Dr. Philios Andreou shares the five key qualities needed to succeed in business

Dr. Philios Andreou’s entrepreneurial journey began in 2000 with the founding of I-Simco in Spain, which BTS acquired in 2003.

Since then, he has helped expand BTS’ reach across Latin America, Asia, the Middle East, Africa and Southern Europe, all while staying true to his passion for innovation and leadership.

Andreou currently holds the postion of CEO, President, Other Markets Unit (Asia, Latam, Middle East, Africa and Southern Europe), BTS Group and is based in Bilbao.

Andreou recently spoke to GOLD magazine about his career path and, as an expert in the field, shares his view of how Cyprus embraces corporate leadership.

Among other topics, Andreou also talks about what he considers to be the most effective approach to addressing the ‘brain drain’ that has affected Cyprus in recent years.

Having held a pivotal role at BTS for over two decades, which qualities do you consider most instrumental for navigating this industry and achieving sustained success?

There are five key qualities needed to succeed in business. Passion is essential – you must believe in the company you work for and the industry you operate in.

Resilience is equally important, as there will be highs, lows and challenges, and you will need to navigate them all with the same level of determination.

A results-driven mindset is crucial; you need to be clear about the outcomes you want to achieve and the path to getting there, both in the short and long term.

Focus is also vital – playing to your strengths while surrounding yourself with a team that complements your skills in areas where you may not be as strong. Lastly, generosity; helping others grow and succeed ultimately contributes to your own growth as well.

Longevity in one organisation often requires continuous reinvention. How have you managed to stay engaged and innovative within BTS for over two decades?

My entrepreneurial spirit has always driven me and, over the years, I have launched several ventures. In 2000, I founded a company in Spain, I-Simco, which was acquired by BTS in 2003 with the goal of expanding into Spain.

As part of the agreement, I committed to staying for four years. Like many entrepreneurs, I initially thought it would be difficult to remain in one place for more than that, but here I am, 22 years later! The reason for this longevity is the BTS culture, which is rooted in entrepreneurship and the value of freedom and responsibility. It offers the opportunity to think and act like an entrepreneur, while being part of a larger, more professional setting.

This allowed me to start up and launch operations in Italy, Mexico, Brazil and Argentina, as well as leading acquisitions around the world.

This constant need to reinvent myself is what has kept me engaged and motivated. Equally important is the people you surround yourself with. As the saying goes, “If you ever feel the smartest person in the room, you’re probably in the wrong room.” For me, it’s crucial to be with the calibre of people at BTS, who keep me on my toes, ensuring that I continue to learn and grow in all interactions.

What are the most significant shifts in leadership development today, and how do you see corporate learning evolving in the next decade?

Some of the most significant shifts I observe as highlighted in our MESSY global research – Leaders need to Multiply their ecosystem perspective, create more Emotional connections, Seize momentum for outcomes, Sense the future and be change ready and be vulnerable and curious as to Your ego perspective.

This represents a significant departure from the traditional leadership models of the past. In terms of the learning landscape, there is a growing emphasis on learning through experience—such as through the use of simulations—practising within the flow of work (AI bots are now in high demand from clients), and focusing on what truly matters, rather than trying to master everything at once.

As Deputy CEO and President of the Other Markets Unit, what key lessons have you learned about adapting one’s leadership style to different cultures and business environments?

As Deputy CEO, I oversee internal functions globally, while as President of the Other Market Unit, I lead our business across 20 offices worldwide. This role requires working across diverse cultures, each with its own unique ways of operating.

One of the most valuable lessons I have learned is the importance of listening more, reacting less and being truly attentive. Effective leadership demands curiosity and the agility to understand the nuances behind responses and the ways in which people react to messages.

The same question can elicit vastly different answers in Japan and Mexico, for example, and behind every response lies a deeper interpretation that a leader must navigate. Some cultures prioritise directness, while others value cordiality or formality. As a global leader, adapting your style and approach to add value in different markets is essential. However, one principle that remains universal is the power of humility and curiosity.

In addition to your corporate leadership, you have also served as a strategy professor at multiple Business Schools. How does Cyprus compare in this regard—does it cultivate strong leaders, and if not, what critical elements does it lack?

One observation I’ve made as you move from emerging to more mature countries is the shift in decision-making structures. In more mature markets, there is more authority and decision-making in the middle layers, which means that you don’t need to go to the top for a decision.

This enables organisations to move more swiftly, be more agile and make decisions closer to customers and the core business. I’m proud to see that the standard of university education in Cyprus is strong and comparable to other countries.

However, I still observe a predominantly top-down approach in many businesses, which suggests there is room for growth and evolution in this regard. I believe there is potential to cultivate more leaders who embrace openness, learn from others and prioritise the development and multiplication of talent within their organisations.

President Christodoulides has expressed a strong desire to encourage Cypriots living abroad to return to the island. As someone who has pursued a global career, what do you believe is the most effective approach to addressing the ‘brain drain’ that has affected Cyprus in recent years?

I am confident that Cyprus has much to offer. The island stands to benefit greatly from ongoing globalisation, new ways of working and the increasing prevalence of remote work, which allows individuals the flexibility to choose their workplace.

This shift not only appeals to Cypriots seeking to work for specific organisations but also attracts foreign nationals who may wish to return and settle in Cyprus. Moreover, I believe that Cyprus can draw more international businesses to establish a presence here.

To further accelerate this, we must enhance direct travel connections to major global hubs, streamline the process for obtaining residency and simplify the procedures for setting up home. Additionally, it is essential to maintain and expand tax incentives and other schemes that make Cyprus an attractive destination for those wishing to stay, return or move here permanently.

Attaining a leadership position within a major global organisation inevitably requires sacrifices. What do you consider to be the most significant sacrifices that you have made along the way?

Being an international business leader inevitably comes with certain trade-offs. You will sometimes miss important family or social events, work late nights or early mornings to accommodate different time zones, and become far more familiar with airports and hotels than with a stable daily routine.

To navigate this, it’s essential to shift your perspective from striving for work-life balance to embracing work-life integration. Rather than focusing on what is lost, I focus on what can be gained. Instead of routines, I find joy in exploration; instead of feeling away from home, I create a sense of home wherever I go.

I prioritise key family and social moments and plan my schedule around them. I stay in familiar hotels in different cities, making them feel more like home. I play Padel wherever I am, allowing me to maintain my passion and have fun in a healthy way.

I also make a conscious effort to try new cuisines, meet new people and remain curious – in this way, I’m not just missing out on time with old friends but expanding my circle and enriching my experiences.

This interview first appeared in the March edition of GOLD magazine. Click here to view it.