TechFuse 2026

IOANNINA:

THE CITY WHERE YOUNG PEOPLE INNOVATE

An ecosystem that encourages creativity and enterprising actions is rising.

Text: Tasos Koutlas, CTO of Dropsolid AI, co-founder of Non-Profit Innovation and Digital Economy Hub.

Welcome to TechFuse 2026! It’s our great pleasure to host you in Ioannina, the city of silversmiths and young innovators. The capital of Epirus has grown into a vibrant network, with start-up entrepreneurship at its core. Slowly but steadily, the city is becoming an international hub for innovation and the digital economy; it’s where tradition meets high technology, and where an ecosystem that encourages creativity and enterprising actions is rising.

This dynamic growth is no accident. It’s the result of strategic partnerships and bold visions. We invite investors from around the world to join this exciting journey, as Ioannina offers fertile ground to invest in cutting-edge technologies, green energy, and digital infrastructure.

Our greatest strength however is our people. A community of digital nomads has already made the city their home, bringing global perspectives, while open innovation spaces like C.Ioannina serve as incubators for ideas. The new generation is leading the way, with student-led and peer mentoring programs. Startups such as Unimates, which took part in last year’s TechFuse 2025 hackathon went on to win first place at the 2026 Global Student Entrepreneurship Awards, demonstrating the energy and potential of the local ecosystem. Meanwhile, the TechFuse logo won at this year’s German Design Awards, a testament to Ioannina’s growing global recognition.

We hope you enjoy the conference and all its side events. Have you reserved your table for Tech & Taste? ✱

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Your free copy to take home

SHINING A LIGHT ON A NEW ERA OF CHANGE

TechFuse presents a significant opportunity for people, businesses, and local government, emphasizes the regional governor of Epirus, Alexandros Kahrimanis.

I’m delighted to welcome back TechFuse: The Conference bridging Technology, Innovation & Culture, returning once again to the capital of Epirus, Ioannina, in March 2026. It’s one of the few conferences entirely focused on the future, offering insights that matter to people, businesses, and local government.

We expect the conference to show us the transformative shifts of the digital era, along with the opportunities and challenges of Artificial Intelligence, which is redefining priorities in technology and innovation. These developments are especially important for Epirus, as we aim to boost competitiveness, entrepreneurship, and modernize primary production.

The Region of Epirus supports this conference and all initiatives focused on innovation and technology, and even more so culture, where it continues to achieve tangible results by promoting key monuments and heritage routes.

With our sights on the future, we’re launching the construction of a High Research and Technology Park, financed through the current National Strategic Reference Framework. This innovation hub aims to drive employment and strengthen innovative business activity. ✱

AN OPEN, CREATIVE, COMPETITIVE CITY

The mayor of Ioannina, Thomas Mpegas, strongly supports every action that invests in knowledge, collaboration, and the future.

For the third-year running, Ioannina welcomes TechFuse, the landmark conference where technology, innovation, and culture converge. Its return reaffirms Ioannina as modern European hub for ideas, creativity, and digital transformation.

At a time when cities are redefining their role, TechFuse demonstrates how innovation can drive sustainable development, social cohesion, and international outreach. Connecting technology with culture, entrepreneurship, and the creative economy is a strategic choice for our municipality, because we know that true development is not just economic but driven by our cultural and social legacy.

The presence of international speakers, collaborations with organizations like UNESCO and MOMus-The Metropolitan Organisation of Museums of Visual Arts of Thessaloniki, together with the global recognition of TechFuse’s brand identity prove that the initiative transcends local boundaries and strengthens the city’s international profile. In parallel, it offers start-ups, young scientists, and creators the chance to network, find inspiration, and grow.

The municipality of Ioannina is committed to supporting actions that invest in knowledge, collaboration, and the future. TechFuse is one of them — a valuable ally in our collective effort to build an open, creative, and competitive city.

We wish TechFuse 2026 every success. ✱

ΚΑΙΝΟΤΟΜΙΑ ΣΤΗΝ

HΠΕΙΡΟ:

INNOVATION IN EPIRUS: SEEKING A PLAN THAT WORKS

Discussions around a new development route for Epirus are no longer confined to a small minority. The focus is now on innovation and seeking a plan that works. The challenges however are many. Time’s been lost, and the need for a strategic, horizontal plan that can cement results is greater than ever.

Ask any artificial intelligence application, “What’s the Region of Epirus doing on the innovation front?” and it will produce lengthy answers with a common problem: full of general statements, much like the real-world discussions taking place. How then does the Region of Epirus integrate innovation into its strategic planning? How does this translate into every day, visible results? And, ultimately, are these transitions truly happening?

The Region of Epirus has a long way to go, although the picture has changed in recent years.

A key condition for making the world of innovation visible, i.e. moving beyond its small minority, is an institutional, substantial impetus, capable of activating the quadruple helix innovation model. Its four components already exist in Ioannina: an active university, businesses with ideas seeking implementation, engaged citizens, and institutional bodies.

The Region of Epirus occupies a central position among them. Surely, its

innovation

initiatives often spark debate—not always unanimously, but always around the question: “What are we doing to advance innovation?”

On January 16, 2026, the Region established the General Directorate of Planning, Programming & Digital Governance. This new structure, formed after splitting two older Directorates, reflects a strategic commitment to cement initiatives and make results visible (notably, no deputy regional governor holds a political role with similar responsibilities). This decision reflects a strategic intent to cement and advance initiatives with visible results, unlike the earlier attempt to develop the High Technology and Research Park, which did not progress.

Another challenge requiring coordinated planning is programmatic financing. The Special Management Service of the Epirus Region put forward the “Epirus 2021-2027” program, which funds actions to strengthen the regional economy through research and innovation. This includes modernizing research centers and university laboratories, as well as supporting the local ecosystem. In early 2026, applications for three calls for proposals will close, with a total budget of €21 million.

In turn, the establishment of the Epirus Region’s Research and Innovation Office was one of the initial horizontal integrations. Its Head of Operations, Eleni Mpletsa, explains: “We want to connect research with the real needs of production and businesses.” She emphasizes that innovation is a horizontal priority in the Region’s development planning.

“The office was specifically established as a hub for communication between the Region, businesses, research institutions, universities, and citizens,” Ms. Mpletsa adds, noting regular cooperation with the University of Ioannina. She stresses the importance of engagement: “Our main challenge is bridging the gap between research and the market, maturing innovative ideas to implementation, and building a stable culture of cooperation and innovation across local institutions. But we’re gradually seeing tangible results and growing participation, which gives us optimism for the future.”

The challenges that remain are significant: Epirus is a region with a low GDP, a rapidly transforming economy, and infrastructure constraints. Yet these conditions create fertile ground where innovation can act as a catalyst for development.

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BUILDING AN ECOSYSTEM WITH RESEARCH AT ITS CORE

In recent years, the research output of universities and institutes has emerged as a key driver for innovation and outreach, providing solutions to both society and business while equipping researchers with resources to fund future studies.

There is still ground to cover, but the role of researchers in the growing ecosystems of Epirus and Ioannina is gaining strength, as Technology Transfer Offices become active and begin to truly connect research with innovative production. Discussions with institutional representatives and researchers show how research, reflected in the depth and quality of knowledge across diverse scientific fields, can meet modern challenges, open new paths, and leave a lasting scientific, social, and developmental impact. ✱

TechFuse 2026 19—21.03

Theodore E. Matikas

vice-rector for Research, Innovation & Development professor, School of Engineering, Materials Science & Engineering Department, University of Ioannina

From Precision Medicine and biomedical applications to Computational Materials Modeling, Agrotechnology, and Precision Agriculture the University of Ioannina conducts innovative research across diverse fields.

Innovative research at the Laboratory of Mechanics, Smart Sensors and Non-Destructive Evaluation (MSS-NDE), which I head, focuses on developing smart sensors, new materials, and advanced non-destructive methods to quantify wear and damage in technological materials and systems. This also includes innovative approaches to traceability, authentication, geographical origin certification, and agri-food safety, as well as the digital documentation and evaluation of monuments using virtual and augmented reality.

JOIST Innovation Space for example operates in the renovated facilities of the Hellenic Institute of Packaging and Food Safety (EIS), delivering innovative solutions in food safety and quality.

I believe all departments have the potential to produce research and innovation. The administration seeks to achieve this through a balanced distribution of resources and personnel and the creation of attractive study programs. It also promotes the activation of Technology Transfer Offices together with the Region and the Foundation for Research and Technology Hellas (FORTH), as well as with the Universities of Western Greece. ✱

Georgios Goletsis

associate professor, Department of Economics, University of Ioannina, Innovation and Entrepreneurship Unit, Technology Transfer Office coordinator

All odds are on how you exploit research results. This is what we’re pursuing through the Technology Transfer Office with the Region of Epirus and FORTH, as well as through the Network of Technology Transfer Offices with the Universities of Peloponnese, Western Greece, and the Ionian University.

Researchers have many pathways for collaboration, from registering patents and forming joint research agreements with industry to creating spin-offs through exploitation rights and franchising. We support them in finding the right direction and in maturing their ideas in both business and technology. This takes time, but a clear shift in mindset is already visible among researchers and businesses alike. Additionally, I head the Innovation and Entrepreneurship Unit, where we cultivate entrepreneurial mindsets and develop students’ skills so they can mature their ideas. Initiatives such as the UoI Innovation Generator program have already produced award-winning teams that are moving forward. We aim to continue this in parallel with our efforts to strengthen connections with the labor market. ✱

Dimitrios I. Fotiadis

professor of Biomedical Engineering, University of Ioannina/BRI-FORTH head of the Unit of Medical Technology and Intelligent Information Systems

The Department of Materials Science Engineering generates significant research and innovation, attracting resources for the University’s Research Committee through highly competitive programs. It’s regarded as ‘tip of the spear’ in this effort. Biomedical Technology focuses on applying Engineering and Medicine to humans and, more recently, to animals and the environment, following the ‘One Health’ approach, which is expected to gain increasing attention in the future.

In the Medical Technology and Intelligent Information Systems Unit, we run a large cloud computing infrastructure, Precius, used to process data and develop Large Language Models (LLMs). Many new materials are now created using Artificial Intelligence (AI), and we are advancing toward Trustworthy AI while studying the properties of AI systems and Agentic AI for decision-making. We’ve also launched two start-ups focused on generating data for patients.

Our goal is always to connect research, product, market, and university. In recent years, one of the nation’s strongest ecosystems has emerged in Epirus. It should be further strengthened through the university’s involvement in technological developments, its outreach, and the provision of resources. ✱

Athanassios Stavrakoudis

associate professor, Department of Economics, University of Ioannina

The Applied Informatics and Computational Economics Lab, which I direct, has been operating institutionally since 2017. It supports research in Economic and Social Policy, Political Economy, Economic, Urban and Regional Development, Health and Labor Economics, employment policies, and initiatives to combat poverty and social exclusion, among other fields.

The Lab has three active memorandums of understanding: with the General State Archives and the Historical Archive of the National Bank, through which we extract material and build a database of historical economic data; with the Competition Commission, which led to a successful Datathon on olive oil price trends; and with Neobank Snappi, a collaboration that continues to expand.

Future plans include analyzing data from the Data Center of a large supermarket chain, aiming to show our students that their role is to solve real-world problems. Our objectives also include fully operating the Institute for Economic Analysis and Solidarity Economy, one of the six institutes of the University Research Center, to strengthen research by funding new researchers and developing the larger, more centralized infrastructures necessary for this work. ✱

TechFuse 2026

19—21.03

Themis Exarchos

associate professor, Department of Informatics, Ionian University

Research in Data Modeling and Decision Support Systems, carried out through the Laboratory of Bioinformatics and Human Neurophysiology, focuses on developing Digital Biomedicine applications, with a particular emphasis on neurodegenerative diseases.

Recently, five projects funded by the Region of the Ionian Islands were completed, focusing on biomarker identification and the development of prognostic and diagnostic models. Two flagship projects are currently underway: the Health Hub, implementing Digital Health and Artificial Intelligence services, and a second project aimed at discovering new biomarkers for Alzheimer’s and Parkinson’s disease. Since 2019, we have collaborated with Johns Hopkins University to develop tools and applications for clinicians, including decision support systems for early diagnosis. We are also developing a new postgraduate program on the design and modeling of clinical trials, processes, and data, in collaboration with the University of Texas Health Science Center, Houston.

As director of the Technology Transfer Office at the Ionian University, I have witnessed a significant surge in efforts to translate research into innovative applications in recent years. This work requires dedication, but with the new institutional framework, we’re moving in the right direction. ✱

Markos Tsipouras

professor, Department of Electrical and Computing Engineering, University of Western Macedonia

At the forefront of research worldwide, and here at our university, is the BrainComputer Interface (BCI), which records an electroencephalogram (EEG) in healthy individuals and attempts to communicate automatically with a computer using a set of predefined commands.

At the Laboratory of Biomedical Technology and Digital Health at the University of Western Macedonia, we conduct research analyzing EEGs in patients to enable automatic assessment of neurological conditions as indicated by doctors. We’ve also developed the game ‘Brain de Fer,’ which records brain activity via EEG, where the player who achieves the highest concentration wins. This application has commercial potential beyond its research value.

We also explored controlling a wheelchair using mental commands in an experimental project with charity ELEPAP- Rehabilitation for The Disabled in Ioannina, studying the training required for users. The results were encouraging: people with cerebral palsy were able to operate the wheelchair nearly as effectively as healthy volunteers, showing that proper training makes this possible. Overall, our research is strong, but consistent funding is essential to ensure continuity and retain young researchers in the country. ✱

Dimitrios Alivertis

assistant professor, Department of Biological Applications & Technology, School of Health Sciences, University of Ioannina

At the Laboratory of Physicochemical Studies, we focus on solving existing problems and developing innovative solutions. Our latest challenge involved the climate change-induced destruction of Kozani crocus bulbs, and we responded by developing a ‘green’ method that appears effective.

Another example is the work of the iGEM Ioannina team, an interdisciplinary student group that has gained global recognition. In 2025, they studied the metachromatic ulcer in plane trees, and last year they researched a safe and effective treatment for encephalitis caused by the West Nile virus. Our goal is to teach students how to apply knowledge and respond effectively to real-world challenges.

As a member of the Regional Council for Research and Innovation, I believe we’ve made significant strides in connecting research with entrepreneurship. The results will become visible in the near future. Encouragingly, there is a strong entrepreneurial movement beyond regional funding. The Region is now on a development trajectory, and the university has played a major role in this progress. ✱

Loulouda Bosnea

researcher, Department of Dairy Research, Institute of Technology of Agricultural Products ELGO–Dimitra

Our research project addresses challenges in the livestock sector while studying and promoting local products. Our latest study, Mastitis Fight, studied sheep mastitis, a serious issue causing significant livestock losses, and we shared the results with farmers to implement the recommended measures.

The Institute also works to enhance the value of local products, such as Pindos Kashkaval cheese, now certified as a product with geographical indication. Research on other local products continues, including a proposed study on milk to identify biochemical markers unique to Epirus.

Collaboration with local organizations and businesses is essential and exists where we can align the needs of researchers, farmers, and industry. In my view, research and innovation should focus on solving problems and benefiting society. ✱

TechFuse 2026 19—21.03

Christophoros Nikou

professor and chair, Department of Computer Science & Engineering, University of Ioannina

The Department of Computer Science & Engineering covers the full spectrum. Its four laboratories explore everything from software, hardware, artificial intelligence, and informatics applications to algorithms, face recognition, and large language models. These laboratories are: Algorithm Analysis, Data Science, Signal Processing, and Scientific Computing & Hardware. Translating research into practical innovation remains however the most challenging part. The Department is currently leading four high-impact research projects under the “Research Excellence Partnerships” initiative. Among these, we’re the principal investigators on an innovative project that exploits camerabased technology to anonymously monitor consumer preferences in supermarkets and is set to launch in the coming months.

This certainly exemplifies innovation, however companies, especially in Greece, often hesitate to invest in such research. Nonetheless, I see gradual change: through Technology Transfer Offices, I’m confident that momentum will build in this direction.

Equally important is that students recognize this as the future. Student groups actively participate in competitions and seek funding for start-ups while still pursuing their studies. ✱

Alexandros Tzallas

associate professor, dean, School of Informatics & Telecommunications, University of Ioannina (Arta)

Overthepastfiveyears,theUniversity’sHuman-ComputerInteractionLaboratory (HCILAB) has built the Epirus XR Center: a multi-purpose facility dedicated to immersive reality technologies. Equipped with state-of-the-art infrastructure, the Center delivers projects spanning biomedical technology, education, and culture. Beyond research, it also actively partners with industry.

Collaboration too often feels like a one-way street driven by highly competitive calls or long delays. We chose a different approach. By securing funding not only for researchers but also for undergraduate and graduate students, we’ve been self-sustainable over the past three years. Stable, uninterrupted funding enables us to continuously operate our laboratories and remain at the forefront of rapid technological advancements.

The School hosts the Autonomous Systems, Knowledge & Intelligent Informatics, and Computing & Telecommunications Systems Labs, all highly active in research and education.

Though a small department in the region, we stand on par with larger institutions in research excellence. Our labss are open and nearly fully occupied from morning to night, reflecting strong student interest, engagement, and commitment. ✱

GREEK SMEs ARE SPEEDING UP THEIR ADOPTION OF NEW TECHNOLOGIES

SMEs clearly need better access to financing and know-how for their digital and innovative transformation. In response to this need, the Hellenic Development Bank’s (HDB) CEO Ismini Papakyrillou presents the Bank’s comprehensive suite of tools to support this effort.

I’m going to start with a tough question. Many predict that a new recession will hit the Greek economy after the summer once support from the Recovery Fund comes to an end. Is this also a concern of yours?

Completion of the Recovery Fund cycle is a planned and predicted phase of European financial policy. It’s important to remember that business financing relies on a broad system of European and national financial instruments that work together to ensure investment continuity.

At the Hellenic Development Bank (HDB), financial instruments currently mobilize over 4.4 billion euros to meet the investment and working capital needs of small and medium-sized enterprises. In recent years, the HDB’s total impact has exceeded 14.2 billion euros, benefiting more than 43,000 enterprises, supporting around 331,000 jobs, and contributing an estimated 10.3 billion euros to GDP.

The HDB’s strategy rests on three main pillars: expanding access to financing for SMEs, promoting sustainable growth and innovation, and strengthening competitiveness and global outreach.

This framework reinforces the foundations for a more advanced and multifaceted financing model; one that combines public and private resources and supports the steady implementation of investments with a measurable developmental impact.

HDB’s Entrepreneurship Fund is a key financial tool. What’s been the response from small and medium-sized enterprises, and which sectors have benefited the most?

The Entrepreneurship Fund III (TEPIX III) is a major financing mechanism for small and medium-sized enterprises, with a total budget of 3.5 billion euros. Enterprise response has been particularly strong, reflected both in the continuous increase of available resources and the high rate of financing absorption.

Under this program alone, loans totaling 2.2 billion euros have already been granted, with the vast majority directed to micro and small enterprises, demonstrating that the fund effectively addresses the needs of the real economy. The program’s recent reinforcement adds the capacity to provide approximately 780 million euros in new loans through its two branches: Loans and Guarantees.

The Loan Fund offers financing with 40% of the amount interest-free, and a 3% interest subsidy on the remaining portion for two years. Overall, loans through the TEPIX III Loan Fund benefit from interest reductions of up to 70% for the first two years.

The Guarantee Fund provides credit risk protection for all eligible businesses, offering guarantees of 70% to 80%, an interest rate subsidy of up to 3% for the first two years, and no collateral requirement for loans up to 50,000 euros.

The HDB also runs complementary initiatives, such as a free platform that helps companies track their ESG footprint. Are businesses using the platform, and is growth in 2026 possible without the three ESG pillars?

Response from businesses has been particularly strong.

The HDB’s free ESG Tracker platform is a digital self-assessment tool that guides companies through a structured questionnaire covering the three ESG pillars—environment, social responsibility, and corporate governance—and generates an automated analytical report. With over 16,200 submissions recorded, it evidences the growing demand among SMEs for practical tools to meet new regulatory requirements.

Additionally, the Carbon Tracker is a specialized digital tool that enables businesses to calculate CO2 emissions and gain a clear understanding of their environmental footprint, helping them plan targeted emission reduction measures.

The Hellenic Development Bank continues to invest systematically in financial tools and digital knowledge infrastructures,

economy

suring that SMEs can integrate ESG principles gradually, practically, and measurably, while also strengthening their access to financing and international value chains.

How extensively has the Greek economy adopted new technologies? And what steps should small and medium-sized enterprises, especially those facing adaptability challenges, take to reap the benefits of these technologies?

The adoption of new technologies by Greek SMEs is accelerating however they need better access to financing and know-how for digital and innovative transformation. To support this, the Hellenic Development Bank is building a comprehensive suite of tools that combines financial support with non-financial initiatives to empower businesses.

On the financing side, the Innovation Guarantee Fund, with a total budget of 155 million euros, offers a hybrid scheme combining a loan guarantee of up to 80% with a grant covering up to 20% of the loan— effectively “returning” part of the loan—provided key innovation and ESG criteria are met. This lowers financing costs and encourages businesses to invest in research, development, and new technologies.

In terms of knowledge, the HDB Academy digital platform offers free of charge practical tools, educational content, and resources on digital transformation, innovation, financial management, and ESG, helping businesses plan and implement technological upgrade projects.

The key message for SMEs is that technological transition is now a strategic necessity. By combining financial tools, incentives, and systematic knowledge support, businesses can adopt innovation and digital technologies in a way that is both financially viable and operationally sustainable.

Next

steps, short and long-term goals for the Hellenic Development Bank?

The Hellenic Development Bank’s priorities focus on continuously strengthening access to finance for micro, small, and medium-sized enterprises. The Bank also invests consistently in non-financial services that encourage the financial readiness and competitiveness of businesses.

Special attention is given to targeted initiatives for highgrowth sectors, such as agriculture. For example, the new Agricultural Entrepreneurship Fund will improve access to capital for investments in modernization and productivity, boosting the competitiveness of the primary sector and the agri-food chain.

Overall, the Bank’s interventions aim to create a stable financial environment that supports sustainable business development, mobilizes capital, and fosters investments with high added value for the Greek economy.

TURNING EPIRUS’S WEALTH INTO A RECOGNIZABLE TOURISM PRODUCT

Nikos Diamantopoulos, general manager of Marketing Greece, on forging stronger stakeholder collaborations while respecting the region’s authenticity.

marketing

In recent years, Greece has been setting new records in visitor arrivals. Is the country feeling the pressure, or is there room for even more visitors?

Allow me to reframe the question and focus on what future tourism growth should look like. The potential is clearly there. Given that 90% of tourism revenue is generated within just five months and concentrated in five regions, the chosen development strategy must ensure growth while protecting natural resources, local communities, and sustainability.

The country has yet to fully integrate its cultural heritage into its tourism identity. Why are we falling behind in cultural tourism?

In recent years, there have been steps in right direction. One example is the work of the Hellenic Organization of Cultural Resources Development (ODAP) of the Ministry of Culture. For us, tourism should equate a cultural experience but achieving this requires cooperation and the alignment of efforts, along with initiatives that redefine how we promote culture and fully integrate our cultural heritage into the national narrative.

How can tourism turn into a field of innovation rather than remain a traditional service industry?

Tourism is already making steady progress toward integrating emerging technologies. However, willingness to experiment and adopt new trends is a key condition for driving innovation in the industry. This is especially relevant today, where artificial intelligence is transforming how we operate.

If you were launching a tourism startup today, what’s the gap you’d most want to fill?

The tourism sector, by its very structure, is highly fragmented, which makes coordination and effective action challenging. If I were to launch a startup, I’d focus on addressing this structural fragmentation.

Since 2017, Ioannina has grown into an innovation hub, increasingly attracting digital nomads. What does Epirus need to turn itself into THE Destination?

Epirus has tremendous potential. The region’s wealth and diverse landscapes are its greatest assets. What’s missing is stronger cooperation among stakeholders and a unification of efforts to turn Epirus’s wealth into a recognizable tourism product while respecting and preserving its authenticity.

A DEDICATED DESTINATION MAKING & MARKETING ORGANIZATION FOR EPIRUS

Spyros Sourelis, president of the Ioannina Region Hotels Association, wants to expand the destination’s footprint and attract higher-earning travellers throughout the year. This is his proposed strategy.

As Ioannina continues to grow, what obstacles does it encounter?

As far as Ioannina’s tourism growth is concerned, key obstacles largely include existing public infrastructure: completion of major road axes, development of essential networks, construction of parking facilities at key tourist sites, and reliable public transport connections between local destinations. This however is an issue that affects the country nationwide. Now, for our region specifically, upgrades to the Ioannina National Airport to be able to attract international carriers together with seaplane operations, are essential priorities.

What is the city’s strategic direction for tourism de-

velopment, and beyond conferences, which other types of tourism does it attract?

Unfortunately, a comprehensive strategic plan defining Ioannina’s position as a tourist destination or its long-term direction has yet to materialize. Beyond the many scientific conferences hosted in Ioannina, driven by its significant growth in recent years, the city also attracts a wide range of visitors: corporate travelers, visitors for health and educational purposes, school excursions in the spring, religious tourism, and, during the summer months, international visitors who typically stay one or two nights as part of their travels through mainland Greece.

Tell us about the extent of digital maturity among accommodation providers in Ioannina, and have businesses embraced new technologies?

At this stage, the extent of digital maturity among hotel businesses remains very low. The main reason that enterprises have not embraced new technologies to the desired extent is the absence of an organized digital transition plan within a realistic timeframe, combined with the lack of accessible financing unless strict prerequisites are met (such as mandatory star-rating upgrades). Consequently, most businesses are unable to evolve and develop comparative advantages in an increasingly dynamic and competitive environment.

Most Zagori villages are experiencing significant population decline, with some active only on weekends. Has the area’s designation as a UNESCO World Heritage Site two years ago been fully leveraged, and can it serve as a catalyst for its meaningful development?

Clearly, the Zagori Region being listed among UNESCO’s World Heritage Sites can support tourism development, halt further population decline, and potentially encourage permanent residency. However, achieving this requires a comprehensive action plan that provides incentives for long-term settlement.

What is often overlooked, especially for the Zagori Region, but also other mountain village complexes, is that it actually consists of 46 villages, most of which are relatively unknown and largely deserted, rather than the handful of villages that have been developed for tourism purposes.

What initiatives is the Association currently undertaking, and what are its future objectives?

The Ioannina Region Hotels Association operates as a trade union defending the interests of its 78 members. With limited financial resources generated from membership fees and sponsorships, it promotes the destination by pitching to flight carriers from target markets, supports with digital marketing, and participates in tourism exhibitions.

The goal we’re passionately pursuing is the establishment of a dedicated organization for destination making, marketing, and management. Such an entity would maximize results by coordinating efforts and pooling available resources, ensuring that outcomes are measurable and aligned with the standards of successful models both in Greece and abroad. ✱

THE GOAL:

A UNITED, ACTIVE, AND GLOBAL EPIROTE COMMUNITY

Chrysostomos Dimou, president of the World Council of Epirotes Abroad, shares his vision for connecting the Epirote diaspora and strengthening its impact on the region’s development.

The World Council of Epirotes Abroad represents a multi-generational diaspora. What unites a young Epirote abroad with their place of origin today?

Despite the distance, young Epirotes maintain a strong emotional and cultural bond with their roots. Epirus is for them a source of identity, history, and family values. Today, this bond is reinforced through technology, diaspora communities, and initiatives that show them that Epirus is not only a place of heritage but also a space for creation with prospects for their future.

How can an engaged diaspora turn emotional connection into a substantial contribution to Epirus’ development?

The diaspora can make a real impact when emotion translates into cooperation and action. Epirotes abroad bring expertise, experience, and international networks. Through existing networks, partnerships with the Region and universities, and participation in strategic planning, they can strengthen Epirus’ global reach. Their contribution though goes beyond financial support. It encompasses innovative ideas, know-how, and connections that open new paths for development.

What do Epirotes abroad seek today from Greece and the Region of Epirus? Recognition, opportunities, or a voice in shaping the future?

The Epirote diaspora seeks a two-way relationship: acknowledgment for their contribution throughout history, opportunities for meaningful participation, and a voice in shaping their homeland’s future. They want Epirus to include them in planning and to leverage their knowledge and international networks. They don’t seek privileges, only cooperation, consistency, and open doors. When the diaspora feels truly counted, it becomes a powerful force for progress.

Is there a generation gap within the diaspora? If yes, how can it be bridged so the younger generation sees Epirus not only as tradition but also as a living identity with a bright future?

There is a natural gap, mainly in how generations experience their origins. Older generations hold personal memories, while younger ones seek a contemporary connection. The solution is to offer initiatives that engage them: digital communities, programs in Epirus, participation in innovative projects, and active roles in diaspora organizations. When tradition combines with modern experiences and creative opportunities, identity gains both strength and a future.

What’s in the works for the World Council of Epirotes Abroad?

We’re launching a comprehensive program to strengthen the connection with Epirus across generations. This includes creating a Global Digital Network of Epirotes for collaborations and professional networking, activating the Young Epirote Program with summer schools, workshops, and initiatives in Epirus, and promoting entrepreneurship and innovation. We also plan cultural and scientific missions to other diaspora communities abroad. Our goal remains clear: a united, active, and global Epirus.

THE UNIVERSITY OF IOANNINA IS A DRIVER FOR PROGRESS IN BOTH EPIRUS AND GREECE

Its rector, professor Anna Batistatou, shares her vision and the initiatives taken to achieve it.

How has the educational environment in Greece changed since the establishment of the first private universities?

The changing landscape in higher education demands higher levels of evaluation, competitiveness, and accountability than ever before. To this end, universities must comply with clear academic standards, accreditation, and transparency, produce new knowledge through research, and disseminate it.

While public universities benefit from institutionally mature quality assurance and international evaluation systems that guarantee academic credibility, the next challenge is to strengthen excellence in education and research, invest in international engagement, and preserve higher education as a vital public asset.

As artificial intelligence increasingly impacts education, how could a public university define its rules, be-

yond its application?

Artificial intelligence is redefining how knowledge is created and applied in education and research. Greek public universities have both the prestige and capacity to set the terms of technological development. This means integrating artificial intelligence into curricula, setting clear rules for its use, and protecting academic integrity. Interdisciplinary research on the legal, ethical and social implications of technology is essential for informing public debate.

How can a regional university maintain international competitiveness while staying closely connected to its local society and economy?

The presence of the University of Ioannina in Greece’s periphery gives the region a distinct strategic profile, grounded, in part by in its geopolitical position, while its ties with the wider Epirus region form the core foundation for its international reach. A key milestone in this journey is its recent integration, alongside seven other European universities, into the European University ARTEMIS.

International engagement through collaborations, joint and foreign-language study programs, and participation in European networks strengthens the university’s footprint, while its close connection with the local community, industries, and health systems transforms research and knowledge into a driver for regional development.

The university is also a hub for innovation, technology transfer, and lifelong learning, ensuring that knowledge flows back to, benefitting, society.

Your first term as Rector of the University of Ioannina ends this summer. What’s been the greatest challenge?

The main challenge was developing and executing a strategic plan that reflects the vision of our academic community, while strengthening the university amid rising demands. Through hard work, transparency, impartiality, and determination, we launched dynamic actions that drove the multifaceted progress of the University of Ioannina; progress recognized and measured across all areas.

Over the past three years, after an initial period of careful organizational structuring and institutional consolidation, we entered a period of effective execution and growth. We addressed significant challenges, seized and created opportunities, and achieved milestones once considered unthinkable.

Do you intend to run again?

I have submitted my candidacy as an internal member of the Board of Directors of the University of Ioannina, seeking a second term as Rector to consolidate ongoing reforms and advance the goals of our fiveyear visionary plan, already made public.

What lies ahead for the University of Ioannina, and what are your main priorities and vision?

The university’s future rests on a clear, realistic, and visionary strategic plan, grounded in its public mission and the timeless values of academic freedom, transparency, and equality. Key priorities include excellence in education and research, deepening engagement with society, expanding international presence, sustainably upgrading infrastructure, and maintaining a strong student-centered focus. ✱

PAVLOS ANTONIADIS, ASSOCIATE PROFESSOR OF MUSIC COMMUNICATION AND TECHNOLOGY AT THE DEPARTMENT OF MUSIC STUDIES, UNIVERSITY OF IOANNINA.

MODERN DIGITAL TECHNOLOGIES ARE OPENING NEW POSSIBILITIES IN MUSIC

Pavlos Antoniadis, associate professor of Music Communication and Technology at the Department of Music Studies, University of Ioannina maps out the new musical landscape.

In your CV, you note that, besides being a musicologist and pianist, you’re also a creative technologist. What exactly is a creative technologist?

A creative technologist is a hybrid role that blends technological expertise with creative and artistic practice. I design and develop applications using emerging technologies in contemporary musical performance, as well as in musicological and artistic research. Examples of such emerging technologies include sensors and interactive systems, machine learning and AI, and virtual, augmented, and mixed reality technologies.

More specifically, think piano music meets real-time

electronics, motion design via machine learning, technology-assisted learning tools and their use in computational and cognitive musicology. I also employ tools for automatic improvisation and integrate these approaches into multimedia compositions that combine sound, image, and movement.

Currently, I teach ethical and sustainable AI to young composers and performers at the National Opera while researching the biopolitics of musical performance, particularly regarding the use of sensitive biometric data.

What impact has technological innovation had on modern music production?

Technological advancements have been influencing music production throughout history and today is no different. In 1977, in Noise: The Political Economy of Music, Jacques Attali had predicted and described a music history phase he called “composer/composing,” where everyone becomes a potential creator. We’re entering that phase: home production thanks to the digital studio; telematic collaborations intensified during the pandemic; streaming platforms being the primary means of distribution; and generative AI tools that create songs from prompts.

Still, technology is not the deterministic driver of music production. The turn toward individual creation signals a deeper crisis of collectivity, of authorship and intellectual property, and of the precarity of creative labor. It reflects the role of technology within late capitalism, rather than any neutral or inevitable path of progress.

Is the inspiration for music different when using technology instead of classical instruments?

This distinction I believe is outdated: classical instruments are in and of themselves earlier technologies and models for their modern digital counterparts, and today’s most advanced artistic practices combine traditional instruments with emerging technologies. A clear example is the TENOR25 Conference in Beijing, where I participated with support from the University of Ioannina, and where ten concerts brought together traditional Chinese instruments such as the guzheng with artificial intelligence and ambisonics.

Modern digital technologies clearly open new musical possibilities and require specific skills, yet they are themselves influenced by, and carry, the musical “inspiration” (to use your words) of the past.

What’s it like teaching music in a small countryside town in Greece? What are the challenges?

My return to Greece after 17 years in large urban centers abroad was due to my appointment as Associate Professor at the University of Ioannina, one of Greece’s leading universities with a strong international standing. Working at a university in the Greek hinterland is a source of enjoyment and pride, as it allows me to engage with communities new to me, such as those of Arta and Ioannina; to develop initiatives and collaborations with local and national impact, such as the conference on March 16–17 we’re co-organizing with the Dean of the Department of Informatics and Telecommunications, Alexandros Tzallas, on the Arta Campus; to represent our university internationally, as recently in Boston and Beijing; and, above all, to work alongside students by offering high quality teaching on the most current musical innovations, as I had in similar posts in San Diego, Strasbourg, or Berlin.

This does not negate the serious problems facing the university: shortages of staff and resources, building deficiencies, lack of equipment, the flawed structure of arts education from secondary school onward, the irrational university admissions system, and the severe imbalance between faculty and student numbers in the Department of Music Studies where I work. These are national political issues, the result of choices that perpetuate the pathologies of the public university, and they do not concern Arta or Ioannina in particular, which I now consider home.

music

Of all the concerts you have given around the world, please tell us about an experience that stood out.

That’s a genuinely hard question. I’ll mention a few really important experiences for me: my 2012 concert at the Espace de Projection of IRCAM, where I performed Incompatible(s) V for silent piano and electronics by Nicolas Tzortzis, a work that paved the way to my ongoing collaboration with the Institute; my 2014 recital with work by Musique Spectrale at the Hochschule für Musik Dresden, where, at the end of Territoires de l’Oubli by Tristan Murail, I felt the piano vibrations dangerously resonating with the hall, as if the instrument was about to take off; my 2019 recital in Monastir, Tunisia, where I performed a demanding program (played a week earlier in Berlin) for an audience of Bedouins who loved it; my 2016 recital at Yamanashi Gakuin University, in Japan, where I learned Brian Ferneyhough’s Lemma-Icon-Epigram, a very challenging piano piece in three weeks; the augmented reality project Habiter Xenakis in Paris, 2022, with Makis Solomos and Jean-François Jégo, devoted to the solo piano works of Iannis Xenakis; and my concert in Boston in June 2025, where my multimedia work 你們是蟲子 (You are Bugs) which I will play at this year’s TechFuse was praised by electronic music pioneers John Chowning, George Lewis, and Matt Wright. ✱

PHOTOGRAPHY: A TOOL FOR THINKING, STORYTELLING, AND ACTIVE PARTICIPATION

Nearly two decades have passed since the Photometria Festival began. Today, more international than ever, it continues to encourage dialogue around photography in a city far from the Greek capital and with minimal resources, its co-founder Achilleas Tziakos explains.

Seventeen years after the first festival, what’s changed? And where does the festival stand today? Seventeen years after the first festival, almost everything’s changed; except for its core purpose. We launched the festival with Panagiotis Papoutsis in a city far from the Greek capital, with minimal resources but a strong need for dialogue around photography. Today, the Photometria International Photo Festival is a global institution, drawing collaborations, guests, and participants from around the world, with initiatives that reach beyond the confines of a one-off festival.

What’s changed is the scale, the experience, and the responsibility. What hasn’t is our commitment to photography as a tool for thinking, storytelling, and active participation, and our choice to host it in Ioannina. Today, the festival has reached a certain level of maturity, with a sharper focus on content, duration, and the lasting impact it leaves on the city and its people.

Do you believe that artificial intelligence is a threat to the art of photography?

Since its inception, photography has undergone many transitions. It adapts each time. From film to digital and from the darkroom to editing software, every technological shift has sparked fears but also opened new possibilities.

Artificial intelligence is no different; it does not threaten art. It introduces new tools. The key distinction lies in human intention: a machine can create a technically perfect image, but it lacks experience, a critical eye, and a purpose behind the image. If photography remains a medium for storytelling and social observation, then it’s not a threat. It will simply evolve.

How does modern technology influence the way we take photos? Are we drifting away from photography’s true meaning?

Modern technology has made photography more immediate and accessible, and this impacts how images are created and consumed. Yet speed, overproduction, and easy editing often outpace thought and intention. We are, in my view, in a transitional stage where the image’s limits are being tested. The challenge for creators is to avoid being overwhelmed by the medium’s speed, and instead, to use it consciously with critical thinking and a clear purpose.

In today’s age of images and social media, how can a photography festival encourage critical engagement through images, rather than their passive consumption?

At a time of image overproduction and rapid social media consumption, a photography festival serves as both a counterweight and an educational platform. Its multi-layered program includes themed exhibitions, talks, workshops, and public discussions. It goes beyond presenting content to provide a framework for understanding and interpreting images. The goal is to turn passive viewers into active observers. At a festival, photography is no longer just a quick scroll; it becomes a tool for dialogue and critical thinking, offering an experience that transcends superficial digital consumption.

What lies ahead for the Photometria International Photo Festival?

A next step for the festival is to secure its continuity and longterm sustainability. While we’ve been able to sustain our activities through our own efforts over the past three years, as a non-profit, we’re now seeking a permanent space to house and showcase our collection, functioning year-round as a center for education and cultural activity.

We aim for Ioannina to be recognized as a “City of Photography,” attracting international attention and cultural tourism throughout the year. In parallel, our strategic priorities include growing our international networks and promoting the festival’s activities globally. We envision an institution that transcends the individual, evolves continuously, nurtures creativity, and generates lasting cultural value for the local community; an institution of international prestige, demonstrating that the wider region can become a leader in the contemporary global artistic scene.

A MODEL THAT VALUES CONSISTENCY AND LONG-TERM STRATEGY IS STEADILY GAINING GROUND

Litsa Panayotopoulos, CEO of EVIA Intelligent Performance, president of Intale Retail Solutions, vice president of Papapostolou Healthcare Technologies, and president of the Education, Innovation and Entrepreneurship Committee of the American-Hellenic Chamber of Commerce, shares her perspective.

new tech

The percentage of women in technology in Greece remains low. Why?

The limited presence of women in the technology industry is not a matter of ability, but the result of long-standing social and educational influences that influence career choices from a young age. There’s also the absence of strong role models and limited exposure to technology in early education which act as significant barriers.

Experience shows that where women’s participation in scientific and technological fields is systematically encouraged, representation increases substantially. What’s needed is continuous cooperation between education, business, and the State, so that technology is positioned as a field of development, creativity, and professional opportunity free from stereotypes and limitations.

Has Greece been slow to introduce new technologies in education?

Greece has made progress in integrating technological tools into education. The real challenge, however, lies not in equipment, but in transforming the learning model itself. International best practices show that technology delivers real value when it supports the development of analytical and critical thinking.

Systematic collaboration between universities, businesses, and research institutions can help create a more flexible educational model that aligns with the needs of the modern knowledge economy.

How do you assess the current domestic ecosystem, and where do you see room for improvement?

The domestic ecosystem shows strong momentum, with a growing presence of start-ups, research initiatives, and investment activity. The effective use of European resources and the high quality of human capital represent important competitive advantages.

What’s also clear is the need for deeper integration between research and production, faster institutional processes, and stronger cooperation between the public and private sectors. A coherent and stable national innovation strategy can significantly strengthen Greece’s international positioning.

In Greece, are consistency and long-term effort rewarded, or does short-term thinking still dominate?

The Greek business environment is gradually shifting toward a model that values consistency and long-term strategy. However, the mindset of short-term results still influences many decisions and business practices.

International experience shows that sustainable development is built on systematic investment in knowledge and trust in people. Strengthening transparency, institutional stability, and the visibility of successful long-term initiatives can help create a more mature and resilient business culture.

On a personal level, which experience has most impacted the way you work and relate to people?

My involvement in complex projects that required collaboration across different scientific and professional disciplines had a defining impact on me. It highlighted the importance of trust, depth of understanding, and the synthesis of diverse perspectives.

This reinforced my belief that innovation is not an individual achievement, but the result of collective effort. Today, I see leadership as the responsibility to create an environment where people grow, take initiative, and co-create.

OUR ATTENTION

REMAINS FIRM ON DELIVERING SOUND FINANCING AND REAL VALUE TO THE ECONOMY

Epirus Bank’s CEO, Ioannis Vougioukas, shares his vision following the bank’s conversion from Limited Liability Cooperative to Public Limited Company.

banking

Following its conversion from a Limited Liability Partnership to a Public Limited Company, what are the bank’s immediate plans?

Conversion into a public limited company marks a pivotal moment in the bank’s history. It’s more than a different legal entity, it’s a strategic leap, giving us greater flexibility, transparency, and the ability to attract capital, strengthening the bank’s planned growth trajectory.

With a share capital increase and entry of its new strategic investor CAPSTONE CAPITAL, Epirus Bank begins a new chapter of stability and opportunity.

Our immediate plans are straightforward: to expand nationwide the successful model we have developed over decades in Epirus, beginning with neighboring regions. Our goal is to build a network that carries the same service culture, commitment to SMEs, and attentiveness to the needs of local communities and entrepreneurs. To support this expansion, we’re investing in technology-driven infrastructure and systems that ensure quality, speed, and security.

The next phase for Epirus Bank is one of growth, but above all, to mature and scale a model that has already proven its performance.

Over the years, you’ve maintained a balance between physical branches and online services. Will this balance remain?

For us, the model that combines physical presence with digital services is more than an operational choice, it’s part of our identity and, I believe, our greatest competitive advantage. At Epirus Bank, we have consciously avoided positioning ourselves at either extreme. We’re not a fully conventional bank, nor a purely digital-only bank. Instead, we’ve built a modern, balanced model that uses technology to simplify and speed up processes while keeping people at the center of the banking experience.

Today, the challenge is not just a financing gap, but a broader deficit in banking services. And while the sector invests heavily in digital transformation, customer service quality often suffers. This is especially true for small and medium-sized enterprises, which frequently lack the structures and staffing that larger companies have, making advisory support from banks essential.

In response, Epirus Bank focuses on a human-technology partnership. Our physical branches serve as hubs that build relationships, trust, and offer advisory support, while our digital tools extend these relationships by providing convenience, speed, and 24/7 access to essential services.

In today’s times, we aim to further strengthen this balance. For us, technology will not replace human contact. It’s a catalyst for delivering a better, faster, and more comprehensive service.

What is Epirus Bank’s role in Ioannina’s tech ecosystem? How does the bank contribute to the momentum that the tech sector has experienced in recent years?

Epirus Bank has deliberately positioned itself at the heart of the region’s development, actively supporting the innovation ecosystem that’s emerged in Ioannina in recent years. It’s no coincidence that the bank is the second-largest shareholder (after the university) of the Science and Technology Park, promoting research, entrepreneurship, and the connection between academic knowledge and the market.

We also support initiatives that engage the new generation and encourage innovation. The Epirus Bank Open Hackathon, launching this year and expected to become an annual institution, is a strategic initiative reflecting our commitment to nurturing and strengthening Epirus’ innovation ecosystem. Our aim is to create an open space for technological creativity, where young scientists, developers, startups, and teams from the University of Ioannina can collaborate and develop solutions with real value for society and the market.

Our sponsoring of the Ideathon workshop at last year’s TechFuse 2025, challenged students, graduates, and young professionals to define Ioannina’s future. And this is only one example.

Through initiatives like these, the bank seeks to act as a catalyst: fostering technological progress, attracting top talent, and contributing to the development of a modern, dynamic technological hub in Epirus.

Epirus Bank has been supporting its namesake region’s development for decades. Could expanding nationwide risk distancing the bank from its roots?

Epirus is the foundation of the Bank’s philosophy: stay close to entrepreneurs, close to society, and offer flexibility, transparency, and direct decision-making. With a market share of around 10% in the region, Epirus Bank has proven it can be a pillar for regional development.

Nationwide expansion will not take us away from the core of our strategy. On the contrary, what we aim to bring to the rest of Greece is exactly this model of relationship and trust:

We listen to the needs of SMEs.

We act quickly and flexibly.

We operate with a human, accessible approach.

We finance the real economy.

Our foundations do not limit growth. They enable it.

After seven years leading the bank, introducing innovations and obtaining a nationwide license, what is your personal vision for its future?

My vision for Epirus Bank’s future is ambitious yet realistic, fully aligned with the role we want the bank to play in the Greek economy.

Since 2019, when the Occupational Insurance Fund for Insurance Agents and Insurance Company Staff (ΤΕΑ ΕΑΠΕ) entrusted me with the role of CEO, the bank has undergone a demanding but essential consolidation. Through collective effort and a clear plan, we strengthened its capital base, improved operational efficiency, and built a trust-based environment that attracted new investments.

The entry of CAPSTONE CAPITAL as a major shareholder, at book value, was a strong vote of confidence in the bank’s future, benefiting shareholders, customers, employees, and the Greek economy alike.

Looking ahead, my vision is for Epirus Bank to become the first choice for small and medium-sized enterprises (SMEs) nationwide. SMEs are the backbone of Greek entrepreneurship, and they need a bank that understands their real needs, listens to them, and supports them with flexibility, speed, and adaptability. We aim to be a bank that creates opportunities, not obstacles.

The next phase will be driven by new tools: innovative banking products, modern forms of risk assessment, leveraging data and technology, and partnerships that expand businesses’ access to capital.

We want the Epirus Bank to contribute meaningfully to Greece’s economic development: supporting regional entrepreneurship, strengthening innovation, financing the productive base, and promoting healthy competition. The next chapter is one of trust, technological advancement, and outward-looking growth, all while keeping people at the center: the customer, the employee, the partner, and the local communities.

In recent years, small and medium-sized enterprises have increasingly struggled to secure financing from conventional banks, even though they’re the backbone to the Greek economy. How do you feel about this, and how is Epirus Bank addressing this situation?

Small and medium-sized enterprises contribute substantially to the Greek economy. Recent ELSTAT data underline this, showing a record 140,000 small business establishments in 2025, 70% of which are sole proprietorships. Yet these businesses continue to face significant obstacles in securing financing from conventional banks. The smaller a business, the harder it is to access the funds it needs, leaving many healthy, growing SMEs effectively excluded from bank lending.

These challenges arise not only from SMEs’ inherent characteristics, such as limited financial data or insufficient collateral, but also from the highly concentrated structure of the banking market. Conventional banks, excluding Recovery Fund financing, are showing essentially negative credit growth, which further limits options for small businesses.

In this context, the presence of non-conventional banks is essential, a point also emphasized by the Governor of the Bank of Greece. Strengthening competition is necessary to ensure SMEs have real access to financing and to support regional development.

Epirus Bank acts as an advisor and stable partner for SMEs, providing solutions and financial tools that help them transition to greener, sustainable, and digital business models. In Epirus, for example, our share of SME financing through the Entrepreneurship Fund Guarantee Fund significantly exceeds our market share, demonstrating that we fill the credit gap where the broader system falls short. Equally, our procedures are usually completed within a month, compared with up to six months with conventional banks. We believe that increasing the flow of financing to SMEs is essential to supporting Greece’s new productive model giving a real boost to regional development.

How would you assess the Greek financial system eight years after the end of the memoranda?

I’d like to steer away from generalizations. Our energy isn’t spent on commenting, but on contributing to the system’s improvements wherever we can.

The concentration of large, conventional banks creates challenges in serving SMEs and regional markets, but it also creates opportunities for us to operate in a complementary way, with greater flexibility and a more people-centered approach. Our attention remains firmly on delivering sound financing and real value to the economy. ✱

LET PEOPLE TAKE THE LEAD AND TECHNOLOGY BE THE TOOL

Elias Stavropoulos, IBM Technology Technical Country Leader, summarizes the role of artificial intelligence in businesses, services, and everyday life.

Artificial Intelligence (AI) in business automation is undeniable. Are companied in Greece adopting it?

Let’s first clear up a common misconception: artificial intelligence did not begin in 2023 with ChatGPT. In Greece, large organizations have been using algorithms and statistical models — what we call traditional AI — in critical production systems for more than a decade. GenAI is an impressive development, but it’s only one form of the technology.

Today, GenAI adoption in Greece is in a dynamic transition phase. Although we started later than the rest of Europe, the past year has seen impressive acceleration. At first, organizations were a bit stiff, hesitant and unsure how to approach the technology. They knew they had to act (often following direction from senior management) but faced key questions: Which model? Where will it run? What happens to our data? How do we use it? How can we control it?

What today seems straightforward were major questions only a few years ago. At IBM, we’ve spent that time providing answers and helping each organization define its own Productive AI strategy, tailored to its specific needs.

We strongly believe there is no AI without the right data and processes. No single model can cover all the needs of an organization, and one model alone is not enough to deliver meaningful benefits. Based on this approach, we help clients break down silos and reduce complexity, enabling access to large volumes of data without constantly moving it, so they can feed AI with accurate and complete information.

The next step is moving from standalone models to a comprehensive platform that supports Agentic AI. There are two reasons for this: first, a single model cannot address every use case; second, real automation and productivity come only through AI agents. Relying on fragmented digital assistants simply increases technological debt instead of enabling proper scale.

Finally, governance cannot be overlooked. With the enactment of EU AI Act, responsible AI use is essential to maintaining customer trust. It’s not enough to run models; we must ensure their reliability and monitor them in real time for bias or misleading responses. Governance turns AI from an experimental tool into a mature, productive force that operates with transparency and controlled risk.

Could you share some examples of projects you’ve worked on in Greece to illustrate this in practice?

Over the past several years, IBM and its clients have placed strong emphasis on productive artificial intelligence. There are many examples of projects in Greece and Cyprus, covered by IBM’s Greek office. I’ll focus on three that demonstrate the range of possibilities.

First, there are advanced digital assistants. We’re moving beyond traditional chatbots, placing greater emphasis on context. The assistant no longer guesses the answer; it engages in dialogue to fully understand the user’s request and draws information exclusively from the organization’s approved data, such as internal policies or manuals, rather than from general internet sources.

The next step for organizations looking to advance their strategy is the automatic categorization and extraction of data from incoming documents. This no longer requires templates, static rules, or Advanced Query Language. Modern language models can deliver the same results with minimal or no prompt engineering, significantly enhancing productivity.

Finally, some organizations aim to maximize the value of technology by evaluating, implementing, and running automations through AI agents. These are autonomous systems capable of executing complex workflows and integrating with multiple business systems. Applications include automating Human Resources and Procurement processes, generating credit recommendations, and improving R-NPS (Relationship Net Promoter Score) in banking.

19—21.03

In all these cases, governance remains essential. Organizations must not only trust that these solutions function correctly but also be able to demonstrate it at any time, identifying deviations and correcting them when necessary.

To what extent are local startups using AI? What’s your overall impression?

It’s obvious that the number of Greek AI startups is on the rise, seeing as AI is becoming a central pillar of innovation and a key criterion for attracting investment worldwide.

Today, AI is a strong indicator of market momentum. Startups that fail to integrate it into their products are immediately at a disadvantage. Any major development in the field tends to trigger swift reactions in international markets.

Moreso, these new businesses hold a significant strategic advantage: they can build on AI from the outset, by design. While established organizations must invest heavily to modernize legacy systems and break down internal data silos, startups can focus directly on pure innovation. Instead of changing culture and complex processes, they’re able to move forward without the technological debt of the past.

How challenging is it today for small and medium-sized businesses to integrate AI into their operations?

The real question is how challenging it would be for businesses to operate without integrating artificial intelligence into their operations. When we speak with executives, their first concerns are rarely about the technology itself. They want to know the benefits it can deliver and how to measure them.

At IBM, we’ve introduced AI agents into daily operations and developed a framework to quantify their impact. The results exceeded all expectations: an initial estimate of $2 billion in productivity gains over two years grew to $3.5 billion, and by the end of 2025, we reached $4.5 billion.

It’s worth saying that I’m not comparing IBM, with its 270,000 employees worldwide, to small and medium-sized businesses in Greece. The point is that integrating AI is essential for all companies, big or small. When implemented correctly, the benefits can be remarkable, and the resources saved can be reinvested to further grow the business.

To end our discussion, here’s a personal question: Does using AI to improve customer experience risk reducing human interaction, in other words, could it remove the human from human contact?

You’ve hit the nail on the head here. This is a question that concerns anyone planning the future of entrepreneurship. The short answer is yes, there is a risk, but it’s not insurmountable.

We need to recognize the challenges AI brings to customer service. On one hand, it promises absolute convenience; on the other, it risks creating sterile, algorithmic interactions. Too often, we confuse problem-solving with human service. AI excels at the former. It can process a refund in seconds. But customer experience is about more than the outcome. It’s about how the customer feels during the process. Remove the human element entirely, and a relationship of trust becomes a cold transaction. Transactions don’t build loyalty. Relationships do. We live in a world more connected than ever yet one that often feels alienated. A customer having a difficult day confronted with a chatbot responding in standardized phrases will likely feel even more disconnected. In such cases, technology doesn’t enhance the experience; it builds a barrier. The person feels unheard. I’ve experienced this myself several times. While I rarely need customer service, I’ve noticed that some companies seem uninterested in truly listening to the problem.

Good technology should invisibly handle procedures so that when the customer finally reaches a human representative, the interaction is meaningful and effective. The solution lies in companies consciously preserving the human signature in their services. If we want to ensure progress never comes at the expense of genuine human contact, let people take the lead and technology be the tool. ✱

TECHNOLOGY SHOULD MAKE BANKING

FAIRER, NOT JUST FASTER

Nikolaos Gaitanis, Snappi’s Chief Technology Officer, explains the bank’s aspiring position within the Greek and international banking scene.

banking

With twenty years of experience in the fintech sector, what drew you to Snappi?

After two decades across different industries, I was seeking the chance to build something from the ground up. With a full banking license and real influence, Snappi isn’t just another digital wallet—it’s a bank designed from the ground up as fully digital, with an API-first architecture and a clear strategy for real-time credit. What drew me in was the blend of regulatory rigor and technological ambition: creating the first AI-powered microfinance engine in Greece and Europe to serve audiences that have traditionally been overlooked.

Snappi is still in its early days, having been on the market for just six months. Tell us about your initial technology-driven goals, and where are you focusing?

Our first goal is to accelerate the credit engine, enabling automated real-time assessments with minimal human intervention. The second is to strengthen our data infrastructure to support dynamic affordability models, moving beyond static credit scores. We’re equally investing in AI and automation to lower service costs and reinforce risk management. For us, technology isn’t just a support function, it’s at the heart of our business model.

What gives Snappi a competitive edge in this market, allowing it to stand out from international players?

Snappi brings together a banking license, a modern cloud-based architecture, and a strategic focus on micro-lending for all customer segments. With low cost-to-serve, real-time assessments, and transparent pricing, we can deliver fast, fair, and accessible credit. The real advantage lies in our infrastructure, which allows scalable growth and international expansion through a reusable model.

In Greece, there’s discussion on whether the technology sector has enough talent or if the current workforce is in short supply. What’s your opinion, and what’s been your experience at Snappi?

There is plenty of talent, but it thrives in the right environment. At Snappi, we invest in a culture that empowers our people, giving engineers and data scientists the space to experiment, albeit within a strict regulatory framework. I believe that combining fintech, AI, and banking compliance creates a unique opportunity to build high-level teams in Greece with a global outlook.

Based on your experience, give us a glimpse into the future of transactions and banking? Where is the industry headed, and what can we expect?

Our goal is to become the leading consumer lending provider, with a focus on data-driven and fully digital assessments. We aim to build a platform that uses data responsibly, with AI designed to enhance customers’ financial resilience. For us, technology should make banking fairer, not just faster. This means transparency, personalization, and a genuine understanding of each user’s financial behavior. ✱

SNAPPI: AMONG THE FASTEST GROWING NEOBANKS IN EUROPE AND INTERNATIONALLY

Thanasis Navrozoglou, president & CEO of Natech Banking Solutions and vice chairman of Snappi’s Board, reflects on Snappi’s first four months and shares with us Natech’s next growth steps.

Let’s start by looking at Snappi’s progress in its first few months of operation. Are you happy? Can you share some early insights? And has a Greek neobank earned the trust of the Greek public?

Snappi’s first four months of operation have been impressive, and the outlook is very promising. We’ve been onboarding around 12,000 new customers each month, a growth rate that positions Snappi among the fastest growing neobanks in Europe and internationally, relative to our stage of development.

Customer feedback has been very positive, particularly regarding the app’s flexibility, immediacy, and the user-friendliness of its products such as “Cash Now,” available in the Greek market. Snappi combines technological excellence with a customer-centric approach, even as it accelerates the launch of new products to meet a broader range of needs. This builds trust and encourages active engagement with the first fully digital Greek bank.

How do you see the Greek banking system evolving? Has it embraced new technologies, and in which areas, is there room for improvement?

The Greek banking market is evolving rapidly, with new formats and offerings increasingly aligned with international standards. However, the adoption of technology by banks worldwide has not kept pace with technological advancements and market demands.

Natech focuses on banking-as-a-service and embedded finance solutions, enabling third-party services to integrate banking functions and allowing banks to incorporate the technological capabilities of external providers. This creates both a platform and fintech ecosystem with significant growth potential. Examples of embedded finance include Buy Now, Pay Later (BNPL) solutions, which have recently become available through Greek banks, enhancing their competitiveness.

Looking ahead, new products and services will continue to emerge within this fintech ecosystem, increasingly incorporating Artificial Intelligence (AI).

Today, 23 years later, Natech has offices across multiple cities in Greece and abroad but maintains its headquarters in Ioannina. Was this a strategic decision?

Maintaining our headquarters in Ioannina is a strategic decision because first, it offers quality of life, work-life balance, and access to high-level skills. Second, by investing in Ioannina, we support Greek regional and local development. And finally, taken together, the region offers unique conditions and significant growth potential. We want to encourage the growth of a technological, research, and business ecosystem in the area, and gradually create a strong hub outside Athens.

While much remains to be done, the establishment of several technology companies in the region validates our choice and reinforces the belief that Ioannina can evolve into a center of technological innovation with international reach.

What lessons did you take away from expanding your business amid one of Greece’s most severe financial crises, and do you feel the effort paid off?

The Greek financial crisis exposed significant challenges, including the selective nature of providers’ investments and a heightened focus on solutions that emphasized speed and flexibility.

For Natech, however, this created a major opportunity to differentiate. After consolidating areas where we were already strong, we concentrated on developing more flexible, modular systems designed to shorten the time-to-market for new products. To this end, we partnered with banks seeking targeted technological investments.

These challenges have strengthened the company’s resilience and laid the foundation for a stable growth trajectory internationally, turning obstacles into a driving force for continuous innovation and evolution.

banking 64—65

What are Natech’s next growth steps?

Modernizing the banking experience through the integration of AI across all our products, from core banking to banking-as-a-service and embedded finance is at the heart of Natech’s growth plan, with the goal of gradually making our systems “AI First.” Snappi plays a key role in this strategy as a platform for development and innovation, enabling us to design customer-centric products based on direct user feedback.

In parallel, Natech is expanding into new markets and forging international partnerships, strengthening its presence in Europe, the Middle East, and the US.

Our strategy focuses on solutions that combine automation, real-time analytics, and high adaptability. By reducing product lead times and enhancing the flexibility of financial institutions, we promote high-value technology rooted in Greece with a global reach, while redefining the customer experience in the financial industry. ✱

THE CENTRE REVEALING REGIONAL POTENTIAL,

Vassilis Kafatos, Deloitte Partner and President of the Deloitte Alexander Competence Center, shares the prospects and opportunities opening up for thousands of specialized scientists.

Deloitte.

Eight years strong, tell us about your experience with the Deloitte Alexander Competence Center in Thessaloniki? Did the initial bet pay off?

In 2017, the ambition was to establish an internationally competitive hub of expertise in Northern Greece, aiming to reverse Greece’s brain drain. Today, the Deloitte Alexander Competence Center employs more than 1,300 specialized scientists who work on projects across Deloitte’s global network.

The Center has built strong partnerships with universities, thereby building knowledge and skills in the next generation, while serving as a bridge between local talent and international markets. The Center has grown into Deloitte’s leading competence hub in Europe, specializing in cutting-edge technologies, evidencing the region’s potential while attracting further high value-added investment.

Ultimately, what key ingredients build a thriving ecosystem, particularly in Greece’s peripheries?

Knowledge and talent are the foundation for every innovation ecosystem. Take human capital, then add skills of the future to it and what you get is innovation. The region holds strong competitive advantages, including leading academic institutions, a broad pool of talented graduates, and a high quality of life.

Equally important is trust and collaboration among ecosystem stakeholders, enabling knowledge to translate into innovation. The objective, therefore, is to encourage dynamic, open innovation ecosystems that bring meaningful exchanges among large companies, startups, universities, research centers, the State, investors, and society at large.

How do you assess the Greek ecosystem today? Is there room for growth and has it meaningfully contributed to local economies?

The Greek innovation ecosystem has matured considerably. In recent years, we’ve witnessed greater international engagement in education and research, the return of talent from abroad, rising investments in startups, and a growing portfolio of innovative Greek companies. Yet there remains significant potential for growth, particularly in achieving scale and expanding internationally.

To support this, we’re actively investing in the domestic innovation ecosystem. Through the Deloitte StartUp Acceleration Program, we help students, graduates, and startups (especially in the country’s peripheries) turn their innovative ideas into sustainable businesses by providing tailored mentoring, strategic guidance, and access to Deloitte’s extensive network of partners and investors.

We also collaborate with startups and scale-ups, establishing strategic partnerships and supporting their international expansion.

With artificial intelligence advancing so rapidly, what steps should the Greek economy take to maximize its benefits? How technologically mature are Greek businesses today?

Artificial intelligence represents a strategic opportunity to redefine Greece’s economic development model, because it serves as a catalyst for greater productivity, innovation, and competitiveness. A recent survey by the Council on Competitiveness of Greece highlighted the relatively low adoption of AI technologies, particularly among small and medium-sized enterprises, alongside a growing awareness and interest.

Key enablers for broader AI adoption in Greek businesses include access to computing power, availability of data through high-performance shared infrastructures, and the expansion of AI-focused IT skills development programs. By investing strategically in artificial intelligence, Greece can overcome scale barriers and secure a meaningful competitive advantage in a global environment.

Come summertime, the Recovery Fund comes to an end. Are you concerned about the Greek economy?

The Recovery Fund has supported key digital transfor-

knowhow

mation and green transition projects, stimulating private investment and laying the groundwork for resilience and sustainable growth. As European funding winds down, the challenge is to shift toward growth driven by the economy’s competitive advantages and structural strengths.

Greece has made significant structural reforms in key areas, and if fiscal discipline is maintained alongside continued efforts to transform the country’s production model, the economy has strong prospects for sustained growth in the years ahead. ✱

Michalis Stangos, co-founder of L-Stone Capital, analyzes the new landscape defining the investment environment.

To what extent has the local ecosystem changed from 2012 to today?

In 2012, we were looking at one-off initiatives and limited access to capital. Today, there’s a structured ecosystem: investment funds, accelerators, spin-offs, outward-looking founders, and institutional recognition that innovation is a pillar for development.

The most important shift however has been a shared understanding among entrepreneurs, investors, and the State. We still lack a critical mass of scale-ups, but the ecosystem is now mature, functional, and internationally visible.

What does the local ecosystem need to contribute more to the national economy?

The challenge is in the transition from creating startups to building large, international companies. This requires growth capital, strategic mergers, faster commercialization of research, and large companies actively participating as both customers and business partners. Equally, a stable, business-friendly institutional environment is essential. Real economic value is created when companies scale while maintaining their headquarters, jobs, and tax presence in the country.

Which sectors are experiencing strong mobility?

Artificial intelligence, agri-food, fintech, health, sustainability, defense, and creative industries are demonstrating strong momentum. Of particular interest is the rise of deep tech, closely linked to universities and research centers. A notable positive is cross-sector integration: technologies applied across multiple industries, creating hybrid models with international competitiveness.

Has access to financing become stricter?

The investment environment has become noticeably stricter. Investors now require a clear strategy, demonstrated demand, and sustainable growth. Yet this acts as a filter, reducing “noise” and putting teams forward that create real value. Companies with international outreach, technological depth, and disciplined execution continue to attract capital.

What elements make an ecosystem sustainable?

Four elements are essential: strong human capital, adequate multi-level financing, institutional stability, and a culture of collaboration. Equally important are the “bridges” — connecting research to market, startups to corporates, and Greece to the international environment. When these elements work together, the ecosystem generates not only companies but sustainable knowledge, quality jobs, and a significant development footprint. This is why events like TechFuse in Ioannina and Beyond in Athens (17–19.06.2026) are so vital. ✱

Nikolaos Rogotis, director of IT & Digital Transformation at Ioannina Agricultural Poultry Cooperative PINDOS, explains why.

How does a local cooperative adopt new technologies? Tell us about the obstacles encountered.

Adopting new technologies throughout a local cooperative is a complex process, as it involves not only technology but, more importantly, a change in culture, on top of the transformation of business processes. At PINDOS, this challenge becomes greater due to the sheer size and complexity of the organization. While it’s a cooperative with strong ties to the local community, it operates like any large company with hundreds of staff, numerous farms, and an international presence. Implementing new systems and technologies must ensure consistency, staff acceptance, and uninterrupted operations. For these reasons, digital transformation requires gradual adaptation, proper training, and a clear strategy, so that technology strengthens the cooperative’s character, competitiveness, and outward-looking orientation.

How technologically advanced is PINDOS today, and in which areas are new technologies being implemented?

PINDOS has achieved an advanced level of technological maturity, integrating digital tools and innovative technologies across every stage of its operations and throughout its fully vertically integrated production process. First, its infrastructure relies on cloud and hybrid systems, which in turn provides flexibility, scalability, and business continuity in an unpredictable and competitive economic, business, and technological environment.

Second, cybersecurity is our foundation for resiliency, to ensure the integrity, availability, and confidentiality of data. Third, the growing interconnection of IT and OT systems is a holistic approach that emphasizes security automation, continuous monitoring, and rapid incident response to minimize operational risk.

Fourth, exploiting data through a data-driven business model represents a strategic pillar, enabling informed decision-making, agile process adaptation, and strengthening both continuity and operational efficiency at PINDOS.

Finally, this combined use of technologies allows the organization to remain competitive, flexible, and sustainable on an international scale.

How are you advancing the Coop’s technological capabilities, and where are you directing your investments?

PINDOS’ technological upgrade plan is a holistic strategy that integrates infrastructure, systems, processes, and human resources. We’re investing in advanced information systems that unify production, quality, supply chain, and back-office operations, while automation and robotics are being implemented across all our factories.

Special emphasis is placed on staff training to ensure that technology is fully embedded in daily operations. The objective is to establish a digital business model that encourages innovation, strengthens collaboration with international markets, and supports sustainable development, while preserving the cooperative character of the company.

Beyond traceability and food safety, in what other areas can technology support a food cooperative?

The adoption of Industry 4.0 technologies in a poultry cooperative like PINDOS extends the role of digitalization beyond traceability and food safety.

Smart production systems, use of IoT technologies and analytical data models, enable continuous monitoring and control of critical farming parameters such as temperature, humidity, and air quality, improving bird welfare and enhancing production efficiency.

Advanced logistics systems and demand forecasting algorithms exist to support efficient production planning, helping to reduce inventory and minimize losses.

Additionally, digital platforms for monitoring ESG indicators promote sustainability, increase transparency, ensure compliance with European regulatory frameworks, and facilitate circular economy practices, such as more efficient use of by-products and reduction of environmental impact.

Based on your experience, how do you see the future of the food industry? To what extent is artificial intelligence expected to transform it?

The food industry is entering a phase of systematic digital transformation, where technology and innovation play a central role in defining both operational and strategic models. Artificial intelligence is expected to deliver significant improvements in demand forecasting, supply chain optimization, and real-time production and quality data analysis.

Thanks to machine learning algorithms, businesses can detect trends, adapt processes, reduce waste, and develop new products based on evidence-driven consumer insights. Overall, artificial intelligence is a tool that enhances human capabilities, boosts efficiency, flexibility, and innovation in a globalized market. ✱

BLOCKCHAIN CREATES DECENTRALIZED COMMUNITIES

This philosophy defines Epirus DAO: an open community that teaches people, businesses, and local communities the practical use of blockchain. Here’s what its founder and Blockchain Community Builder, Spyros Bounas, has to say.

the tool

What is Epirus DAO and what is its purpose?

Its goal is to bridge theory with practice by offering knowledge, tools, and participatory structures that turn people from observers of technology into active participants in the digital transition. Although it launched in Epirus, it was designed from the start with a nationwide and international outlook.

Generally speaking, blockchain technology remains unknown to the wider public. Can you explain what it is?

Blockchain records and shares data without a central administrator. It stores information in transparent, immutable, and shared blockchains to all participants. This creates greater trust, security, and autonomy. Blockchain goes beyond financial transactions and applies to voting, certifications, contracts, and partnerships, redefining how we organize ourselves digitally.

How can businesses benefit from this technology?

Please give us a practical example.

Businesses can use blockchain to increase transparency, automate processes, and reduce costs. For example, smart contracts can handle payments or agreements without intermediaries. Blockchain can also provide digital certificates of authenticity for products or manage loyalty systems, building trust and stronger customer relationships without complex or costly infrastructure.

If I understand correctly, blockchain technology also supports social participation, right?

Absolutely. Blockchain enables decentralized communities where decisions happen collectively and transparently. Voting and participation mechanisms give people a real voice in organizations, initiatives, or projects without relying on hierarchies. This encourages active involvement, accountability, and the sense that everyone’s voice truly matters.

What does “fair and sustainable digital world” mean to you?

A “fair and sustainable digital world” means access to knowledge, transparent rules, and meaningful participation. It means technology that serves people, not the other way around. A world where digital structures are built with responsibility, respect, and long-term thinking, creating value for future generations rather than just temporary gains.

EPIRUS CAN BECOME A LABORATORY FOR A DIFFERENT DEVELOPMENT MODEL

Sotiris Tsoukarelis, co-founder and head of Social Innovation at Social Cooperative Enterprise “The High Mountains,” submits his own proposal.

— Interview: John Papadimitriou

How do you define Social Innovation?

Social innovation is the development of new ideas, practices or institutions that respond to social needs and address problems in ways that neither the market nor the state can cover alone. It’s not just about socially driven technological innovations; it’s the ability of communities to invent solutions that strengthen collectivity, democracy and sustainability. The aim isn’t profit, but to maximize social benefit.

Energy communities, community-supported agriculture and shared workshops (makerspaces, hackerspaces) are good examples.

There’s a word I can’t quite grasp... What does “cosmolocalism” mean?

Cosmolocalism is summed up in a single phrase: what is light (knowledge, design, software) is global and what is heavy (production, manufacturing) is local. It’s an alternative to globalization: it shortens supply chains, strengthens autonomy and creates cooperative rather than competitive relationships.

Ten years after founding your Social Cooperative Enterprise, where do you find yourself? Next steps?

“The High Mountains” has developed infrastructure that turn interest to relocate into real settlement: Population Attraction Offices, a network of Decentralization Ambassadors with dozens of locations across Greece, and community-supported agriculture schemes.

We supported the creation of many Social and Solidarity Economy (SSE) institutions throughout hinterland Greece. A recent example is the “Ecotopia” Social Cooperative Entrerprise in the village of Kalochori, which is already welcoming new residents.

Next steps include collaborations with regions and municipalities, integration into European programs, and the establishment of Decentralization Offices in large urban centers.

Epirus and especially some of the Zagori villages are “dying out” in terms of population. How do you reverse the phenomenon?

the lab

SOTIRIS TSOUKARELIS, CO-FOUNDER AND HEAD OF SOCIAL INNOVATION AT SOCIAL COOPERATIVE ENTERPRISE “THE HIGH MOUNTAINS.”

Reversal requires systematic state policy, not only social initiatives. For some Zagori villages and traveller-attractive areas, land use must be balanced between tourism and permanent residence, allowing locals to continue living there and restoring the vitality of communities, rather than reducing them to tourist destinations.

Special renovation programs for homes intended for permanent residence are necessary. For the wider countryside, we propose a law on fallow land (recognizing the social function of land), the institutionalization of community-supported agriculture, rural energy communities with priority access to the grid, tax incentives for mountainous areas, and a special framework for community village stores that serve a social purpose.

There is interest. Young families, remote workers, people seeking cooperative solutions. What’s missing is the mechanism that will turn this interest into real settlement.

What do you think Epirus should focus on over the next decade?

The creation of local production ecosystems: agri-food, energy services, remote working, experience-based tourism. Telecommunications infrastructure is a crucial foundation for entrepreneurship. Strengthening energy communities such as the Energy Community of Epirus (Κοινέργεια), which already covers the needs of dozens of households and the technological empowerment of farmers through open planning.

Epirus must invest in the decentralization and revitalization of its villages and communities. It can become a laboratory for a different development model, based on shared assets and collective action.

ON THE LEFT: GEORGOS TASSOS, CO-OWNER AND CO-DESIGNER OF BOURAZANI WILDLIFE RESORT. ON THE RIGHT: BOURAZANI RESTAURANT.

Bourazani Wild Life Resort,

TOURISM: THE DRIVER OF GROWTH

Yorgos Tassos, co-owner and co-designer of Bourazani Wildlife Resort, tells the story of an idea that has grown steadily into a success over 40 years.

Allow me to start with a personal question. How did you shift from studying Veterinary Medicine to tourism and environmental education?

I studied veterinary science by choice, because my family owned the initial 300 acres of forest fenced with wild game. The first section of Hotel Bourazani opened in 1983, mainly to accommodate the hunters, but in 1990 we put an end to organized hunting and started investing in the development of the Bourazani Environmental Park and Natural History Museum. The investments were completed in 2008, giving our business’ identity the title “Bourazani Wildlife Resort.” The company began to evolve after we learned in France that the 21st century had been defined as “The Century of Conservation of Natural

tourism

Resources.” We felt that we had to act if we wanted to secure an pioneering and promising future for both our business and our family.

Let’s move on to something even more personal. And correct me if I’m wrong. You are one of the few descendants left from the generation of the holocaust of Souli, where the Monk Samuel and local Souliotes were burned at the stake in Koogi. What’s it like to carry this heritage?

The family heritage we each hold within us, i.e. our history, is essential for our personal development. From it we learn lessons, improve as people, progress across the entire spectrum of our life’s activities and cultivate perseverance and patience to achieve our goals.

Carrying such a heritage, like that of my generation, means walking with respect honoring those who came before, but also with courage to chart your own path. It’s both a privilege and a responsibility — a journey between the past and the future. Our heritage makes us feel like proud Epirotes, free people and patriotes.

Let’s shift to the now: doing business in the Greek countryside has many challenges. Four decades from the day Bourazani opened its doors, where are you today?

In the forty-three years of operating our business, we’ve made all the necessary investments to look towards the future with optimism. We’re operating in the primary, secondary and tertiary economic sectors via the Bourazani Hotel, the Bourazani Restaurant, the Bourazani Environmental Park and Natural History Museum, the Ophrys Epirotica Conference Center, as well as the production of local naturally aged meat products.

Despite its development in the last decade, Epirus is still “hemorrhaging” demographically. Do you see ways of reversing the trend?

It’s imperative to stop the desertification of our region. The population is constantly decreasing in villages and small, regional towns. We need to develop our unique mountain ranges and maintain our primary sector through education, build skills aimed at producing new, original and innovative products from the excellent raw materials we have (e.g. advanced meat curing techniques to produce unique naturally ripened products, and so on).

What does Epirus need to further develop its tourism sector?

We need to develop our unique mountain ranges with outdoor activities. To achieve this, qualified guides with European recognition for every nature-based activity is required. I believe that by 2026 the Ministry of Education will formally establish the National Extreme Sports Center in Konitsa, housed in a 1,400 sq m municipal building — the first training center in the Balkans for mountain guides, rafting, kayaking, fly fishing and paragliding. We’ll also need to build mountain refuges in key mountain locations, just like in Central Europe, and to include the castle of the city of Ioannina in UNESCO’s cultural monuments as well as proceed with the creation of a cross-border park (between Greece and Albania) along the Aoos River. The Aoos is the only wild river in Europe. And, finally, to develop the region’s gastronomy, always based on our local products. Needless to say, everything mentioned above must remain deeply rooted in our culture and history. ✱