Success is a process: A conversation with eng. Ventsislav Krastev, COO at VIG

Eng. Ventsislav Krastev stands behind the architecture of processes at VIG, the person who connects vision to execution. With experience built across the entire chain, from the construction site to strategic decision-making, Krastev turns big goals into daily discipline, a clear rhythm, and accountability. 

In this conversation, we talk about the role beyond the title, about team synergy as a competitive advantage, and about the high standard that sustains long-term growth.

How would you describe your role as Chief Operating Officer at VIG - what stands behind this position beyond the title?

For me, the COO role is not just about coordinating processes; it’s about creating an environment where every unit at VIG works as part of a single whole. I see myself as the link between strategy and execution, the person who translates the vision into concrete actions and ensures they happen with the necessary discipline and attention to detail.

You’ve gone the full path from assistant site manager to strategic leader. How does this experience help you run VIG’s entire operations engine today?

I literally started on the construction site and went through every stage of the process. That gives me a major advantage. I know what stands behind every number in the budget, every line in the drawings, and every item on the schedule. I can speak the language of designers, investors, supervisors, and builders because I’ve been in their place. That’s invaluable when you have to make decisions that affect the entire business.

In your role you have visibility across all processes - design, construction, investments, property management. How do you coordinate such a complex structure?

The key is clear processes, procedures, and trust. We build structures and automations that reduce chaos and errors. Even more important, we have people who trust one another. When everyone knows their role and can rely on the rest, complexity becomes manageable.

Which principles from your international experience do you apply most today to take VIG to the next level?

My work in the Czech Republic taught me discipline and system thinking. I saw how a company can function like clockwork when processes are clear and people are trained. I brought that philosophy to VIG. I believe in order, automation, and constant knowledge exchange.

You often say progress comes through teamwork. As COO, how do you create synergy between the company’s different teams and divisions?

I listen. First you have to hear people to understand what they need. Then you set a shared goal and a clear structure. I believe in open communication - when designers, engineers, lawyers, and finance sit at the same table, the best ideas happen.

Process automation and order are your passion. Where do you see the greatest potential for innovation in Bulgaria’s construction and investment sectors?

In digitalization and sustainable construction. We have a chance to leapfrog some old models and implement technologies that make processes faster and more transparent - from BIM modeling to automated control and management systems. I also believe the future lies in sustainable solutions, not just because of regulations, but because people are already seeking a higher-quality, healthier way of living.

What are the biggest operational challenges for VIG today, and how do you turn them into opportunities?

The biggest challenge is the market’s pace.  Everything evolves very quickly. The solution is to be flexible and think strategically. Every problem carries an opportunity for improvement. We treat difficulties as a signal that we need to optimize or adapt faster.

Your impact goes well beyond construction projects - you actively mentor young professionals. How does this mission fit your role as COO?

There’s no point in building a business if you’re not building people. Working with students and young colleagues is a way to give back what I’ve received. And it’s a strategic investment. Today’s interns are tomorrow’s leaders of the company.

Which values would you never compromise when managing processes at this scale?

Honesty and professionalism. We might make mistakes, we might be late, but we cannot afford to work without transparency and respect for the client and our partners.

What is your personal vision for VIG’s future - what footprint should the company leave on the market and in people’s lives?

I want VIG to be an example of how business and ethics can go together. To show that you can deliver profitable projects that also create value for people and the environment. If we manage to leave behind more beautiful and more sustainable cities, it means we’ve done our job.

The eurozone is at the doorstep. How do you view its impact on the market and on VIG’s operations?

I expect market stabilization and a steady growth pace. The eurozone brings predictability - currency risk decreases, the cost of capital becomes more orderly, and international interest in quality projects intensifies. 

For us, this translates into even higher standards for processes, timelines, and accountability, which we see as an advantage. When the framework is clear, discipline and preparation deliver results. Our task is simple: to be orderly, transparent, and fast, so we can turn interest into real, long-term value.