After a number of profitable years as chief working officer for BILLA Slovakia, Albena Georgieva was proud to return to her native nation to take up the highest position as chief govt of BILLA Bulgaria, she tells Rose Costello. This text first appeared in Subject 4, 2026, of European Grocery store Journal.
As spring arrives and the flowers start to bloom, Bulgarians sit up for what often is the nation’s hottest vacation: Velikden aka Easter.
As soon as a communist state, the nation by no means really misplaced its spiritual traditions. Households get collectively for lavish meals, kids paint eggs and a vacation environment prevails.
Outlets keep open at this busy time – apart from BILLA Bulgaria. Your entire firm was closed on 12 April, Easter Sunday below the Japanese Orthodox calendar, for the primary time in 25 years.
“For us, this was a daring and, in a approach, radical determination, whereas in lots of different European international locations, it’s customary apply,” says Albena Georgieva, BILLA Bulgaria’s chief govt since September 2025.
Georgieva is satisfied it’ll haven’t any damaging influence on the enterprise, however may have a powerful, optimistic impact on the employees. “What resonated most with the workforce was the clear message behind this step – that we’re placing individuals on the centre of all the pieces we do,” she says.
“On the similar time, we’re actively advancing the digitalisation of our shops and processes, not solely to organize the enterprise for the long run, but additionally to make on a regular basis work simpler and extra environment friendly for our individuals. Our ambition now could be to construct on this method, all the time balancing enterprise wants with long-term engagement and well-being.”
Balancing enterprise wants is one thing Georgieva is aware of all about. Though she has been on this position lower than a 12 months, she has held quite a lot of key positions over the previous 17 years at BILLA, which is owned by the German REWE Group.
Beginning Out
Georgieva started her BILLA Bulgaria profession in 2009 as head of buying for contemporary produce. After working in class administration, she was made operations director in 2014.
The next 12 months, she was despatched to Slovakia as chief working officer to streamline native operations. In 2019, she returned to Bulgaria in the identical position.
Then, in 2022, she was again in Slovakia once more to steer it by means of the post-pandemic inflation disaster. Taking over the position of chief govt permits her to construct on the journey she began with BILLA years in the past.
“We have been pioneers in lots of areas on the native market, and now I’ve the possibility to additional develop and totally unlock the potential of these concepts,” says Georgieva, who has a grasp’s diploma in worldwide financial relations from the College of Economics, Varna.
“It’s extremely inspiring to return with broader worldwide expertise and apply it regionally – to strengthen the enterprise, drive innovation, and proceed shaping the market along with our workforce.”
BILLA Bulgaria is the third-biggest grocery chain within the nation with income of about 1.2-1.5 billion Bulgarian lev (€600-750 million), up 6.3%. The nation joined the euro in January 2026.
“Bulgaria is a contemporary European nation and deserves its place within the eurozone, so this was an necessary milestone for all of us,” she says.
“From a enterprise perspective, we’ve got not seen any important change in general client behaviour instantly linked to the transition. What we do see, nonetheless, is a continued enhance in worth sensitivity, which has been shaping purchasing patterns over the previous few years.
“That is mirrored, for instance, within the rising curiosity in private-label merchandise, which is why they’re and can proceed to be a key focus for us.”
There was a slight decline in classes usually related to impulse or ‘enjoyable’ purchases, corresponding to sweets, snacks and drinks, however the client basket has remained secure general.
“Persons are not shopping for much less of their on a regular basis necessities; as an alternative, they’re turning into extra conscious and deliberate in how they spend.”
Her Path
Georgieva’s retail journey began lengthy earlier than BILLA. Recent out of school within the Nineteen Nineties, she ran her personal enterprise of a number of small retail shops.
“This taught me invaluable classes in self-discipline, duty, and time administration, however as effectively for assortment selection,” she says.
“After that, I had the chance to achieve expertise in customer support and small enterprise growth programmes at Bulgaria’s first worldwide retail chain – Metro Money & Carry, the place I discovered that retail was the suitable path for me.”
Early on, she realised that working with individuals requires a stage of nuance and care that goes past any formal {qualifications}.
“Retail, specifically, is a peopledriven enterprise, the place understanding prospects, motivating groups, and constructing belief are important abilities,” she says.
“I’d completely encourage others to think about a path in retail.
“It offers you the chance to show your self, discover totally different roles, and develop primarily based by yourself initiative and efficiency, typically sooner than in lots of different industries.”
Over the previous three many years, Bulgaria has undergone a metamorphosis, based on the World Financial institution.
It has moved from a ‘extremely centralised, deliberate economic system to an open, market-based, high-income economic system securely anchored within the European Union’.
Although GDP is rising by greater than 2% a 12 months, it’s nonetheless one of many poorest international locations within the EU and has been affected by inflation charges above 6%.
Anti-government protests noticed Bulgarians take to the streets late final 12 months. “Taking up throughout a turbulent interval was about protecting the enterprise regular, absorbing the strain with out passing it on to the workforce or to the shoppers,” says Georgieva.
“That additionally meant managing worth strain whereas preserving shoppers’ belief.
“Our method was to work intently with suppliers to make sure that any worth modifications have been justified. Typically we’ve got discussions, even on the highest ranges, through which we attempt to attain a typical understanding and share a way of duty towards shoppers. As a result of I consider that the position of retail chains is to function a pillar supporting all the economic system throughout tense conditions, such because the introduction of a brand new foreign money or different modifications that trigger anxiousness in society.”
Now the primary challenges are round value volatility and rising worth sensitivity. “Value sensitivity is clearly shaping client behaviour, and we see that very distinctly throughout classes. Demand is rising strongly in contemporary meals and staples – meat, dairy, bread, primary groceries – whereas non-essential classes are stagnating. This tells us that prospects are prioritising feeding their households correctly and making extra deliberate selections.”
Non-public labels account for greater than 23% of gross sales, with its low cost own-brand Intelligent contributing about 3% and BILLA manufacturers about 12%.
“That’s why we’re increasing Intelligent into as many classes as potential, specializing in merchandise individuals genuinely want, not on synthetic promotions that don’t mirror actual purchasing behaviour,” she says.
BILLA goals to succeed in a 25% private-label share by the tip of this 12 months and 30% by 2030, combining robust partnerships with native producers and thoroughly chosen imports.
The purpose is to develop Intelligent’s share to three.5% of complete turnover and increase the portfolio by about 15%.
“We see a broader way of life shift: individuals are spending extra time at residence, cooking, and gathering with household and pals. Our personal labels are designed to assist precisely that [with] on a regular basis, trusted merchandise that match naturally into shoppers’ lives. On this sense, they’re turning into much less about ‘low-cost alternate options’ and extra about sensible, assured selections.”
Extra Shops
Together with the economic system, BILLA is rising. It plans to totally modernise 15 shops and to open about ten new ones every year. The goal is to have 200 shops by 2028, up from 173 shops, by increasing and opening in smaller cities.
“In massive cities, the primary problem is discovering appropriate plots, as out there land is basically allotted to residential development, which drives costs up and requires very cautious funding choices. Regardless of this, massive shops stay important for us – they carry out strongly in instances of inflation or uncertainty, providing prospects full assortment, parking and comfort.”
In smaller cities, proximity turns into much more significant. By getting into these markets, typically by means of retail parks or well-positioned standalone shops, BILLA introduces a full grocery store supply to prospects who beforehand had restricted alternative.
“Getting into these cities with a balanced assortment and powerful personal labels, we deliver extra worth readability and stability,” she says.
On the similar time, it’s dedicated to sustainable progress and is concentrating on 30% decrease emissions by 2030 in comparison with 2019 ranges, in keeping with REWE Group’s general targets.
“All the things we do is measurable and targeted on individuals,” she says. “Driving larger buyer satisfaction whereas additionally guaranteeing robust worker satisfaction, as each are key to delivering constant high quality daily. In the end, our enterprise is just not pushed by one-off, state-of-the-art tasks, however by regular, secure progress and steady enchancment over time.”
With regards to freshness and logistics, scale and planning are essential. Final 12 months, BILLA opened a 3rd distribution warehouse, strategically situated within the centre of the nation, at a value of about €31 million.
“It considerably strengthens our potential to serve each massive cities and extra distant areas with frequent deliveries. We’re very proud that the ability was designed to fulfill the best sustainability requirements and has achieved a BREEAM Excellent certification.”
Recruitment Challenges
Getting employees is usually a problem, nonetheless. Retail is turning into much less enticing to some, because it requires intensive on-the-ground work, fixed interplay with prospects and working in a high-pressure atmosphere, Georgieva factors out.
So BILLA has recruited from overseas. “Our workforce construction additionally explains why we more and more look past the native market – 73% of our staff are girls and we’ve got colleagues throughout all age teams, together with extra skilled generations,” she says.
“In areas corresponding to logistics, the place the work typically requires important bodily power and totally different workforce dynamics, this makes it obligatory to enrich our groups with colleagues from international international locations corresponding to Nepal and Uzbekistan.
“One optimistic lesson from this expertise is how easily the mixing has gone. Bulgarians are usually a tolerant and welcoming nation, which helps international staff adapt extra shortly and really feel a part of the workforce.”
Automation
New applied sciences are serving to to ease the workload of retailer groups, primarily by optimising inside processes, bettering stock administration and lowering administrative duties, she provides.
All shops now have digital shelf labels and half have selfcheckout, with plans to increase that. “This enables our staff to focus extra on the client and on the standard of service,” she says.
“Any change takes time and requires cautious implementation and testing. That’s why we take a realistic method, adopting options the place they clearly ship effectivity and added worth.”
Georgieva’s background in buying and class administration nonetheless shapes the way in which she thinks and works right now. “You possibly can go away a sure place, however it’ll by no means really go away you,” she says.
“Recent assortment, specifically, is an actual ardour of mine, particularly fruit and greens, meat, and bakery, that are true vacation spot classes and a key purpose why prospects select to return again.”
One other key in constructing loyalty is personal label. “I strongly consider within the energy of personal labels, not solely as a driver of worth, however as a solution to construct belief and long-term credibility,” she says.
“Typically I can’t assist however dive into the main points. Whether or not it’s analyzing each single product on the shelf, staying intently attuned to the newest tendencies, and even reviewing advertising and marketing visuals for a marketing campaign, I discover myself wanting to make sure all the pieces is as related and genuine as potential.”
“After all, as CEO, it’s necessary to belief the groups and provides them the area to steer. However that curiosity and a focus to element stay an enormous a part of who I’m. And, I consider, an asset to the enterprise.”
On The Ladder
Ladies seeking to comply with Georgieva up the company ladder don’t want to alter who they’re. “My recommendation can be to first problem a very fashionable however deceptive narrative: that ladies have to ‘change into extra like males’ to outlive and develop on the company ladder,” she says.
“That merely isn’t true. What really drives robust management right now are qualities typically related to girls: empathy, emotional intelligence, the power to hear, to mentor and to stay resilient in advanced environments. Retail, and particularly grocery, is a individuals enterprise. Success relies on understanding prospects, motivating groups and making balanced choices below strain. These are areas the place empathy and emotional intelligence should not weaknesses, however are actual aggressive benefits.”
Selecting the best employer additionally issues. “Search for corporations with a tradition that genuinely helps growth, and inside progress – not simply in phrases, however in actions,” she says.
“At BILLA Bulgaria, greater than 50% of managerial roles are held by girls, which proves that when the atmosphere is supportive and benefit primarily based, girls don’t have to adapt to a stereotype – they’ll succeed by being themselves.”
Strolling Round
Taking time to go to the shops is essential. “For me, it’s crucial to be near individuals, together with bodily: to be current within the shops throughout the nation, to speak brazenly with groups and companions, to hear, and to actually perceive their day by day challenges,” she says.
“I consider in being clear and trustworthy about challenges, as a result of it builds belief and reveals that you’re human. On the similar time, a pacesetter should give individuals confidence – confidence that they’re supported, that they’re heard, and that they’ll depend on you, particularly in difficult moments. I additionally see management as the power to encourage new concepts and convey innovation into the organisation – creating an atmosphere the place individuals really feel assured to assume otherwise and contribute to alter.”
Bulgarian Character
Georgieva is eager to maintain constructing her ardour, but additionally her endurance. “Ardour drives momentum and evokes individuals, whereas endurance helps create area for groups to develop, for concepts to mature, and for change to be sustainable,” she says.
“As a real Bulgarian, feelings are a part of my nature, however regardless of that, years in retail have taught me tips on how to make calm, effectively‑grounded choices, even in difficult conditions, whereas protecting the lengthy‑time period route of the enterprise clear. I additionally consider in staying dedicated—to my rules, my beliefs, and most significantly, to my groups.”
Bulgarians are, by nature, fighters and deeply resilient. “By very troublesome historic durations, when our nation wasn’t even current on the map, we managed to protect our id, tradition, language, and traditions. That collective resilience shapes who you might be.”
Rising up near nature, in small cities and villages, taught her some invaluable classes: respect for onerous work, endurance for the outcomes, and to remain grounded regardless of how far you go professionally.
“On the similar time, my household performed a key position in grounding me in values like honesty, respect and dedication to work and other people – qualities I later recognised as a part of the tradition at REWE.
“Returning to Bulgaria for the CEO position feels really rewarding and significant for me, each personally and professionally,” she says. “On a private stage, I’m very completely happy to be again residence, near my household and roots, which provides me a powerful sense of stability and motivation.”
All of that has influenced how she approaches challenges. “It has given me resilience below strain, appreciation for individuals and energy, and the assumption that limitations initially don’t outline the place you possibly can find yourself.”
Progress, each private {and professional}, is all the time intently linked to the atmosphere round you, she provides.
“Retail, specifically, is a mirrored image of society. As individuals’s habits, expectations, and tradition evolve, the enterprise should evolve with them: constantly adapting, studying and staying related,” she says.
“For me, the secret is to remain grounded, be curious, open to alter and dedicated to long-term growth for the enterprise and for the individuals inside it.”
