Relational was founded 30 years ago with a clear and ambitious vision: to deliver cutting-edge software solutions that empower financial institutions and businesses to operate more efficiently and make smarter decisions.
There have been quite a few key moments that really shaped the course of our company. One of the earliest was in 1997, when we implemented
i-Apply for the first time at the Bank of Cyprus. That project was a major milestone for us. The following year, in 1998, we introduced our Business Intelligence Reporting solution, which was one of the first intelligent self-service reporting tools in the Greek market. That helped establish us as innovators early on.
Another important moment came in 2003, when we began expanding our solutions beyond Greece, primarily by following the large Greek banks into other markets. Then, in 2008, we set up Relational Romania, which marked the beginning of our physical presence outside Greece.
In 2010, acquiring AroTRON gave us new capabilities and broadened our offering. That was followed in 2013 by our first steps into Sub-Saharan Africa, an entirely new region for us, and one that’s become increasingly important over time.
More recently, we established Relational East Africa in 2020, and then Relational Benelux in 2023. These expansions reflect our ongoing commitment to growing internationally and adapting to new opportunities.
Relational’s journey over the past 30 years has taken it from a promising Greek tech firm to a global software provider with a broad and meaningful impact. When we started in 1995, our focus was on distributing international software products, helping to bring global technologies to the local market. But it wasn’t long before we began developing our own solutions, like i-Apply, which marked a major shift. That move signaled our intention to innovate in ways that were specifically designed for financial institutions.
From there, we started to grow our presence across Southeastern Europe. i-Apply was rolled out across banking groups in 15 countries, and in time, we launched AroTRON, a solution for debt management that helped us meet the rising demand for servicing non-performing loans. These developments not only diversified our offering but also proved we could create tools that addressed real and urgent needs in the financial sector.
In the years that followed, our reach expanded well beyond Europe. Today, we operate in 35 countries and have offices in Greece, Romania, Kenya, and the Netherlands. One of our most important milestones came with the acquisition of Netcompany-Intrasoft East Africa, which allowed us to become the exclusive reseller of the PROFITS® Core Banking Solution in that region. This move significantly strengthened our position in East Africa and helped us enter promising new markets in South Asia Pacific.
At the heart of all this growth is our evolving vision. Right now, we’re focused on digital transformation, data-driven decision-making, and financial inclusion. Our current product suite includes advanced analytics, customer segmentation tools, and cloud-based platforms, all designed to help banks and enterprises operate more efficiently and respond to the challenges of modern finance.
Throughout it all, our culture has played a central role. We’ve stayed financially independent and placed a strong emphasis on team building, nurturing talent, and keeping innovation alive across all levels of the company. Today, our impact is felt not just through the software we deliver, but in the way we help financial institutions grow, transform, and better serve the communities they’re part of.
Along the way, there have been quite a few lessons we didn’t see coming—lessons that ended up shaping who we are as a company.
One of the most important was learning how to embrace uncertainty. During Greece’s financial crisis, we had to navigate serious economic challenges. That experience taught us that resilience isn’t just a mindset; it has to be part of the business model. Being able to adapt and innovate under pressure gave us a foundation of long-term stability.
We also realized that while having a strong global strategy is essential, local insight often makes the difference. Some of our most effective decisions came from listening closely to regional partners and adjusting to the specific regulatory, cultural, and infrastructure conditions in each market. That kind of responsiveness can’t be found in a playbook, it comes from real engagement on the ground.
Another key lesson was the role trust plays in technology adoption. Especially in sectors like banking and debt management, we learned that technical excellence alone isn’t enough. Clients needed to know they could rely on us, not just for the product, but for the relationship. Trust and transparency turned out to be just as critical as innovation, and in many cases, they were what made long-term partnerships possible.
We also came to understand that growth isn’t always linear. Some of the most impactful steps we’ve taken, like expanding into East Africa, began as bold moves into unfamiliar territory. These decisions didn’t always follow a straight path, but they opened up entirely new opportunities and helped us grow in unexpected ways.
And perhaps most unexpectedly, we discovered that our work had a broader social impact. Over time, we saw that our platforms were contributing to financial inclusion and economic empowerment in emerging regions. That ripple effect wasn’t part of our original plan, but it’s become one of the things we’re proudest of today.
These lessons reminded us that success isn’t just about executing a vision. It’s about staying open, listening closely, and being willing to evolve with the world around you.
At this stage in our journey, what defines Relational is a clear sense of purpose, a strong company culture, and the trust we’ve built with clients over time. We’re here to help organizations, especially in the financial sector, solve complex challenges through practical, reliable technology. Our mission is simple: to support our clients with solutions that actually make a difference in the way they work and grow.
Culturally, we’ve always put people first. That applies to both our clients and our teams. We’ve created an environment where collaboration, openness, and shared ownership are part of how we operate every day. I’m a firm believer in building teams that take initiative, think critically, and aren’t afraid to ask questions or suggest new ideas. That mindset has helped us stay flexible and focused, even in unpredictable times.
As for our position in the market, we’ve grown steadily over the years and now work with more than 150 companies across many different countries. We’ve become a trusted partner for institutions that rely on us not just for software, but for continuity, insight, and long-term support. What matters to us is not just delivering a product. It’s building relationships and being there when it counts.
We’re also continuing to invest in areas where we see clear value for our clients, whether that’s through smarter use of data, better integration of services, or helping organizations become more efficient and responsive. And we’re doing it in a way that keeps us independent, focused, and true to our values.
Relational today is defined not just by where we operate or what we offer, but by how we work, with consistency, with care, and with a strong sense of responsibility toward the people and institutions we support.
There are quite a few reasons I feel confident about where we’re headed. One of the most encouraging things is the momentum we’re seeing across different markets, particularly in regions where we’re building new relationships and responding to real demand. It’s exciting to see our solutions resonate beyond our traditional footprint.
I’m also very optimistic about the work our teams are doing to anticipate what’s coming next. We’ve been steadily expanding our product capabilities in ways that align with what our clients truly need—not just for today, but for where they’re going. Whether it’s smarter automation, better use of data, or platforms that are easier to deploy and scale, we’re building with the future in mind.
Another source of optimism is the strength and alignment of our leadership team. We’ve never been more focused, and that clarity is reflected in the work we’re delivering. The way our people are stepping up—with energy, creativity, and a sense of shared purpose—makes me confident we’re positioned not just to grow, but to lead.
We’re not just following trends; we’re working to shape what’s next for the organizations we serve. That’s a good place to be.
What sets Relational apart today is our ability to combine deep industry experience with a real commitment to doing things well. We’ve built solutions that are practical, proven, and highly adaptable to complex environments, especially in the financial sector. We understand the challenges our clients face, and we’ve designed tools that help them move faster, stay compliant, and serve their customers better.
We also excel in how we deliver. Our teams work closely with clients, often over many years, to build trust and ensure continuity. That long-term mindset—being reliable, being present, and really understanding what’s at stake—has helped us become a partner, not just a provider.
Culturally, I think we’ve created an environment that encourages people to grow, take ownership, and constantly improve. That’s reflected in everything from the way we approach projects to how we collaborate across borders. Our teams care deeply about the work they do, and that care shows in the quality of our products and the strength of our relationships.
And finally, we’re lucky to work with some fantastic partners and clients who challenge us to keep evolving. Those relationships are built on shared goals and mutual respect, and they continue to be one of our biggest sources of strength.
I believe Relational has a unique role to play in shaping what comes next, particularly in the financial services space. We’re not just reacting to changes—we’re actively helping to define what the future looks like, especially in markets that are still building digital infrastructure.
One of the most meaningful contributions we can make is around access. Through the work we’re doing in different regions, we’re helping financial institutions reach people and businesses that have traditionally been left out. That kind of impact—giving more people the tools to participate in the economy—is something we take seriously.
We’re also continuing to invest in new technologies that will make financial services smarter and more responsive. Whether it’s analytics that enable better decision-making, or modular systems that allow banks to evolve without overhauling everything at once, we’re helping clients build the kind of agility they’ll need to compete and grow in the years ahead.
Beyond the tech itself, we’re building something more lasting: ecosystems of knowledge and collaboration. We’re working closely with local partners, sharing expertise, and helping develop talent in ways that can sustain transformation long after implementation. That kind of regional engagement is where I see us having long-term influence.
We want to be the partner that institutions trust not just to deliver today’s solution, but to help them stay relevant tomorrow. That’s the role I see for Relational: strategic, reliable, and always forward-looking.
As we look ahead, we’re guided by a very clear set of values that have always been part of who we are. Trust and transparency are at the top of that list. We’ve built strong, long-lasting relationships by being honest, consistent, and clear about what we deliver, and we’ll keep holding ourselves to that standard.
Another key principle is collaboration. We don’t believe in siloed success. Our best ideas have come from working together across teams, across geographies, and alongside our clients. That mindset is deeply embedded in our culture, and it’s something we’ll continue to nurture.
We also hold ourselves to a high bar when it comes to excellence, whether it’s the quality of our products, the way we support our clients, or how we respond when things don’t go as planned. But excellence doesn’t mean perfection; it means committing to learning, improving, and pushing ourselves to do better.
Adaptability is another important part of our compass. The world is moving fast, and we want to stay not just current but ahead, ready to evolve as our clients’ needs change and new technologies emerge.
And finally, empowerment. We want our people to feel ownership in what we do and to have the space and support to lead from wherever they are in the organization. That spirit of trust and accountability is what keeps us agile and innovative.
These values, combined with our focus on meaningful impact and sustainable growth, are what keep us grounded, even as we aim higher.
Looking ahead, I’d say our ambition is twofold: to continue growing as a trusted global partner and to deepen the impact we have—especially in regions where technology can be a true equalizer.
We want to build on the foundations we’ve set and expand our presence in a way that stays aligned with our values. That means being thoughtful about the markets we enter, the partnerships we pursue, and the way we scale. Growth is important, but purposeful growth is what we’re after.
Over the next decade, I’d like to see Relational play an even bigger role in shaping how financial institutions serve their communities. Whether that’s through helping banks become more agile, supporting microfinance efforts, or enabling smarter decision-making through better use of data, we want to be at the center of that progress.
I also see us becoming a hub for innovation and talent development. We’re already laying the groundwork for regional centers of excellence, and I’d love to see those grow into spaces where ideas, technology, and local expertise come together to create something bigger than any one product.
At the end of the day, our goal is to be a company that not only adapts to the future—but helps build a better one, with integrity, relevance, and a lasting sense of purpose.
