The HR Business Partner (HRBP) role has seen a profound evolution over the last decade. What was once considered a support function is now a strategic lever for business growth, transformation, and leadership development. Few professionals embody this shift as clearly as Maria Gushterova, guest lecturer in the Strategic HR Upskill program by Telerik Academy. With more than 14 years of HR experience Maria brings a practitioner’s insight into how HR can drive business success. Her deep involvement in M&A, organizational design, and executive advisory positioned her as a thought leader in the field.
In this conversation, Maria shares how her perspective on the HRBP function has evolved, what surprises executive leaders about HR’s potential, and the mindset shifts she believes every HRBP must make to thrive in today's environment.
1. You’ve spent over 14 years in the HR function, spending the last 5 shaping the HR Business Partner role into something far more strategic than traditionally seen. Can you share how your view of the HRBP function has evolved over time?
The cliché “nothing stays still” couldn’t be truer for the IT industry—and for HR within it. As business demands have evolved, so too has the HR function. We’ve shifted from being process-heavy to focusing on employee experience, inclusion, data-driven decisions, and even AI. HR is now a strategic partner at the executive table.
The HRBP role varies greatly across companies—some focus on operations, others on strategic impact. What I’ve seen, and worked toward, is redefining HRBPs as true allies to the business: understanding not just people topics, but the full organizational engine—financials, go-to-market models, and leadership effectiveness. HRBPs today bridge the gap between executive goals and HR solutions, offering proactive guidance and feedback.
The quote that stuck with me from the book Talent Wins says it all: “The talent-driven organization needs a central brain trust, and all that we’ve seen argues for it being a ‘G-3’ consisting of the CEO, CFO, and chief human resources officer (CHRO). Why these three executives in particular? Because deploying financial capital and human capital together is the key to success.”
I believe the strategic HRBP role should be built on the idea of being a true ally to the organization. The HRBP now acts as a vital link between the C-suite and HR, aligning business goals with the right people strategies. They’re present in key discussions, offering insights and guidance. To truly add value, HRBPs must build trust with leaders—enabling honest feedback and healthy debate. It’s not about always agreeing, but about holding up an unbiased mirror and supporting leaders as they face it.
2. When advising executive leaders, what tends to surprise them the most about what HR can actually deliver?
In my experience so far, there are two main “aha” moments I have witnessed, which have helped me reshape the perspective of the BP role.
When we say the BP is a strategic advisor that means the HRBP should understand everything about the organization or the business they support beyond the people aspects.
What I have always made an effort for is knowing all the cogs of the machine – the sales model and all sales data, the financial reports, the operating model, the marketing and product motions, and the product success as measured by the financial results. What surprises executive leaders the most is when HR can present a proposal or share an opinion based on business and financial data and rationale. For example, using sales and product data to propose new org design, or a new talent location. Knowing the sales model, where customers are based, how sales are made, you can proactively suggest changes – combining two or three teams under one manager, moving a whole job family in a different location, or a proposal for reskilling a team.
The second defining moment is when you truly present yourself as the person who is there to make them successful. Step into their world. Know what drives them, what keeps them up at night, and how they’re measured, and become a true partner in achieving their success.
Spending time establishing trust with your leaders and learning about them is essential. Once you show them you listen and understand their position, not just representing the employees, that is when you declare yourself a partner.
3. What skills do you believe are absolutely essential for HRBPs today that weren’t as important a decade ago?
We are at a precipice for another transformation of how HR and the Business Partner role fits in an organization. With the hot topics around digitalization and AI-driven tools, companies focus on streamlining policies and processes and introducing self-service tools for managers and employees. The HRBP will stop being the liaison between the business and the people programs and policies. To elevate the value of the role, we need to focus more on the non-transactional benefits such as leadership coaching and development, succession planning, organizational design and team health.
The so-called new era of HRBP will require us to be:
- not only business savvy but deeply embedded in the business;
- coaching leaders and drive leadership development in a holistic way by focusing on team effectiveness;
- influence cross-functionally – connect the dots across silos and contribute to achieving business results.
The next stop on the road is stepping away from the mindset of purely HR role and moving into the shoes of an organizational enabler.
4. You are part of our HR training program — what drew you to contribute, and what will participants take away from your sessions?
I am super excited that we have such an elaborate and at the same time heavily practical training program for HR professionals here in Sofia.
We have an old saying in Bulgaria: a craftsman’s work can’t be taught—it must be ‘stolen.’ I believe HR is just like that. It’s not just a job you learn from a book. It’s a craft you pick up by doing, by experiencing, and by learning from mentors, coaches, and the people you work with every day. Therefore, I am a true believer that the best training for HR should be delivered by hands-on practitioners. And the Telerik Academy Upskill Strategic HR program has gathered some of the most experienced professionals to share their knowledge and provide practical advice.
In my session, I’ll talk about how to build strong rapport and trust with stakeholders across the organization. We’ll explore how to identify who your key players are, create your own stakeholder map, and recalibrate it as your role or projects evolve. I’ll also share what’s helped me in my own career journey—the tools I’ve used, the lessons I’ve learned, and the pitfalls I’ve faced along the way.
We will talk about successful succession planning - the goal behind it and the components, and the role of the HRBP in the process.
5. If there’s one mindset shift you wish every HRBP could make after attending this program, what would it be?
I have been lucky to have learned and worked with many HR Business Partners and each of them is different and unique in their business partnering approach. And that is the beauty of the role. It relies heavily on one’s attitude and competencies like agility and flexibility vs hard skills and knowledge of HR policies and practices.
The mindset shift I hope to see for every HRBP is to think about 1) who is the executive I support, not only the organization, but the leader themselves and 2) what’s my superpower – what do I bring to the table.
To be seen as truly strategic, just having a seat at the table isn’t enough—HRBPs must actively contribute. That doesn’t mean having all the answers, but asking the right questions, offering perspective, and helping diagnose challenges. Many BPs hesitate to speak up, fearing they lack full expertise, but real impact comes from curiosity, insight, and a genuine investment in the team’s success. Your role is to guide, challenge, and support your leaders—not to do it all, but to ensure they have what they need to succeed.
6. What’s something you’ve recently unlearned or changed your perspective on in HR?
This is universal I think and not HR specific, but I will share a piece of my own epiphany recently. For the past few years, I have guided my professional approach with the mantra “pick your battles”. Meaning, think about the value of what I am pushing for, what is within my control and what is not, and what bridges I will burn down if I do this. I have thought I am smarter this way, being more deliberate and strategic in where I fight more to make a point, or push for a different decision.
However, recently, reminiscing over my career journey, I remembered the essence of what made me a good HR and a great BP - my passion and my genuine care in the success of the leaders I support. When you care, you get into battle no matter small or big, and you present and defend the needs of your organization. You are sitting at the table, therefore if the business is at war for success, then you need to fight in it too.
If you’re looking to grow as an HR professional or take the next step toward becoming a strategic HR Business Partner, the Upskill Strategic HR program by Telerik Academy is the place to start. Learn from leading practitioners like Maria Gushterova, gain hands-on experience, and elevate your impact in the organization. Learn more and apply.
