leveraging natural advantages with forward-thinking strategies

October 25, 2024

8 min read

October 25, 2024

8 min read

Stara Zagora’s renewable energy potential is substantial, particularly with its rich solar resources. Its location, central to both Bulgaria and broader European markets, offers seamless connectivity for energy distribution and export.

Long one of Bulgaria’s main coal areas, Stara Zagora’s strategic position nevertheless makes it an attractive choice for businesses looking to penetrate both national and international markets, with the added benefit of local support policies. It is also the recipient of up to 936 million euros from the EU’s Just Transition Fund, a financial instrument which aims to support regions transitioning towards climate neutrality.

Stara Zagora is already developing an ecosystem designed to attract top talent and innovative companies.

“Stara Zagora is uniquely positioned to capitalise on emerging opportunities in the renewable energy sector, driven by several key advantages and supported by an environment favourable to green investments,” says a forthcoming report on trade and an investment in the region by PwC. 

Local government initiatives, including financial incentives like grants and social security reimbursements combined with well-developed industrial zones, are making it easier for renewable energy companies to set up operations and grow. Moreover, the region has streamlined administrative processes, cutting red tape and allowing faster project development.

One of the most significant drivers of Stara Zagora’s future in renewable energy is its investment in human capital.

“The region has recognised the importance of a skilled workforce to support this sector’s growth and is actively developing educational and training programmes in partnership with universities and research institutions,” says Rositsa Raykova, head of the investment department at the municipality of Stara Zagora.

By cultivating homegrown talent in engineering and energy technologies, Stara Zagora is ensuring it remains at the forefront of renewable energy and energy storage innovation.

Infrastructure and expertise: A winning combination

For companies in the renewable energy sector, Stara Zagora offers more than just incentives—it provides a highly educated workforce with expertise in critical areas such as engineering and energy technologies. This talent pool, combined with competitive labour costs, presents exceptional value for investors.

Additionally, the region’s infrastructure, from its energy grids to its transportation networks, is robust and continually improving, providing the necessary support for renewable energy projects.

“The existing industrial base in Stara Zagora, particularly its established energy production capabilities, offers a strong foundation to transition toward greener energy sources. The region’s ability to integrate renewable energy into its already developed infrastructure allows for smoother operations and quicker scaling of production,” says Raykova.

Globally, renewable energy has been growing rapidly as a source of electric generation. According to the International Renewable Energy Agency, for several years now, the levelised cost of electricity from renewable sources has fallen below that of other major sources of electric energy generation such as coal and fossil gas.

“This has led to renewables making up the majority of new generation around the world,” points out Joshua Loughman, the director of modeling and technology at Climate Interactive where he leads the development of sophisticated technical and analytical tools to support top decision-makers in climate and energy.

“As costs continue to go down and demand for electricity continue to rise, the long-term outlook for renewables, such as solar and wind, look extremely positive. The latest convening of the United Nations climate talks in 2023 in Dubai led to an international agreement to triple the capacity of renewable energy to meet energy demand by 2030.”

Locations that want to play a key role in this transition should look to any and all parts of the system of change, he suggests.

“For example, the supply of material inputs for solar panels, batteries, electronics, enhanced grid equipment, and so much more will grow in parallel with the growth of renewable energy.

“New technological innovation will be needed to enable the transition such as novel energy storage concepts, microgrids, control systems for distributed energy resources, and solutions to the current hard-to-electrify industrial applications that require high-heat inputs.

“Finally, the deployment of renewable energy around the world will require that a lot of regions make significant investments in modernising their grids and other infrastructure.”

PwC’s report suggests that Stara Zagora’s existing infrastructure makes it easy to integrate new renewable energy capacities.

“The Stara Zagora district is also characterised by excellent solar exposure, making it highly suitable for investments in photovoltaic systems,” says the report. “This climatic advantage supports the generation of green energy from solar power, a sector with significant growth potential.”

Leading the green revolution

As the world shifts towards sustainable energy, Stara Zagora is well positioned to play a significant role in this global transition. In August, the municipality secured an investment worth 240 million leva (122.9 million euros) from Smart Solar Technologies in a major project that will see the establishment of a new factory for the production of solar panels and cells.

The new facility is expected to create more than 800 jobs and will primarily focus on producing solar panels and cells for export to European markets including Germany, the Netherlands, Italy, and Austria.

With this increasing focus on renewable energy production and energy storage technology, the region is on track to become a major player in the sector.

“By continuing to enhance its capabilities and invest in innovation, Stara Zagora is not only meeting local energy needs but also contributing to the global push for sustainable energy integration,” adds Rositsa Raykova.

However, realising its full potential as a leader in the renewable energy market requires overcoming a few hurdles. While the region has made strides, it still relies heavily on conventional energy, particularly coal. Transitioning to a carbon-neutral economy will necessitate significant investment in new technologies and diversification of energy sources.

“For a geographic location to establish itself as a leader in the renewable energy field, it needs to create an ecosystem that nurtures innovation and supports technological advancements,” says Robert Roth, founder at Quote for Solar Group.

“This means investing in robust infrastructure, fostering a regulatory environment that encourages renewable investments, and cultivating a skilled workforce that is trained in the latest renewable technologies.”

David Clouse, managing director at EIC Rose Rock, a venture fund that invests in seed and early-stage companies building innovative technologies, agrees, saying that there are “three things” a region needs to emerge as a leader in a field: “Wealth in the form of investment capital or hard assets, talent, and innovation.”

Attracting global investment

With that in mind, Stara Zagora faces stiff competition from other European regions eager to attract investment in renewable energy. To stand out, it must continue to bolster its investment promotion strategies, emphasising its key advantages such as low taxes, generous subsidies, and a supportive business environment.

Potential partners for the production of renewable energy components include Germany, Italy, the United States, France, and China suggests the PwC report.

“Collaborating with these countries can bring advanced technologies and significant investments into the region, further enhancing Stara Zagora’s capabilities in the renewable energy sector.”

By highlighting its competitive edge—strategic location, skilled labour, and innovation-friendly policies—Stara Zagora can draw the attention of global investors looking for a high-potential, cost-effective gateway into the renewable energy sector.

With its unique blend of resources, talent, and infrastructure, Stara Zagora is more than ready to seize the opportunities presented by the renewable energy revolution.

“The region’s investment potential is significant, particularly in the context of the green transiton, which promotes energy transition, renewable energy use, and sustainability,” says the PwC report.

Indeed, as the sector continues to expand globally, the region’s commitment to fostering innovation, coupled with its strategic location and supportive policies, ensures that Stara Zagora remains a top contender for businesses looking to lead in renewable energy production and technological advancement.

‘Follow the talent’

Nemetschek Group is a vendor of software for architects, engineers and the construction industry. The company develops and distributes software for planning, designing, building and managing buildings and real estate, as well as for media and entertainment.

Its general manager in Bulgaria, George Brashnarov, says that the firm’s talent acquisition strategy changed during the Covid-19 pandemic, from “come to the Sofia HQ” to “follow the talent wherever it may be”.

He points to the “active” engagement of the Invest in Stara Zagora Department, the mayor’s office, and the local ecosystem as reasons for investing in the municipality.

“[The municipality] has made continuous progress in different education initiatives – from the high school system to newly created IT specialties at the Trakia University,” he adds.

“In this respect we hope that the municipality will continue to support all educational initiatives, as well as others to support the development of the innovation ecosystem.”

It’s a notion that is supported by the PwC report.

“By addressing the key challenge of workforce availability, and expanding its administrative focus, the region can fully realise its potential and attract significant investments, contributing to both regional and national energy sustainability goals,” it reads.

“This strategic approach aligns with the growing global and European trends towards decarbonisation and renewable energy, positioning Stara Zagora as a promising hub for green energy investments.”


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.