We are republishing an article by Capital.bg with EMBA alumnus Veroslav Tsvenov (EMBA ’25).
Read the original on their official website in Bulgarian.
Why is it important for an IT company in Bulgaria to have a clear employer branding strategy?
When an employer has a clear vision for its brand, it is easier to attract the right people for its teams and projects. The employer branding can tell a lot about a company – not only what it does, but also how it is done. However, it can also be a beautiful facade that hides inconsistencies and uncomfortable questions. That is why it is crucial that the brand reflects the real value of the environment and relationships in the team, as well as be a sincere promise of what the company really offers.
If I am part of a company with impressive benefits and career opportunities, but the work environment is unbalanced and has a high level of stress, which directly affects my mental and physical well-being – what would be the point of staying? And how useful could I be – to myself and to the business – in the long run?
That’s why it’s important for an employer to have awareness and an objective assessment of their brand. Because when a person is in their place, among people with similar priorities, values, and vision, then a sustainable partnership is created and the chance for long-term success for everyone increases.
What principles underpin your strategy as an employer?
At Smart IT, we believe that the most authentic face of our employer brand is the people in our teams. The logo, the visual identity, the campaigns and messages on social networks are key to the recognition and affirmation of an employer brand. But what leaves a lasting impression are the people behind the brand – with their values, behavior, attitudes, emotions, and connection. That is why our focus is on building valuable, sustainable and long-term relationships – both with the people in our team, as well as with potential candidates, partners, and the communities in which we work and live. We are convinced that a strong brand is built from the inside out. Just like in a family – when the core is stable and connected, when there is trust, support, and shared responsibility, then there is an environment for growth, vision, and meaning. And who wouldn’t want to be part of such a family?
What leadership lessons did the EMBA program at AUBG give you?
One such lesson is related to how important communication and transparency are both internally within the company and externally towards customers and partners. Globally, we witness quite a few negative emotions and crisis moments rooted in poor or missing communication. In our company, too, we have discussed one or another change at the organizational level, but failed to look at all perspectives or inform all those affected. This leads to a lot of stress in people and undermines their trust, and is something that can be avoided with clear and timely communication.
Another important lesson related to the above is the manifestation of empathy and emotional intelligence. Over the years, we have had cases of employees who suddenly have a sharp change in productivity or in the way they work. At first glance, you think that the person just doesn’t feel like working, but later on you realize that there are serious personal or family problems affecting their performance. It is important that as leaders, we can identify these moments and respond appropriately and compassionately.
What do you think the leader of the future should look like in the context of constant transformation, economic uncertainty, and the development of AI?
The set of qualities needed for a successful leader is relatively stable over time, and I don’t think it will change much. In the context of AI and what is happening geopolitically, leaders who think critically, see the big picture, make quick decisions, and rely on technology and innovation will have a competitive advantage over others.
What practices for building organizational culture did you learn during your studies during the EMBA?
During the EMBA program, we looked at the topic of “organizational culture” in several disciplines and through different lenses. The topic is quite comprehensive, but there are some simple things that come to mind right away – selection and behavior.
Creation occurs mainly in the selection process, when the criteria for joining a given team are in sync with the values, views, and expected way of working of the respective leader or leaders of the organization. Creating an environment of people who have similar values, beliefs, work culture, communication culture, if you will, builds a certain attitude in terms of behavior and way of working, that leads to a certain organizational culture.
Assuming that the organization has done well at the beginning, the next difficult part is maintaining the culture, which is an ongoing process that encompasses everything that happens in the organization. The actions and behaviors of people and leaders in the organization – their perception of the work, colleagues, customers, how decisions are made, how they communicate, all of this is part of maintaining a certain culture. Internal norms of behavior and work are a solid part of this process – the things that are encouraged, what is allowed, and vice versa – the things that are not allowed and for which sanctions are imposed.
Which employer branding ideas did you learn through trial and error? And which were inspired by the employees themselves?
One of the areas in which we continue to develop and learn through the “trial and error” method is the presentation of our company and employer brand through people – through their participation in technology forums, events, podcasts, social networks, media, and other public formats. We invest resources and efforts in supporting their skills in public speaking, presentations, hosting, and participating in podcasts and other digital and offline initiatives. As I already mentioned, we believe that people are the strongest ambassadors of our vision. Their engagement, openness, and dedication are the true value behind the brand we are building. That is why a large part of our initiatives, such as our Smart Stories (a series of publications on our social networks), are inspired by employees and tell authentic, meaningful stories that reveal the true face of Smart IT.
What qualities and skills do you expect from candidates today?
We had an interesting case a while ago. We hired a person for a very critical technical position, a person with an exceptional CV and excellent expertise and knowledge. However, it turned out that the person was not used to working in a team and any kind of communication/collaboration with other people was extremely difficult and painful for all parties. After a series of unsuccessful attempts at integration, we had to part ways with the employee – an unfavorable development for both parties.
Therefore, when we make a selection, it is important for us that the candidate has certain technical expertise and experience, but no less important are soft skills and the potential to fit into the team.
What would you recommend young professionals work on to unleash their potential – here in Bulgaria and at the global level?
What I would advise young people to do is, first of all, to identify what they like to do, so that they can truly unleash their full potential. There are different approaches to this goal – it can be on the principle of “trial and error” from a work position, or it can be through in-depth work (with learning/experimentation) in different areas. This is the most important step, finding the “North Star”, from there on it is easy – hard work, taking responsibility, continuous development, and improvement. Times are such that if a person has found what turns them on, and dedicates enough time and effort, they cannot help but be successful and satisfied.
