Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

My professional background is a combination of sales, business operations, and service delivery management within the IT sector. This unique mix of experiences has given me a strong perspective on the entire customer lifecycle - from the initial business development and opportunity qualification in a sales role to the strategic operational planning and efficient service execution required for service delivery, all the way to the financial aspects of keeping a business running. My primary experience has been working for large enterprise businesses, but I have also served as a consultant for startups, helping them build their operations from scratch. 
In my current role, my focus is on ensuring that our delivery services are not only efficient but also adaptable to the ever-evolving needs of our clients across the EMEA region. 
Previously, I have worked with the US and UK&I region, which has given me a strong perspective on the cultural sides of business operations. 

Q2. How would you describe the scale of IT services demand in your region today, and what kind of growth trajectory are you observing over the next 2–3 years?

Bulgaria, where I am based, is actively establishing itself as a key IT outsourcing hub in the EMEA region. The demand for IT services here is robust and expanding. Companies here are experiencing a significant increase in requests for a range of services, including custom software development, cloud migration, managed IT services, and cybersecurity. This is driven by the combination of a highly skilled talent pool, cost-effectiveness, and a strategic location in terms of time zone positioning, which the country offers. Two streams are building momentum - internal company nearshoring with companies building service delivery centers in the country, and service outsourcing with more and more service providers building presence in the country. Over the next 2-3 years, I anticipate a strong growth in the sector. The focus will potentially shift from cost-driven decisions to a stronger emphasis on specialized skills and quality of service.
Although providing unique capabilities, Bulgaria is not the only emerging hub in EMEA. Locations like Krakow and Warsaw in Poland, Prague and Brno in the Czech Republic, Bucharest in Romania, and the Baltic states are also building a name for themselves, each offering unique capabilities.

Q3. What role do sustainability and ESG commitments now play in conversations with clients about service delivery?

Sustainability and ESG (Environmental, Social, and Governance) commitments have changed from a minor concern to a critical part of client conversations. Clients are increasingly asking for ESG credentials and expecting them to be integrated into our service delivery models. For us, this means that our service delivery must not only be efficient and reliable but also transparent and aligned with our clients' own sustainability goals. I am seeing a peak in smaller companies offering unique solutions to support organisations with their ESG commitments, offering more and more tailored services to their clients.
In addition, ESG is a big internal talk - employees care about the sustainability values of their employer, and in many cases, this is becoming a key decision-making factor for them when choosing a new role.

Q4. What gaps in current service delivery models do you think present the biggest opportunities for providers to differentiate themselves?

The biggest opportunity for differentiation lies in shifting from transactional, reactive models to a proactive, consultative partnership. A common gap is the lack of a true "customer-first" mentality that goes beyond simple service level agreements. To achieve this, a service provider must thoroughly understand a client's values and mission and adhere to these when creating a tailored service. 
Service providers can stand out by:
•    Anticipating client needs before they even express these - this requires an excellent understanding of the client's business, key challenges, and competitive and market landscape
•    Investing in talent specialization in high-demand areas like AI, data analytics, and security
•    Adopting a listen and align mentality where every service and activity offered is really aligned to and drives positive business results for the client
•    Adopting flexible and transparent commercial models that align with client outcomes, rather than just billing on time worked.
•    Last, but not least, have clear mechanisms for reporting business outcomes of the services provided

Q5. In what ways are macro factors—like geopolitical shifts, talent shortages, or cost arbitrage—changing the competitive dynamics across markets?

These macro factors are all critical: 
•    Geopolitical shifts are prompting companies to de-risk by diversifying their delivery locations. In the past years, Europe has seen many cases where entire delivery organisations had to change locations, including moving staff from one country to another, related to geopolitical factors.
•    Talent shortage, particularly for highly specialized IT skills, means that providers who can effectively attract, train, and retain talent have a significant competitive advantage. To this, I would add a change of employee generations. Companies that are able to understand and address the population that they work with in their “own” language and values have a stronger potential to provide a diversified, yet skillful talent.
•     Cost arbitrage, on the other hand, is no longer the key driver. Clients are more concerned with quality, stability, and access to specialized expertise. Cost is shifting more and more to the quality/price ratio. 

Q6. In your view, which players are setting the “gold standard” for delivery efficiency or innovation, and how is that influencing the rest of the field?

The "gold standard" is not set by a single player or a group of a few names. It is built and ever evolving by those who master specialization and innovation. Niche consulting firms and highly focused digital agencies are setting the bar by delivering deep expertise in specific technologies (e.g., AI). They are pushing the rest of the business, including larger, more traditional players, to move away from the previously successful one-size-fits-all model. 

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

The most critical question I would ask is two: “How well do you understand the unique landscape and business objective of your clients?” and "What is your strategy to build a strong talent pipeline that can meet the evolving demands of your clients?". These questions get to the core of a company's long-term viability and how well they have adapted to the changing landscape of the market. They would show me how ready a company is to become part of the “gold standard” we have earlier touched on.