Stanton Chase Newswire May 2014

Stanton Chase Bulgaria Newsletter!
Your leadership partner, recognized for exceptional results around the globe MAY 2014
Welcome to the
third edition of
On the
following pages you can read:
Page 2-3: Consumer Products and Services
practice group
Page 4-5: Financial Services practice group
Page 6-7: Technology practice group
Page 8-9: Life Sciences & Healthcare practice group
Page 10-11: Industrial practice group
Page 12: Mission Possible event review
Page 13: Global information from AESC
Page 14: Stanton Chase Bulgaria news
Dear readers,
after some difficult years of economic crisis and stagnation, for the
first time since 2008, both in the world economy and in Bulgaria,
there are some positive signs of growth. The 2014 forecasts of
many respected institutions are expecting Bulgarian GDP to grow
grow between 1,5 and 2 %. Our observations show the need for
talents in all economic sectors has started to increase. At the
same time, although there is still high level of unemployment in
Bulgaria (above 11 %), many companies are trying to identify
the professionals with the right expertise and competencies for
all levels in their organization – the ones who have the functional
knowledge, the behavioral attitude and the drive to help use
the market potential, to achieve business goals, to serve clients
better and, last but not least, to be profitable. The importance of
technologies in terms of business processes and models and in terms
of new competencies for all functions and levels is growing all the time.
All these factors urge companies to be demanding when they attract and develop top and middle
management personnel, and to adjust their training and development programs
so as to make sure that employees have the necessary set of skills.
Herewith in this newsletter we’ve tried to summarize global and
local trends in executive search. We also asked professionals
from different sectors to share the challenges their companies
face in terms of business environment and in terms of talent
mapping and retention.
We hope and believe you will find the information useful.
Enjoy your reading!
Sincerely Yours,
Darina Peneva
www.stantonchase.com

Talented War in Consumer
Product and Services
companies
Yuliana Popova,
Research Associate
Irina Andonova,
Senior Consultant
2
Recently, consumer product and services businesses in Bulgaria are passing through some dynamic
changes, among which: continued transformations in large multinationals; acquisition of the production
operations of a major dairy manufacturer; acquisitions of the local operations of food and DIY multinational
retailers by Bulgarian businessmen; solid transformation and leadership change in the largest media group
in Bulgaria.
At the same time, professionals in the sector are willing to consider joining another employer, though not
by all means – career development opportunities remain a major driver. Employers, on the other hand, are
in constant pursuit of “high caliber” professionals – either for their immediate needs, or, sometimes, within
the largest multinationals – for filling the talent pipelines in their organizations. A general tendency we
observe is that multinational/international FMCG companies in Bulgaria, together with established local
ones, continue to look for ready-now professionals with vivid interest and strong
motivation in joining their particular organization. In some cases the
expectations towards newly acquired talents are that they
will not require extensive on-boarding efforts and will add
value“faster than the wind”.
Roles on demand
commercial managers on top and middle
management level
young engineers with experience
in leading teams and project management skills
proven experts in export operations
human resources professionals
with holistic approach and
ability to act as business partners
experts with digital
marketing background

and the opportunities to grow in the organization.
In this regard, expectations of the representatives
of the so called “Y generation” are very much related
to the opportunities for a really fast career progress.
They look for interesting dynamic roles with both
functional focus and good remuneration package.
The majority of candidates who are under 30 would
like to grow from an expert role to a middle/senior
management position within 2-3 years. At the same
time these well-educated young talents are much
more mobile within the country and are willing to
relocate to Stara Zagora so as to be where the
brewing process actually happens and the entire
supply chain can be literally observed.
According to your observations which are the
major competencies that lack on the market?
It seems that the majority of professionals on the
labor market are much more focused on developing
their functional competencies rather than their
leadership skills. In general we observe a lack of
business awareness and initiative. We invest efforts
in developing the leadership and people manage-
ment capabilities of newcomers at middle manage-
ment level, no matter whether they are internally
promoted or they come from other companies. At
Zagorka we design and deliver specially developed
leadership programs, recognized as best practices
within the Heineken world. Programs oriented to
Sales Representatives and Operators prepare high
potentials for the next level – Unit and Shift Manag-
ers. Programs for middle management positions
ensure a consistent approach in developing and
leading people and teams at Zagorka. Actually,
as a result currently there are no turnover or
retention issues to deal with in the organization.
Tendencies in the
industry, shared by …
Stanton Chase discusses
tendencies on the labor market with
Victoria Chorbadzhiyska, HR Business Partner –
Supply Chain and Finance at Heineken Zagorka
and Emil Georgiev, HR Business Partner Commerce.
What are the “must have” requirements towards
professionals who join Zagorka SA?
Functional expertise is a key requirement but our
business also demands drive, enthusiasm and
innovation, no matter whether we search for an
expert role or a managerial position. We definitely
look for open-minded people who share common
values such as courage, passion for quality, respect
for individuals, society and the planet. We welcome
professionals willing to understand how their
everyday work isrelated to the entire business
and to deliver accordingly. We strive for increasing
efficiency and fostering sales in all business functions.
Therefore we need people who could quickly
understand the business specifics and would actively
contribute to achieving our company’s results. People
who can work independently and can cooperate and
align with the other business functions.
What are the main motives of executives for
joining Zagorka SA?
The motives are complex. In general it is the
company’s image and its sustainable business results
that attract candidates. In addition, a safe job is
much more valued in the country
in comparison to the
capital where
candidatesare
attracted by
the unique
corporate
culture
Victoria Chorbadzhiyska,
HR Business Partner
Emil Georgiev,
HR Business
Partner Commerce.
3

The state of the financial services sector reflects, in
general, the economic situation in the country since
it is closely related to all other industries. In 2013
Bulgaria had a relatively stable and profitable
banking system with increasing volume of deposits.
At the same time, investors were conservative and
direct foreign investments continue to decrease. In
March 2014 the volume of deposits reported was
38, 5 billion BGN (50 % from the GDP and the
highest for the last several years) while the volume
of credits, both for corporate clients and consumers,
was decreasing. Interestingly enough, the market
share of non-banking credit institutions (providing
the so called “fast” loans) continues to grow: they
already have an exposition of app. 2 billion BGN.
Considering all the above, we observe the need for
the following essential expertise in finance institu-
tions: risk management, collection management
(both soft and hard collection), NPL management
expertise, as well as information management,
client segmentation and business intelligence,
based on advanced IT platforms.
4
Finance sector: Challenges and changes
Darina Peneva and
Elena Rusanova
As for the insurance sector, still almost 70 % of
the business is generated by motor insurance
products. More than half of the companies in the
sector (60 %) reported better financial results in
2013 compared to 2012. This seems to be related
to strong know-how and expertise in sales, busi-
ness development and agency management on
the one hand, and efficient claims management,
on the other. Overall analyses and forecasts for the
financial services sector do not promise any signs
of significant changes for 2014. Still some mergers/
acquisitions might be expected within the banking
industry. Last but not least, both banks and
non-banking credit institutions are already facing
severe legislation changes, especially in terms of
consumer loan regulations, which will affect their
business.

Tendencies in the industry, shared by …
What are the challenges today for the banks in Bulgaria?
The biggest challenge is to bring back the trust in the commercial banks after the biggest financial crises
in the word’s history. The financial crises started in USA with derivatives (called later “toxic books”).The
“toxic books” were issued in the Investment Banks, but being a very dynamic source for financing the
Commercial banks, they injured a lot the inter-banking market. It practically was closed in the years
2008-2010. For this reason the Commercial Banks (worldwide) had to finance themselves only by attract-
ing deposits and by fees and commissions. This fact brought us to a higher cost of capital for the Com-
mercial Banks (including the Banks in Bulgaria), which resulted into higher interest rates (and as whole,
higher cost) for the customers. The backward process is very slow and painful. That’s why it is a very big
professional challenge for all of us in the Commercial Banks in Bulgaria.
For what positions you are looking for most often? Are there competences you don’t find in the
potential candidates?
We are looking most often for “Tellers” and any kind of “Relationship Managers”.
The issue with the “Tellers” is their practical preparation to work with cash, to sale and to really service
customers.
The issue with “Relationship Managers” is their practical ability not only to make financial analyses, but to
be able also to target customers effectively, to analyze and find adequately their real business needs and
to offer them right product and solutions in the right moment for them, in order to become their best trust-
ed financial consultants.
Are there new roles in the industry which you don’t find people for with enough experience and
competence? If “Yes”, how do you solve this issue?
Here I would like to add the role of the “Middle Manager”. The
contemporary understanding of “management” in the majority of
Bulgarian companies has still serious gaps to be overpassed.
This is especially valid for the management of “Human Capital”.
Our efforts in EUROBANK Bulgaria AD are directed to
intensive training in the sphere of management.
The e-learning training courses of Harvard Business
School are very effective tool for solving
this issue. We trained with it already over
140 young managers and we feel the effect
of all that already!Emil Georgiev,
HR Director at
EUROBANK Bulgaria AD
5

6
Elena Rusanova,
Research Associate
2013 was a dynamic year for the ICT sector where the expansion of existing and new companies
were happening at a rapid pace. Several new software and BPO companies came on our market,
which logically led to the opening hundreds new jobs in Bulgaria. A significant trend is also the continuous
development of already present technology companies which were focused on intensive expansion of
their structures, which also led to the opening of new jobs. This trend is rather evidence that the positive
reputation of Bulgaria in the field of technology and BPO industry is justified as the attending companies
continue their growth here. As in previous years in the IT sector the biggest and most serious demand was
for programmers. This demand continues to grow and is becoming even more competitive
due to the fact the existing players are starting to import specialist from other
European countries for the open positions in Bulgaria. There was also
a demand for IT roles related to system administration, database
administration, technical support and project managers.
Last year passed under the sign of strong business growth in the
software and BPO sectors, unfortunately, it was only a trend in
those subsectors of the ICT industry that are related to export
or work with foreign markets. In other subsectors that work
for the national market in Bulgaria, including the telecom
sector was observed mainly decreasing sales,
organization restructuring and layoffs.
Bulgaria – attractive and perspective partner in the ICT
and BPO sector
Certain strong
growth was seen
in the BPO sector, where there is stiffer
competition for candidates who speak
languages of the European language groups -
especially French, German,
Scandinavian languages, est.
The competitive levels of salaries
compared with the European as well as
the proficiency in these
languages continue to influence
positively to the growth
of the sector.

What challenges are telecom companies
facing today?
I would say the economic environment in the country
in general and strong competition in our industry in
particular. At the same time our business is dynamic
and we consider challenges normal and even useful.
They help us become better in what we do so that
we offer better products and services for our clients.
As for any other leading company, for us the invest-
ment in the development of technology and society
is essential because we believe that it is our duty.
However, in times of economic challenges, this
is not an easy task.
What roles do you most often search
professionals for?
Most often these are sales professionals for the needs
of our two retail channels (Mtel and Bob shops). Our
objective is to be close to our customers and to make
it easy for them to contact us, which requires well-
trained personnel all around the country. Of course,
the development of technologies requires high level
of expertise in the area of technology. In addition to
the internal trainings we provide to our colleagues
to improve on their knowledge, specific expertise
we search from the labour market. Recently we had
a campaign for recruiting marketing talents too.
Are there any new roles in the industry you
find difficult to attract people for? If yes, how
do you solve these cases?
As a whole, the IT sector is a difficult one,
considering the continuous demand for such
professionals and their shortage on the market.
That is why we have implemented a special
program for recruiting, retaining and developing
young talents. We partner with leading universities
and various educational organizations to help
young people with their career orientation and
develop their competences.
Recently, we witness a tendency for searching for
specialists with good technical background but
also clear awareness of its business application.
Such professionals are very valuable – in our
company they play a key role of a “bridge”
between technology and the business. However,
they are hard to find, this is why a major goal of
our partnership with Bulgarian universities is to
support their development.
Miglena Ouzounova – Tzekova,
HR Director at Mobiltel
7
Tendencies in the industry, shared by …

The pharmaceutical sector in Bulgaria is among the very few ones that still enjoy market growth – 6,3 %
in 2013 with modest increase expected in 2014. Key challenges for the sector are
the constantly changing legislation, the lack of approved National Health Care
strategy, the issue with parallel export and the relatively low percentage of
reimbursement compared to some Western European countries. In
terms of middle and senior management professional expertise,
there is still evident lack of competencies for some roles. In addition,
the sector is still fairly conservative in its attitude towards experts
and managers from other industries. Ourobservations show that
Market Access Manager, Medical Scientific Liaison and Public
Affairs Manager remain among the relatively new but important
roles within Life Science and Healthcare organisations. On a
global level a main challenge for pharmaceutical companies is the
weak pipeline of new molecules which, together with compliance
and legal limitations, affects the companies’ long-term strategy for
development. Last but not least, some potential mergers and
acquisitions are widely discussed and can be expected in the
period 2014-2015.
8
Life Sciences and Healthcare –
The sector with market potential
Biliana Djambaska,
Consultant Life Science & Healthcare
We talked with Ruzha Draganova, who is Head of HR Country Group Romania and Bulgaria, about the
Life Sciences and Healthcare sector.
What are the challenges that the pharmaceutical
companies in Bulgaria face today?
The pharmaceutical industry in Bulgaria has evolved following the global trends and reaching maturity of
the market in many of its segments. In my opinion one of the biggest challenges for the pharmaceutical
companies today is to face this development and adapt business strategies andmanagement style
accordingly. There are still companies on the Bulgarian pharmaceutical market that are
tempted to apply the good, old and proven working methods and practices. This, however,
will not bring the same good results in the future. Needless to say, the compliance factor
has increasing impact on the way pharmaceutical companies are doing business nowadays.
When launching and promoting products, we need to take into consideration more factors
than we did in the past and compliance is the leading one.
Tendencies in the industry, shared by...

What are the positions that you most frequently need to recruit candidates for?
Are there any competencies that potential candidates usually lack?
All pharmaceutical companies in Bulgaria developed at a rapid pace and passed through a certain
“renewal” process in recent years. Here I mean both structure and internal processes and procedures.
Bayer, of course, does not make an exception, and this is to show that we are changing and adapting
according to the new business trends. Lately we recruited candidates for marketing and medical sales
positions, as well as medical advising and pharmacovigilance. We are looking for professionals who
would comply with our company values and match our corporate culture. In this aspect, the most
difficult candidates to find in the current pharmaceutical labor market are those who are able and daring
to challenge the status quo, contribute with innovative ideas and approach to business challenges, and
at the same time keep high level of integrity in their behavior. In our dynamic and constantly changing
business environment we look for competencies related to the way candidates deal with diversity. This
especially goes for the managerial positions where candidates should be able to align different perspec-
tives and stimulate the team to follow the diversity of thoughts.
Are there any new roles and positions in the pharmaceutical industry that you find difficult to
source candidates for in terms of competencies and experience? If yes, how do you solve
these cases?
The dynamic development in the pharmaceutical sector imposes new meaning and performance
expectations event to “old” roles and positions. In parallel with the proven standard recruitment
methods, we advertise positions internally to our employees and use largely their
networks and recommendations. We have certain cases, when a challenging
new position is foreseen and planned in advance in the organization.
Then we apply our talent pipeline and promote high potentials from
other departments in the company. When we face difficult
recruitment (in most cases in relation to executive search)
where we cannot source internally, we prefer to partner
with specialized companies that have the necessary
expertise and knowledge of the market to solve the
case with us. Stanton Chase is one of our partners
and we can proudly say that we had excellent
cooperation in the past years.
9
Ruzha Draganova -
Head of HR Country Group Romania/ Bulgaria

Bulgarian companies facing challenges in industrial sector
There are slight trends of economic recovery also visible in industrial companies in Bulgaria. Historically
and logically, companies involved in mining and metal production have high export levels, thus
supporting the local economy. However, small and medium enterprises in the
industrial sector still suffer from the global crisis and still try to find their
place both on regional markets and the global one. In terms of middle
and senior management professional expertise, all manufacturing
plants suffer from the lack of skilled and qualified professionalsfor
engineering activities, project management, quality control and
maintenance. The business environment is quite demanding
and those managers are expected to have a combination of
soft and hard skills such as: communication and leaderships
skills, technical experience, financial comprehension and very
good understandingof specific software applications. In addition,
English is a must; sometimes a
second language such as German
or French is also required. At the
same time Bulgarians with
engineering background and
knowledge of foreign languages are
actively looking for opportunities abroad.
Thus Bulgarian companies face the challenge
to attract, develop and keep their engagement.
Being part of the EU family, local manufacturers have
opportunities to penetrate other markets and they also
compete for the interest of foreign experts from the region.
Bissera Stoyanova,
Research Associate
Tendencies in the industry, shared by…
10
Dobromir Minkov,
Partner / Senior Consultant
We asked Milena Bogdanova, HR Director East Europe region at „Ideal Standard – Vidima” about the
tendencies in the industry. „Ideal Standard – Vidima” is part of Ideal Standard International, а multinational
company with headquarters in Brussels, with 3100 employees and impressive history of 70 years in Bulgaria.

11
What are the challenges to you and your team?
I would say that the main key challenge towards the HR team does not change – it’s to ensure we have employees
with the right motivation and skills to deliver results and develop leaders able to grasp opportunities and drive the
development of the company. What changes is the dynamics and the focus hence the HR programs in support of
business objectives. In production companies as ours there is high focus on productivity and overall efficiency –
hence our HR programs range from basic ones like balancing the working hours towards production load to skills
and leadership trainings and various engagement programs. What I would like to specifically point out is that it is very
important that all HR initiatives are integrated, i.e. each program or system is part of / in support with the rest targeting
the same overall outcome.
What are the positions that you most frequently need to recruit candidates for? Are there any
competencies that potential candidates usually lack useful a production company?
In the last couple of years we have maintained production capacity at the same level, however we have run substantial
organizational changes. As a big manufacturer, we primarily need people for roles in production. To ensure we have
the employees with the required skills set we have a thorough system – partnership programs with local technical
schools for jobs related with fittings manufacturing and training center in the ceramic plant in which each new
employee receives professional training on his new job. We are proud to say that we grow all our production leaders
internally, (ex. last year following and organizational change in ceramic we have promoted 17 people to become
production line managers). Of course we also need new people for the functions and the ratio is growing. Here our
summer internship program comes into play in order to source and select best talent. I would say that so far we
manage to staff the people we need. I believe that the reputation of the company as a partner and employer also
plays a role to attract good professionals.
What kind of training and development programs related to
manufacturing you have put in place?
Each year in September we develop annual training programs as part of the
annual operation planning. The progam is very detailed - covers all units
and individuals, uses the assessments from the annual performance
reviews and covers the full range of technical, organizational and soft
skills trainings. Two major programs that we are very proud of - one is
“Quality School” in ceramics which ensures all shop floor employee
pass a refresher training related to their job - changes in technology,
in processing, lessons learned (and senior production managers are
the trainers!) The other one from last year we called “Flexible
Employees” – this program provides a systematic way to learn and
practices one more profession and thus provides internal flexibility
to manage dynamics in production. For the success of such
progams it’s essential we have the business context, thus full
support of management, create efficient organization process
(the HR domain) and communicate or ‘sell’ to
participants to get their buy in.
Milena Bogdanova
HR Director, East Europe region at Ideal Standard
Tendencies in the industry, shared by…

12
Bulgarian Industry: Mission Possible
The Bulgarian Business Leaders Forum hosted the Bulgarian Industry: Mission Possible
conference on 11 April 2014 in Plovdiv with the help of Dobromir Minkov.
He was big part of the organization and contacting the local industrial
companies. Over 150 guests attended the Bulgarian Industry: Mission
Possible conference among which were top managers of Bulgarian
and international companies from Plovdiv and elsewhere, government
and municipal authorities, economic experts, diplomats.
It seems it is not just a matter of desire or promises from the
government to have actual re-industrialization; it is a matter of
business climate in Bulgaria and the regional/ global trends. The
manufacturing of products with added value is something that brings
the economy up, increases the GDP and supports foreign investments,
which are very important for the growth of every economy. That is why each
government is trying to attract foreign investors. Furthermore, each plant has
some local suppliers, subcontractors and use of local services, which makes the so
called business eco-system.
Last, but not least, all big plants in Bulgaria have programs for training and development of their
personnel, because they have found that local education is not flexible and applicable for their
needs. Some of them have joint programs with local universities as well. There are talented
young Bulgarians,but the government and local businesses should find a way to
attract them to stay in Bulgaria by giving them a chance and vision
for the development and growth of the country. Most of
the participants seemed to expect sustainability
of the government policy, as well as better
administrative support by changing
some local labour regulations.
Source picture: BBLF page
All the above is well known to local and central
authorities, but further actions are still strongly
desirable.
Bulgarian business environment has a few
advantages that are good prerequisites for
further foreign investments in the industrial
sector, but they are not enough in a very
competitive global situation, where each
economy is a kind of a corporation that
tries to attract the most promising and
big investors world-wide.
The
strengths of Bulgaria:
EU membership, flat 10 %
corporate income tax,
good geographical position –
at a crossroads between East and West,
Europe and Asia/ Middle East Africa,
the lowest wages in EU
(it’s both an advantage
and a disadvantage ).
The weak points:
political instability and lack
of sustainability in the government’s
decisions; lack of strategic views and
agreement about local priorities;
high corruption rate/ low level
of transparency; negative birth rate,
low productivity and efficiency
related to Central and
Western Europe.
According to the
National Statistical Institute,
there are around 300’000 active
companies in Bulgaria - industrial ones
take up about 8%. Industrial companies
with more than 250 employees are
less than 700; their GDP is about 7-8 billions,
which is 38% of the total GDP of the country; they
employ half a million employees, which is
about 25% of the whole working population
(total number of working population
is about 5 million in total,
between the age
of 16 and 64).

Source: Global Outlook Report by the Association of Executive Search Consultants
The 2014 Executive Search Industry Global Outlook Report by the Association of Executive Search Consultants (AESC, shows
that retained search consultants feel more optimistic than they have since 2011. The report was conducted in December 2013
and received 169 responses from AESC members worldwide, including 43% from the Americas, 34% from EMEA and 23% from
Asia Pacific.
According to the 2014 Report , almost two-thirds (64%) of respondents feel positive about the industry for the first six months of
2014, compared to 29% this time last year and 35% in July 2013. One third of respondents (33%) have a neutral outlook for the
first half of 2014, meaning that only 3% do not feel positive about the next six months – the lowest percentage of negative
responses since the AESC started surveying members’ outlook in 2008.
This confidence is likely to affect
retained search firms’ hiring plans,
as more respondents said they
plan to hire more consultants (39%)
and researchers (24%) than
to maintain the same
number of consultants (20%)
and researchers (12%).
Worldwide the top three regions that are expected to experience
thegreatest talent shortage are China, Brazil and Africa, while the USA crept up from seventh to fourth. The functions that are
expected to see the greatest shortage of talent are General Management/ CEO/COO, Business Development and Board of
Directors.
China, Brazil and Africa are expected to see the greatest shortage of talent during the first half of 2014, which is consistent with
the findings of the last two outlook reports.
Similarly, the general management / CEO/ COO, business
development, and board of directors’ roles have all been
considered as the functions with the greatest shortages of
talent for the last two outlook reports.
37%
22%
19% 19%
17% 16% 15%
13% 13% 12%
10%
9%
7%
4% 4%
C
hina
Brazil
Africa
U
SA
M
iddle
East
C
entraland
Eastern
EuropeSoutheastAsia
India
RussiaLatin
Am
erica
C
ontinentalEurope
Australia/N
ew
Zealand
U
K
C
anada
Japan
Which of the following markets do you think will see the
greatest shortage of talent in the first half of 2014?
49%
32%
29% 28%
24%
17%
15% 13% 12% 11% 10%
8% 7%
1%
G
eneralm
anagem
ent/C
EO
/C
O
O
Business
D
evelopm
ent
Engineering
Inform
ation
Technology/C
IO
/C
TO
Finance
and
Accounting/C
FO
Sales
and
M
arketing/Public
Relations
Legal/Risk/C
om
pliance
Research
and
D
evelopm
ent
Logistics
M
anufacturing/Production
H
um
an
Resources
ProductD
evelopm
ent
Training
and
Education
Board
ofD
irectors
Which of the following functions do you think will see the
greatest shortage of talent in the first half of 2014?
13
Senior Executive Talent Shortage expectations from AESC

14
Stanton Chase
Sofia celebrates
We are happy to share with you that we had our 8th birthday on 20th February this year.
For our eighth anniversary we are glad to say that we have earned the respect of leading Bulgarian and
multinational companies and we already have longstanding partnerships with some of them. Quite a few
candidates, identified by Stanton Chase team have received a promotion in the country and abroad.
Our team of consultants and researchers is a successful
combination of professionals who have considerable
experience and knowledge of the industries they specialize
in and experience in the recruiting business, and last but
not least – have strong network of contacts with key
professionals.
We would like to thank you for being our partners and friends
through the years.
We are proud of our young and ambitious team who is “growing up” and becoming more experienced
with each project.
In recognition of our team work …
Through the years Stanton Chase Bulgaria has hundreds successfully finished projects.
We are proud to present last year’s champions.
The award for billing champion given for highest revenue for 2013 went to Industrial
Team Dobromir Minkov and Bissera Stoyanova.
For second year in a roll the technology team celebrated highest
rate of client satisfaction - Team Darina Peneva and Elena Rusanova.
Placement Rate Champion for 2013 is Biliana Djambaska.
Recognition of our hard work was the fact Stanton Chase Bulgaria
was ranked among top performing offices in terms of increase in
revenues along with our colleagues in Finland, Johannesburg,
Athens, Milan, London and Auckland.
Bissera and Dobromir receiving award certiﬁcate by
Darina Peneva and Harris Pezoulas.
8anniversary
th

Stanton Chase Newswire May 2014

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