ABOUT BONAPOLIA
Built by an operator who scaled outstaffing to 1,200 people. Run, on purpose, by a team of five.
Bonapolia is a Lisbon-based, family-owned IT staff augmentation company. We've placed 50+ engineers since 2023 with about ten clients across six countries — mostly product companies, some IT consultancies. We don't grow for the sake of growing — we grow when we can do it without diluting how we work.
WHY "BONAPOLIA"
It's not a Latin word. It's three people.
The name is made of the first letters of our family. That's not branding theatre — that's literally how it was decided one evening at the kitchen table.
Bo
Bogdan · Father
Na
Natalia · Mother
Po
Polina · Daughter
Bo + Na + Po = Bonapolia
The name is intimate. The standards aren't.
— Bogdan Furundzhi
Founder · Bonapolia
A NOTE FROM BOGDAN
Why this company exists, and why it stays small.
Hi — I'm Bogdan. Before Bonapolia, I spent six years running an outstaffing program for Procter & Gamble. We grew it from 30 people on payroll to 1,200, with an operating team of five. That period taught me one thing I've never forgotten: in this business, sourcing isn't the bottleneck. Operating discipline is.
You can find good people. The hard part is keeping them, paying everyone on time month after month, and replacing the wrong hire on Friday afternoon without breaking trust. What I took away from those years is that the work I'm proudest of wasn't the sourcing — it was the operating layer underneath. Payroll on time, replacements done cleanly, communication you don't have to chase. Get that right and the rest follows.
I had the idea for Bonapolia in 2018. The same operating discipline I'd built for retail outstaffing should exist in IT — and at the time, frankly, it didn't. Most IT staff augmentation shops were either body-shops moving CVs, or marketplaces with zero accountability when something went wrong at 02:14. I filed the first Clutch profile that year and started laying the groundwork. The actual engagements came later, through a partnership I joined in 2019.
For the next four years, the practice ran as a partnership inside another firm — I joined as a co-owner in 2019 and took over the staff augmentation direction in 2021. We built the network, refined the model, grew the bench across CEE and the Balkans. In 2023, the practice was steady enough to stand on its own. We incorporated Bonapolia as its own company and continued the work under our own name.
Today Bonapolia is five people on the operating side — Natalia and me, plus three full-time tech recruiters who've each been doing this for 6+ years. We've placed 50+ engineers since 2023 with about ten clients across six countries. Most are product companies working with us directly; some are IT consultancies whose end clients include product companies and top-tier consulting firms. We grow slowly on purpose: when we can't staff a role at the bar we set for ourselves, we say so.
The thing I learned at 1,200 employees is that quality scales differently from headcount. Past a certain size, you start solving problems by hiring more people to manage other people, and the original promise gets diluted. Bonapolia stays small on purpose. The team is small enough that no decision gets routed through three layers of management before it reaches me — and that's by design, not by accident.
If you want a partner who treats your role as one of fifty open requisitions, we're not the right fit. If you want a partner who treats your hire as the most important decision they'll make this month — let's talk.
2019 — 2023
Building the network — as a partnership.
The practice ran as a partnership inside another firm. Bogdan joined as a co-owner in April 2019 and took over the staff augmentation direction in 2021. The network of senior engineers across CEE, the Balkans, and Iberia, the recruiter team, the operating model — all developed during this period.
Today
Five-person core, intentionally.
Two partners (Bogdan + Natalia), three full-time tech recruiters. 50+ engineers placed since 2023. Around ten active clients across six countries — mostly product companies, some IT consultancies serving product and consulting firms. Net Promoter Score we don't publicly publish because we run too small a sample for the number to mean much — but the renewals do.
2023
Bonapolia incorporated.
The practice was steady enough to stand on its own. Bonapolia incorporated as its own company. The legal entity you're talking to today starts here — and the operating principles, the engineer network, and the recruiter team came with it.
2007 — 2013
Operations at scale.
Six years running an outstaffing program for Procter & Gamble — from 30 people on payroll to 1,200, with a five-person operating team. In parallel: teams of up to 120 consultants for retail networks, full cycle — sourcing, training, ongoing management. Retail, not IT — but the operating problems are identical: payroll on time, clean replacements, retention at scale. The domain changed in 2018; the discipline didn't.
2018
The Bonapolia idea. (And Polina.)
The instinct: bring the same operational rigor to IT staff augmentation, but stay deliberately small. First Clutch profile is filed in 2018 — it's still the same profile today. The Po in Bonapolia is also born this year. The name and the daughter compound interest at roughly the same rate.
HOW BONAPOLIA BECAME BONAPOLIA
The company was incorporated in 2023, but the practice — and the operating philosophy behind it — is much older. Here's the honest version.
Eight years of compounding, in four chapters.
WHERE WE ARE NOW
Numbers we'll show on a first call anyway. Here they are upfront.
Practice predates the company — Bogdan took over the staff augmentation direction of a partnership in 2021, before incorporating Bonapolia as its own entity in 2023. The figures above are deliberately conservative: they cover only the period under the current entity. Client mix leans toward product companies working with us directly; a portion of engagements go through IT consultancies whose end clients include product companies and top-tier consulting firms.
THE TEAM
Five people. The same five people whether you're our first client or our fiftieth.
No SDRs, no junior account managers, no "client success" layer between you and the people doing the work. If you become a client, the people on this page are the people you'll work with.
Bogdan
Furundzhi
FOUNDER · CEO
20+ years in HR operations. Scaled outstaffing programs at 1,200-person headcount before founding Bonapolia.
Natalia
Furundzhi
CO-FOUNDER
Сo-owns the company and keeps it accountable to the promise it was named after — a family business that stays one.
Tatsiana
Kom
TECH RECRUITER
8+ years in technical recruiting across the US, Europe, and the CIS. Full-cycle: Java, .NET, Python, Data engineering, QA, DevOps, mobile.
Shushanna
Arshakyan
TECH RECRUITER
6+ years sourcing across the EU, UK, US, the Balkans, Armenia, Georgia, Cyprus, UAE, and LATAM. Engineers and tech specialists.
Yuliya
Rouba
TECH RECRUITER
6+ years across the US, Europe, Asia, and Scandinavia. Candidate experience matters as much as the match.
Po
And Polina. She's the youngest of the three names in Bonapolia. The Bonapolia idea and Polina were born the same year, 2018 — which is either a coincidence or the most on-brand thing about us. We'll formally onboard her sometime in the late 2030s. Until then, she retains unofficial veto power over the office snack budget — a power she exercises with measured restraint.
01
We never propose a candidate we'd flag in our own interview loop.
Every shortlist is reviewed in-house before it leaves our inbox. If we wouldn't hire a candidate ourselves, we don't expect a client to. Better to miss a deadline than to send the wrong person.
03
Bogdan signs every engagement personally.
Not a sales rep, not an account manager filling a quota, not a "VP of Customer Success" you'll never speak to again after kickoff. The person who reads your role spec is the person who'll be on the call when something goes wrong.
02
The operating team scales linearly with quality, not with revenue.
At 1,200 employees in a previous life, we learned how this fails — past a certain size, you solve operating problems by hiring more managers, and the original promise gets diluted. When we can't staff an engagement at the bar we set for ourselves, we say so. We'd rather grow slower than grow worse.
HOW WE OPERATE
Three rules we don't break.
We've replaced the generic "understand / collaborate / deliver" language you'll find on most staff augmentation About pages with the actual operating commitments we hold ourselves to. These are concrete enough to be checked.