BVB Arena project: Bento (2B Intelligent Soft); from IT services to software products with global ambitions

The BVB Arena project continues to bring to the forefront Romanian companies with growth potential and leaders who understand both the challenges of entrepreneurship and the rigours of the capital market. The company presented today is Bento (2B Intelligent Soft), a player in the area of software solutions and IT services, listed on the AeRO market of the Bucharest Stock Exchange, and our guest is Vlad Bodea, co-founder of the company.

In the interview below, Vlad Bodea speaks openly about Bento's organic beginnings, the strategic transition from services to its own software products, the experience of listing on the stock exchange, the lessons learned within the BVB Arena programme, and the development directions for the coming years.

How was Bento born and what do you consider to have been the key moments in its development?

Vlad Bodea: Bento was born in 2004, in a very organic way, without an elaborate business plan. Radu Scarlat and I were in our second year of university, and we were passionate about automation and the more practical aspects of IT. While others focused on websites and applications, we were drawn to automation and process optimisation. We had one project, then another came along, and the growth was purely organic. We didn't even know back then that this was called entrepreneurship.

The business model crystallised over time along two verticals: IT services and our own software products. For the first ten years or so we focused on services – outsourcing, IT infrastructure, implementing solutions for clients. Around 2013–2014 we made a crucial strategic decision: to move from services to intellectual property. It was a key moment for us. Most IT companies in Romania provide services to foreign companies. We chose to create the IP here and take it to export, abroad.

The second key moment was the listing on the AeRO market in 2022. It was a calculated risk, a challenge we saw as an opportunity. It gave us the capital we needed to accelerate the development of our own products, but it also forced us to become a more mature company – through the discipline of quarterly reporting, transparency of strategic decisions and constant communication with investors.

How has the company evolved over the past three years financially and operationally?

VB: The growth of the past three years has been substantial. In 2021 we doubled our turnover compared to 2019, exceeding 5 million euros. We thus reached over 11 million euros in 2024, with a team of around 100 employees. Operationally, we went through important changes – from an agile, almost flat structure, to the need to introduce layers of middle management in order to scale efficiently.

In 2022 we raised 1 million euros through the private placement at listing and we accessed European funding of 5 million euros, of which 3 million non-reimbursable. It is a large sum – equivalent to our annual turnover in our best year up to that point. It was quite challenging to invest this amount within a year and a half, in parallel with generating traction for our products.

The important partnerships were mainly with clients from utilities – our core sector – but also from media, retail and FMCG.

What made you enrol in the BVB Arena programme and how did the selection process go from your perspective?

VB: After the listing, we quickly realised that the capital market ecosystem is much more complex than we had anticipated. We learned that stock market value is also driven by perception and that, beyond financial results, there are many other levers to influence it. It was a hard lesson, especially when we went through the budget revision in 2024. We were used to all our budgets being exceeded and we were too optimistic. The market's response was immediately visible.

BVB Arena is an excellent opportunity to learn from the experiences of other companies going through similar challenges, to access know-how about how to communicate effectively with investors and to gain visibility in the stock market ecosystem. The selection process was rigorous, but it was also a validation of the direction we had taken as a business. The fact that we became finalists confirms that what we are building has relevance and scaling potential.

What were the main lessons or insights gained during the BVB Arena programme?

VB: The most important lesson was about the consistency and clarity of communication with investors. We come from IT, where communication is direct and technical. We learned that the capital market requires an entirely different approach – rigour, predictability and a deep understanding of investors' expectations. It is not enough to have good results, you also have to know how to communicate them in the right context.

Interacting with the mentors helped us better structure our communication strategy and better understand the mechanisms through which trust is built in the market. Likewise, the exchange of experience with other companies in the programme was extremely valuable.

How do you view the capital market as a source of financing for the company?

VB: We have been listed on AeRO since 2022, so our experience with the capital market is not merely theoretical. It was a financing route that allowed us to accelerate the development of our own products without excessively diluting capital or taking on debt.

A possible move to the Main Market would be a natural step if and when the size and liquidity of the company justify it. For now, our focus is on sustainable growth and on generating traction for the products in our portfolio.

What does validation as a BVB Arena 2025 finalist mean for Bento?

VB: It is an important recognition that confirms that what we are building has relevance not only for our direct clients, but also in the broader context of the Romanian economy. Local credibility is fundamental for a technology company with international ambitions.

The visibility brought by the programme helps us both in our relationship with partners and investors, and in attracting talent, in a context where competition for good people is very high.

What are the main strategic directions for the next 2–3 years?

VB: Our vision is to become one of the strongest Field Service Management players globally, while maintaining a solid services component.

The priority is expansion into Central and Eastern Europe and refining our existing products – Bento Field Service Management and Bento Mobile Device Management – by adding modules and increasing adoption.

How do you approach corporate governance and sustainability?

VB: The listing forced us to become much more rigorous in the area of governance and reporting, without losing the agility specific to a startup.

As for sustainability, we focus on efficiency, resource optimisation and waste reduction. In tech, sustainability means leaner processes and more energy-efficient solutions.

What message do you have for entrepreneurs considering the capital market or BVB Arena?

VB: Entrepreneurship should not be approached as a copy of other people's ideas. The capital market is complex and requires communication, transparency and accepting volatility.

Listing is a calculated risk, but also an extraordinary opportunity for acceleration. BVB Arena is a very good place to understand this ecosystem.

In one sentence, what is the spirit of Bento?

Technology should free people, and we offer mature solutions that allow people to focus on what truly matters in their work.