Andrei Bartesch on how to grow a brand like Trenta Pizza

How do you build a relevant food delivery brand: marketing strategies, positioning, and consumer adaptation explained by the Marketing Director of Trenta Pizza.

Andrei Bartesch is the Marketing Director of Trenta Pizza and has been part of the company for 19 years, during which he has contributed to the development of sales, marketing, branding, and campaigns that have strengthened the brand’s visibility and relevance in the market.

A graduate in Computer Science with a passion for history, he also pursued a Law degree in parallel with his technical career at the Cernavodă Nuclear Power Plant. Over the years, he has built his professional path across technical roles, sales, marketing, and branding—experiences that now give him a practical perspective on business and brand building.

C&B: If we were to look at a narrative thread of your career, what were the key moments that defined you?

Andrei Bartesch: Looking back, there were a few decisions that changed my direction and, put together, form the narrative of my career. The first was choosing to move into a more technical field while studying Law. That was the period when I realized that, beyond academic learning, I was deeply drawn to the applied, logical, and structured nature of technical and IT work.

After graduating, I chose to leave that field and move into sales, and later into marketing. The shift also came from the fact that I didn’t see myself in the practice of law. I realized quite quickly that it wasn’t the right professional path for me and that I was more attracted to areas where I could build, communicate, and play a more direct role in business dynamics.

The second defining moment was the decision to leave Constanța and look for new opportunities in Bucharest. It was a difficult step, as it meant stepping completely out of my comfort zone and almost starting over in a city with a different pace and higher professional standards. At the same time, it was one of the decisions that shaped me the most.

The third important moment came at Trenta Pizza, when I transitioned from B2B sales to marketing and branding. Being already in the company, I had the advantage of knowing the business from the inside, which helped me build more coherently and practically in my new role. I believe all these stages of change played an essential role in my journey, and each experience contributed to the foundation of knowledge and skills I rely on today.

C&B: What has been the most difficult moment in your journey so far and how did you overcome it?

Andrei Bartesch: The first year after I moved to Bucharest, 19 years ago, and started working at Trenta Pizza was one of the most difficult moments in my professional journey. I was in a new city, a new environment, and had to adapt quickly to a different pace, new demands, and a completely new stage in my career.

That was also when I transitioned into marketing and branding, taking on a new role without a traditional background in the field. It was a real challenge because I had to learn a lot, quickly, directly from day-to-day work. I think I learned ten times more that year than I could have learned theoretically.

I managed to overcome that moment by relying on two important things. The first was the foundation I already had: technical experience, legal studies, and everything I had learned in sales. The second was the trust the owners of Trenta Pizza placed in me in my new role. Their belief in me gave me confidence, courage, and the motivation to prove I could handle the change.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?

Andrei Bartesch: Yes, I think the ambition that guided me was to reach a point where I don’t just belong to a business, but contribute directly to how it grows, positions itself, and builds real relationships with people. That attracted me more and more over time and pushed me toward marketing and branding. I’ve always liked the idea of building, giving direction, and turning ideas into tangible things that can be seen in the market.

At the same time, I’ve had a clear long-term goal: to contribute to the development, growth, and scaling of at least seven local brands in the Horeca or food sector, and to help some of them reach national level. So far, I’ve already been part of the teams behind two local brands, and in the near future, a new food delivery brand will come to life. The next step in the coming years is to help scale a brand nationally. Regardless of obstacles, the desire to have a real impact and build something meaningful has remained constant.

C&B: Campaigns like “Pay with a trick” had a strong impact. How does such an idea come to life and what role does courage play in marketing?

Andrei Bartesch: I think such an idea comes to life when you honestly try to understand what fits both the brand and the people you’re addressing. In the case of the “Pay with a trick” campaign, we didn’t start with the intention of doing something spectacular just to grab attention. We started from a simple observation: we wanted to move away from classic promotions and find a way of communicating that felt closer to a young, active, energetic audience.

At the same time, we felt the idea matched our brand very well. Trenta Pizza has good vibes, energy, and shared moments at its core. That’s why it felt natural to build a campaign that talks not just about the product, but also about mood, movement, play, and social connection.

For me, courage in marketing doesn’t mean being different at any cost, but having the confidence to step out of comfortable patterns when you feel there’s a better idea that fits the brand. In this case, courage meant not going for a classic discount, but for a more participatory, lively idea rooted in urban culture. And when people don’t just see the campaign but engage with it and carry it forward through their own content, you know you’ve created something meaningful.

C&B: If we spoke with your team or collaborators, what do you think they would say about you?

Andrei Bartesch: I think they would say that I’m serious and responsible in what I do, but also approachable and easy to work with. I like to get involved, to understand things thoroughly, and not do marketing just to tick a box, but to build something that makes sense for both the business and the people.

They would probably also say that I pay attention to detail, value clarity, and try to balance creativity with practicality. My experience across technical, sales, and marketing areas helps me see things more holistically and practically, which has been very useful over time, both in working with teams and partners.

I’d like to believe they would also say that I’m someone people enjoy working with, because beyond ideas and results, how you build things together matters a lot.

C&B: What is the most important decision you’ve made that changed your trajectory?

Andrei Bartesch: I think the most important decision that changed my trajectory was accepting a role within Trenta Pizza that involved responsibility across marketing, sales, and commercial development. At the time, it was a step into the unknown, but it proved to be defining for my professional journey.

I didn’t feel like I was just holding a position. I learned and acted more like an entrepreneur within the business, which forced me to understand things more comprehensively—from brand and communication to product, sales, operations, and commercial direction.

Looking back, that decision shaped me the most. It pushed me to learn quickly, directly from daily work, and it continues to give me satisfaction and motivation today. For me, that decision wasn’t just a role change, but the beginning of the path where I truly defined myself professionally.

C&B: What are the main pillars of the marketing strategy you lead?

Andrei Bartesch: First of all, a very clear understanding of the business and its commercial objectives. For me, marketing doesn’t start with a campaign or a creative idea, but with a simple question: what problem does it need to solve for the business and how can it contribute to growth?

The second pillar is the customer. I put a strong emphasis on research, direct feedback, real consumption behavior, and how people’s needs evolve. Good marketing doesn’t start from what we want to say, but from what people need to receive from the brand.

Another important pillar is building a coherent brand experience. I don’t see marketing as just promotion, but as everything that defines the interaction between people and the brand: product, offer, communication, digital channels, customer service, and consistency across every touchpoint.

Then there’s data. Intuition matters, but it’s not enough. We try to measure as clearly as possible what works, what doesn’t, and where we need to adjust, so that marketing becomes a real revenue driver, not just a cost center.

And finally, I strongly believe in continuous adaptation. The market, consumers, and channels change very quickly, so the strategy must remain flexible without losing the essence of the brand.

C&B: How would you define Trenta Pizza’s positioning in the highly competitive food delivery market in Romania?

Andrei Bartesch: I would define Trenta Pizza’s positioning as a pizza delivery brand that is close, warm, and easy to recognize, delivering not just a good and consistent product, but also a sense of well-being. In a crowded market where many compete on price, speed, or promotions, Trenta Pizza aims to stay relevant through consistency, familiarity, and a clear brand personality.

The current positioning wasn’t invented recently; it stems from an insight that has been part of the brand since the beginning in 2005: the smiling pizza slice. This slice represents Trenta’s DNA and the essence of our positioning.

Over time, the brand evolved from a product-centered stage to one of proximity and familiarity, and today it sits in the “Trenta Pizza che ride” stage, bringing good vibes, positivity, and a smile, alongside a comforting, tasty, and consistent product. The smiling slice in the logo is not just a drawing, but a promise that we deliver good mood every time.

Today, Trenta Pizza occupies a clear space: a comfort and good-vibes brand that is accessible and close to people’s everyday lives. We don’t position ourselves in a rigid premium space, nor in a purely promotional one. The product must be tasty and consistent, the experience simple and reliable, and the brand should have a human, positive, and recognizable tone.

Trenta is an experienced delivery brand that doesn’t want to compete solely through promotional pressure, but through trust, consistency, and a warm identity. We’ve chosen to specialize in joy without losing sight of product quality and customer relevance.

C&B: What does a typical day look like for you now and what moments bring you the most satisfaction?

Andrei Bartesch: My day starts with myself, for myself. I dedicate the morning to movement at the gym. It’s a habit that gives me both physical and mental energy for the rest of the day and helps me organize my thoughts and priorities. Morning clarity matters a lot to me.

The first part of the day is usually more structured. That’s when I analyze data and results, respond to important messages, and review ongoing campaigns to see what needs optimization. It’s also when I work on upcoming campaigns and projects.

The second part of the day is more dynamic and demanding. That’s when challenges arise that require the most involvement, energy, and discussions with colleagues, decision-makers, or partners. It’s an intense space, sometimes even a storm, but that’s exactly where ideas, directions, plans, and projects are born.

One difficult thing I’ve learned in recent years is how to prioritize activities and projects based on available time, business objectives, and real importance. I’ve learned to drop or postpone things that have minor impact or don’t bring enough value at that moment. I’ve also learned not to rush things that lack clarity or alignment, even if that sometimes creates frustration.

The last part of the day is about settling things. I like to end the day with more clarity than I started it, with directions in order and the feeling that things have moved forward.

Before spending time with my family, I also keep space for learning. I read, listen to podcasts, and follow what’s happening in marketing, branding, online, and trends. The greatest satisfaction comes in two moments: in the morning, when I set my mind for the day ahead, and in the evening, when I feel I haven’t just checked tasks, but built something meaningful.

C&B: What values or principles guide you and how do you apply them daily?

Andrei Bartesch: Discipline, responsibility, consistency, and long-term building are the values that guide me. I’m oriented toward clear goals, durable results, and the idea that solid outcomes are built over time, not overnight. In everything I do, I try to maintain rigor, clarity, and meaning.

My journey—from technical roles to sales, then marketing, branding, and commercial development—taught me to see things in a structured way, but also to connect them with the human side. For me, marketing has never been just about communication, but about business, understanding people, and building real relationships between the brand and the consumer.

Another important principle is trusting directions that have real foundation and meaning. I avoid getting involved in projects that lack internal support, alignment, or confidence. Over time, I’ve learned that energy spent on unclear or unsupported initiatives is wasted and takes you away from what truly matters. I prefer to build fewer things, but well-grounded ones.

I’m also guided by long-term progress. I set goals and have patience with the journey toward them. Even failures don’t stop me; they motivate me to move forward with more clarity.

There are still things I’m working on. Being very focused on control, clarity, and results, I can sometimes be too direct or appear too harsh. When I see things drifting off track or getting lost in ambiguity, I react firmly. But I’ve learned that it’s not enough to see the right direction; how you convince and involve others matters just as much.

Day by day, I try to apply these principles simply: to stay disciplined, pursue real goals, listen more, make decisions based on clarity, and build things that create value for both the business and people. Ultimately, what defines me is the desire to build things that last, make sense to people, and leave something valuable behind.

C&B: What criteria do you use to decide whether a campaign is worth launching?

Andrei Bartesch: I look at a few simple things. First, it must come from a real consumer truth, not just an idea that sounds good in a presentation. Then I check if it fits the brand. For Trenta Pizza, any campaign must carry something from our DNA: good vibes, closeness, positive energy, and shared moments.

The second criterion is having a clear objective. We need to know exactly what the campaign solves: sales, acquisition, retention, reactivation, or brand building. If we can’t clearly say why we’re doing it and how we measure success, it’s probably not worth launching.

I also look at execution. Sometimes an idea is great on paper but can’t be delivered well in reality. I prefer a simple, relevant, well-executed campaign over a spectacular one that leaves nothing behind.

And I have a personal filter: if I feel the idea is better for the industry or for the person proposing it than for the customer, we shouldn’t launch it. For me, a campaign is worth it when it’s relevant to people, true to the brand, and useful for the business.

C&B: How has consumer behavior in food delivery changed in recent years and how have you adapted your strategy?

Andrei Bartesch: Consumer behavior in food delivery has changed significantly in recent years. Delivery is no longer just an occasional treat, but a normal solution for comfort, time-saving, and moments when people don’t want or can’t cook. At the same time, consumers have become more budget-conscious, more digital, and more demanding about the experience. Today, speed, freshness, consistent taste, and perceived value matter more than ever.

Based on our studies and what we observe in the market, people are not giving up delivery, but they have become more selective. They will continue to order and enjoy good products, but less frequently. In many cases, we will see category downgrades: people who used to order premium restaurant meals more often will do so less frequently and may choose pizza instead. And in some moments when they used to order pizza, some consumers will move to even more affordable options.

The way consumers choose brands has also changed. Beyond traditional sources, people increasingly discover and choose food delivery brands through social media, where conversion is much faster: they see the product, the brand, and can quickly place an order. This is very relevant for Trenta Pizza, given our strong awareness in the pizza delivery segment.

At Trenta Pizza, we’ve seen these changes clearly. While consumption used to be more spontaneous, today there are more regular, need-based orders, smaller groups, more planned purchases, and a stronger focus on product consistency, ease of ordering, and the brand keeping its promise every time.

Our strategy has adapted in several clear directions. First, we treat delivery platforms as growth partners, while keeping the direct customer relationship and full brand experience on our own channels very important. Second, we shifted focus from pure promotion to product consistency, retention, ease of ordering, and data-driven optimization. Third, we pay closer attention to the accessibility of benefits offered to customers and to presence in new sales channels where customers are already active.

In the near future, we are also looking at developing new product categories to integrate into the Trenta Pizza menu, as well as creating virtual brands listed in delivery apps or served through our own delivery fleet. This year, we will also launch a loyalty program to better secure our customer base, including a gamification component to make it more engaging and relevant.

We also have two new projects in different formats from our traditional locations. One is a seasonal location at Nibiru, focused not only on sales but also on national exposure and awareness. The other is the opening of a drive-in location in a complex in Otopeni. Both projects will launch this year and are part of the same logic of adapting to new consumption contexts and habits.

In short, today’s food delivery consumer is more calculated, more value-conscious, and less impulsive. Our adaptation has been to become more disciplined in execution, more focused on product, and more anchored in what truly matters to the customer: trust, consistency, relevance, and a good experience every time.

In an industry where competition often revolves around price and speed, Andrei Bartesch’s perspective shows that the real difference comes from consistency, deep consumer understanding, and the courage to build for the long term.