PEOPLE FIRST, BUSINESS FORWARD: THE ЕVOLUTION OF INGRAM MICRO BULGARIA

Lora Andreeva has over a decade of experience in Ingram Micro Bulgaria. She partners closely with business leaders to shape the people agenda, driving talent development, leadership growth, employee engagement, and organizational transformation.

How did Ingram Micro's Sofia office manage to transcend the limitations of traditional operational and customer support functions and to become one of the company's key technological and expert hubs in Europe?

When I look back at how our Sofia office has evolved, the biggest change is the nature of the work we do. Today, our teams contribute to platform operations, enterprise services, finance transformation, go-to-market initiatives, AI projects and customer experience improvements. These roles require business judgement, analytical thinking and the confidence to influence decisions, not simply execute processes.

That shift happened because we chose to invest in our people. We've seen colleagues grow from entry-level positions into subject matter experts, regional knowledge owners, consultants and leaders responsible for multiple countries. Today, specialists in Sofia don't just support the business – they help shape it.

At the same time, we've continued to invest in building a culture where people can develop their careers and feel empowered to make an impact. We move fast and set high expectations, while creating an environment built on trust and collaboration.

How did the company's policies for HR development drive this change?

As a large organization with ambitious goals, we believe our success comes from having the right talent strategy – one that combines attracting the right external talent with unlocking the potential of our own people. Talent acquisition brings in new perspectives and capabilities that strengthen our organization, while at the same time, we recognize the great potential within our colleagues and the depth of knowledge they build every day.

Employee development and internal mobility are a key part of our business strategy. That way, whether someone is stepping into their first leadership role or preparing for a broader strategic position, they have access to programs designed for that stage of their career.

We've also moved away from treating development as an annual conversation. Performance discussions between managers and employees happen on a quarterly basis, so that development becomes a part of everyday work rather than something people think about once a year.

Why did Ingram Micro Bulgaria decide to focus on the development of its employees?

Our role is to help people discover where they can create the greatest value for the company and for themselves. Developing our people is one of the most sustainable ways to grow the business.

Some colleagues become experts in highly specialized areas. Others move into leadership, take responsibility for several markets or explore entirely new functions. We value horizontal moves as much as promotions as they broaden experience and create stronger business partners.

Your entire journey as an HR professional has been with Ingram Micro Bulgaria. What did you learn about talent development and organisational transformations as a part of this company?

The biggest lesson I have learned, as a junior associate, is that people grow the most when they are surrounded by amazing colleagues, trusted leaders, and opportunities that challenge them to step beyond their current roles. I have been fortunate to learn from leaders who shared their knowledge generously and pushed me to think differently.

This experience has shaped my belief that organizations do not only develop talent by identifying potential, but by creating an environment where people can learn, contribute, and evolve. I have also changed my perspective on transformation – what once felt like uncertainty, I now see as an opportunity to grow and bring people together around a shared purpose.

How do the employees of Ingram Micro Bulgaria contribute to solving complex business problems that your corporate clients experience?

Years ago, we were mainly asked to execute processes. Today, colleagues come to our experts asking for advice, involving them in process design and relying on their expertise to solve complex business challenges. That's a very different conversation.

Many of our associates have been part of shaping and improving the ways we work, giving them the unique perspective to identify opportunities and contribute meaningful solutions that create impact beyond our organization.

It is also shaping the type of talent we attract. While we continue to invest in early-career talent, we are increasingly welcoming experienced professionals who are looking for an environment where their expertise and ideas can influence how we grow and evolve.

What role do the employees in your Bulgarian office play in the company's overall development and growth?

People often say technology transforms businesses. I believe technology creates opportunities, but it is people who turn those opportunities into results.

What impresses me most is how our colleagues think beyond the boundaries of their own teams. They challenge existing ways of working, sharing expertise, and are focused on improving the experience for customers and colleagues alike.

The evolution of our leadership team reflects that journey – we have seen managers grow from leading local teams to overseeing organizations across several countries and continents. Many of our specialists now support global regions and are recognized as trusted experts within the company.

For me, that's the strongest proof of how far we have come. We have grown from a local operational center into a trusted European technology and expertise hub. And the common thread behind that transformation has always been our people.

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