Daticum Leadership

Short Bio of Georgi Tsekov, CEO of Daticum

Georgi Tsekov started working at Daticum in 2012. In his role as Commercial Director, Georgi successfully led the company through the challenging times of the so-called Decade of Change. To mention just a few: the economic recovery after the global crisis of 2008-2010, the boom in cloud services and end-to-end business migration to the cloud, data migration, and IT infrastructure solutions.

In 2019, the COVID-19 pandemic further accelerated the overall digitalization in many industries and the fast adoption of new business models imposed by the transition to a digital economy. The post-pandemic realities require businesses to rapidly deploy cloud services and infrastructure, remote and hybrid work models, a flexible approach to human resource management, and many more business and process innovations.

Georgi shares a positive and proactive attitude, no matter how good or challenging the business environment has been, because “Fortune favours the brave,” and the right moment will never come if you only wait for a better one.

As Daticum is one of the best-performing companies in Sirma Group Holding, Georgi Tsekov has been promoted to CEO in 2022. We asked him to share his vision and experience and reveal to us what is the secret to the successful management of his team and the company.

This year marks the 10th anniversary of your successful career in Daticum. Please share with us what challenges you and your team have faced during this decade.

So many things have happened in 10 years it won’t be easy to pick out just a few. We have had many successful moments; of course, we sometimes met the downside of our business, namely lost deals or prospective customers. Overall, we have built a solid relationship between ourselves as a team and our customers. Many of them have been with us for about ten years, which is an excellent indicator of our work and company.

What from your previous experience helped you to succeed in Daticum?

I can strike a balance between different tasks and have the courage to decide promptly when the situation requires it to happen. I am not afraid to bear the burden of responsibility.

What was your role in achieving the company’s overall goals?

As Commercial Director, I would say that my contribution was quite significant to achieving the bottom-line results. However, nothing is possible if the whole team and company do not work as a perfectly oiled engine, with a common attitude to achieve the set results and constantly seek growth. In this regard, each of us, the employees of Daticum, played an instrumental role in being one of the most successful companies in the holding.

Where do you see the company moving in five years?

Daticum strives to position itself as a leader among cloud service providers. Therefore, in 2021, we decided to expand our product portfolio with Platform as a Service (PaaS) in addition to IaaS. The main goal is to provide tools for developing applications or services based on essential infrastructure services. So, our goal is to raise the quality of our services and make Daticum the most recognizable brand in Bulgaria and the region, establishing the company as the finest and most reliable cloud services provider.

What is going to change in terms of technology trends?

Cloud and cloud services will continue to be a top priority in businesses’ strategic agendas and the management of their IT assets. The pandemic has accelerated this trend for large companies which have not been so affected by the crisis. For this reason, some of them did not consider cloud migration as business-critical, especially for those activities that had received little attention before. As the economic crisis subsides, which we all hope will happen soon, such companies will also look for cloud services and acknowledge them as a necessity rather than an exotic, costly external service.

Describe your leadership style

Both my career and experience have helped me to develop and stick with a democratic yet results-oriented approach. I prefer to encourage colleagues to participate actively in brainstorming sessions and generate new proposals, as well as to have the opportunity to fully manage a project or process without micromanagement or interference with their daily tasks.

At Daticum, we have a successful team because we respect the individual. People feel valued when they find understanding and respect and receive fair treatment. Every voice is heard, and their ideas find recognition. And then, although the financial part is essential, it is no longer paramount. The stimulating work environment, appreciation, and recognition keep our people on the team because you work with friends and like-minded people.

How do you motivate people to go the extra mile?

I try not to put them in a predefined behaviour and working pattern framework. A good manager should empower the employees by giving them the freedom to show what they can do and to demonstrate their positive qualities in the work process. However, each employee has a different personality and different positive traits. My attitude is to judge people after they perform the task because I see our team utilizing the best qualities of the team members to deliver the best output.

How important are the enthusiasm and loyalty of employees for the organization’s success?

Both are vital factors for a company if it strives to grow and move forward— enthusiastic employees with the desire to contribute to better work and excellent company performance. Here we are not only talking about good pay but also an overall acknowledgement of the efforts made by each employee. The company can also show its loyalty and appreciation of the well-done work.

What keeps employees happy, in your opinion?

The definition of happiness varies between people. Generally speaking, people feel happy when they are valued, not only as employees and professionals but also as individuals.

The ability to put passion into work but not overdo it gives the sensation that you have achieved a work-life balance. My advice to colleagues is not to waste energy on overanalyzing and getting frustrated over things that have already happened. Instead, they should focus on solving the problem, minimizing the damage, and, if there is an opportunity, taking it a step further by seeking an out-of-the-box solution.

Are any efforts being put forward to increase employee collaboration between the other companies within the Sirma Group?

We support synergy at work and strive to join forces to achieve the best solution or service for the client. Every time we see an opportunity, we try to work together and collaborate with the other companies in the holding when a particular case or project makes this possible.