BORISLAV BORISOV: TECHNOLOGY CREATES POSSIBILITIES. LEADERSHIP CREATES RESULTS

As General Manager of Inetum Bulgaria, Borislav Borisov leads the Group's largest ServiceNow business and one of its most strategically important operations. Part of Inetum, a European leader in digital services with 26,000 consultants and specialists across 19 countries, the Bulgarian team has helped build one of Europe's fastest-growing ServiceNow practices and recently contributed to a business recognized as an ISG "Rising Star."

Combining local proximity with international scale, Inetum Bulgaria helps clients across financial services, manufacturing, telecommunications, retail, and the public sector modernize operations, embrace AI, and accelerate digital transformation.

For Borisov, successful transformation is never just about technology. It is about people, leadership, and creating lasting value. He is also a strong believer in giving back to the community, encouraging teams to contribute beyond the workplace and leading by example through hands-on involvement in local initiatives. In a business environment defined by constant change, he believes the organizations that thrive will be those that combine innovation with good judgment, ambition with responsibility, and business success with a positive impact on society.

Inetum's Bulgaria office has the largest ServiceNow practice in the entire Group. How do you balance local autonomy with following the Group's global standards?

Global standards and local autonomy are not opposites – they strengthen each other.

Inetum gives us a clear strategic direction, proven expertise, and the scale of a European leader. At the same time, our teams in Bulgaria have the freedom to innovate, respond quickly, and stay close to our clients.

"Technology creates possibilities. Leadership creates results."

That balance has been essential to our growth. We are not simply implementing a global strategy locally; we are contributing to it. As our ServiceNow practice has grown, so has our influence within the Group.

The strongest organizations do not choose between consistency and agility. They learn how to achieve both.

How did you manage to build a team and competencies that allowed the Bulgarian office to become a strategic ServiceNow practice within Inetum?

One misconception about smaller markets is that they can only provide capacity. We never saw Bulgaria that way.

From the beginning, our ambition was to build a Center of Excellence, not simply a delivery center. That meant investing in technical excellence, consulting capabilities, leadership development, and a culture that encourages ownership and initiative.

Bulgaria has exceptional technology talent. The real challenge is creating an environment where talented people can grow, contribute, and build long-term careers.

Talent creates potential. Culture turns that potential into results.

Can you single out three ways in which Inetum Bulgaria makes the Group stronger, more competitive, and more responsive to a changing environment?

First, we bring deep ServiceNow expertise at scale. As part of Inetum's long-standing Elite Partner relationship with ServiceNow, we combine strategic platform expertise with the ability to deliver transformation across industries and markets. Backed by more than 450 certified consultants and over 800 certifications across Europe, we help organizations accelerate transformation and achieve measurable outcomes.

Second, we contribute to innovation. As part of Inetum's ServiceNow practice, we help drive initiatives such as the Agentic AI Center of Excellence, helping clients move from automation to intelligent operations.

Third, we bring proximity. We work closely with clients, combining local relationships with European delivery strength and specialist expertise across industries.

In today's market, expertise is becoming easier to find. Good judgment is not.

Our value is not only knowing the platform. It is knowing how to turn technology into business impact.

"Talent creates potential. Culture turns that potential into results."

How do you manage to retain the talent without which Inetum Bulgaria would not be the same organization?

Talented people rarely leave because of technology. They leave when they stop learning or stop seeing a future.

That is why we invest heavily in professional development, international project experience, certifications, and leadership opportunities. We want people to feel they are building careers here, not simply filling roles.

Just as importantly, we work hard to create a culture where people feel trusted, respected, and empowered.

Technology evolves quickly. Human motivation changes much more slowly.

People do their best work when they feel both challenged and supported.

"Our value is not only knowing the platform. It is knowing how to turn technology into business impact."

Which shifts among your clients have you felt most acutely over the past year, now that artificial intelligence has stopped being an experiment and become an operational necessity?

The conversation has shifted from "Why AI?" to "How quickly can we create value from AI?"

Many organizations do not have an AI problem. They have a decision-making problem, a process problem, or a data problem. AI simply makes those issues more visible.

Clients are looking for measurable outcomes: greater productivity, faster decision-making, improved customer experiences, and stronger operational resilience.

At Inetum, we believe AI adoption starts at home. Today, 97% of our Advanced AI licenses are active, 70% of users engage with them frequently, and more than 1,500 AI agents are helping drive efficiency gains of at least 30%. That experience gives us practical insight into what successful AI adoption really looks like.

AI is no longer only a technology challenge. It is a leadership challenge.

Inetum Bulgaria recently became a SAP PE SELL Partner as well. How do you decide when it is the right moment to expand into a new direction?

Expansion should never be driven by fashion. It should be driven by customer need.

Organizations increasingly want integrated transformation rather than isolated technology projects. They need business applications, data, workflows, automation, and AI to work together seamlessly.

SAP complements our strengths in ServiceNow, Microsoft technologies, and digital transformation. It allows us to support clients more holistically and help solve broader business challenges.

Growth only makes sense when it helps clients move further, faster, and with greater confidence.

Which technological change are you most looking forward to?

I am excited about AI agents and autonomous systems, but not because they are the technology trend of the moment.

What interests me most is the opportunity to remove friction from work. Too much time is still spent searching for information, navigating processes, and waiting for decisions. The real opportunity is not to replace people, but to augment human expertise and allow employees to focus on judgment, creativity, and innovation.

We are already seeing this shift within Inetum as AI becomes embedded in the way we work, learn, and deliver value to clients. At Inetum, we believe technology should deliver tangible impact at scale while remaining autonomous, responsible, and well governed.

The future belongs not to organizations with the most technology, but to those that use technology most intelligently.

"AI is no longer only a technology challenge. It is a leadership challenge."

Who has been your personal model of leadership – someone whose management style you consciously borrowed from rather than absorbed by accident?

There is no single individual.

Throughout my career, I have learned from leaders with very different strengths, perspectives, and experiences.

The people who influenced me most were those who remained calm during uncertainty and gave others confidence when circumstances were difficult. They combined ambition with humility and achieved results without losing sight of people.

Early in my career, I thought leadership was about having the right answers. Experience taught me it is often about asking the right questions.

I also believe leadership comes with a responsibility to contribute beyond the workplace. Giving back to the community is something I care deeply about and actively encourage across our teams. Whether through volunteering, mentoring, or supporting local initiatives, I believe businesses have an important role to play in creating positive impact to the society.

Leadership is not about being the smartest person in the room. It is about creating trust, clarity, momentum, and leaving things better than you found them.

"The future belongs not to organizations with the most technology, but to those that use technology most intelligently."

What advantage does your engineering background give you as a leader now that you are in a management role at the company?

Engineering teaches you how to understand complexity, solve problems systematically, and focus on practical outcomes.

Those skills remain valuable in leadership, but leadership requires a broader perspective. You need to understand clients, markets, business priorities, and people – not only technology.

My engineering background helps me understand how things work. Leadership requires me to understand why they matter.

Today, the most successful organizations are those that can transform innovation into measurable business value.

Engineering taught me to ask, "How does this work?" Leadership taught me to ask, "What value does this create?"

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