15.07.2024
Behind every successful software delivery is a resilient, well-aligned team. At TINQIN, we believe that engineering culture is a strategic asset, not just a side effect of growth. Over the past five years, we’ve doubled our team size, expanded into multiple markets, and scaled dozens of cross-functional delivery teams—while maintaining focus on clarity, trust, and performance.
We spoke with Ekaterina Dimova, TINQIN’s HR Director, to understand the people strategy behind our delivery engine. With over 20 years of experience in talent strategy, she has been instrumental in building the mechanisms that power our culture of engineering excellence.
“In a growing organization, success depends on more than talent—it depends on structure,” says Dimova. “We’ve focused on balancing autonomy with alignment: empowering teams, while maintaining shared goals and accountability.”
TINQIN has embraced the hybrid model fully, offering location flexibility without compromising team cohesion. Employees can work from anywhere in Bulgaria or from our offices in Sofia and Varna. We’ve built robust onboarding, communication, and performance systems to ensure distributed teams remain aligned and connected.
What keeps engineers and product talent at TINQIN? According to Dimova, it’s not the standard perks that most IT employers offer out of the box. It’s clarity of purpose, relevance of work, and room to grow.
“IT professionals today are looking for more than a 9-to-5 job in a cubicle somewhere in big tech. They want to do meaningful work, on modern technology, with people they respect.”
TINQIN’s onboarding experience focuses on immersion into the product vision and architecture, not just paperwork. When candidates accept an offer, we ensure they understand how their role connects to customer impact, technical innovation, and long-term value creation.
Fast-moving delivery teams require more than sprints—they require growth architecture. That’s why we’ve invested in:
“We see professional development not as an HR initiative, but as a product capability,” says Dimova. “You can’t ship scalable solutions with unscalable teams.”
TINQIN operates with a culture of inclusion by design. Cross-generational collaboration, open forums for feedback, and decentralized decision-making are not buzzwords—they’re embedded in how teams deliver.
As the company grows, preserving these values becomes a strategic imperative. Leaders across the organization—technical and non-technical—are trained to recognize and support emotional intelligence, communication agility, and team alignment as part of their delivery responsibilities.
“We attract professionals who want to co-create—not just execute,” Dimova notes. “People who move the company forward, not just fit into it.”
TINQIN’s focus on culture and delivery has led to recognition across the industry:
In 2024 alone, TINQIN participated in three leading tech conferences, presenting case studies on mobile identity apps, automation in compliance-driven environments, and building cross-functional squads in hybrid settings.
For technology leaders evaluating long-term partners, it’s easy to ask about skills and velocity. But the delivery culture—how people organize, align, and sustain performance—determines real-world outcomes.
At TINQIN, we offer:
“Culture is not something you protect from growth—it’s something you scale with,” concludes Dimova.
