In her recently published book The Silent Language of Power, she decodes the subtle signals that distinguish a reactive leader from a strategic one. Moving beyond the theoretical framework of nonverbal communication, the book serves as a practical guide to the architecture of credibility: how influence is built in high-stakes environments, how negotiations unfold beyond words, and how to sustain the balance between firmness and emotional intelligence — both in geopolitics and in the corporate arena.

Your book, The Silent Language of Power, analyzes nonverbal communication in geopolitics. What is the relevance of this work for a business audience?

 In my book, the “unseen language” encompasses more than nonverbal communication and paralanguage. It also includes the subconscious dimension of language—metalinguistics—those subtle signals that escape official discourse but reveal intentions, power dynamics, and strategic directions. History is shaped by the decisions of powerful leaders. If we learn to read their behavior—posture, voice rhythm, gestures, distance, silences, and subconscious word choices—we can understand not only the dynamics of a negotiation but also the direction of relations between actors. For me, the challenge is to anticipate the course of history by observing leaders’ behavior. When we transpose this model to the business environment, the mechanism remains the same. There are leaders who negotiate, influence, and set the pace and direction. By analyzing their “unseen” language, we can position ourselves strategically relative to them: when to speak, when to listen, and when to address sensitive issues. For business readers, the book offers a strategic lens: how credibility is built, how control can be exerted without aggression, how vulnerability is managed, and how intention can be signaled without explicitly stating something that could be perceived as imposing. Corporate leaders operate in an environment as competitive and symbolic as the geopolitical one, and in both cases, power is confirmed or invalidated through congruence.

What sets your approach apart from other works on nonverbal communication?
 

My approach stands out for its integration and strategic applicability. The Silent Language of Power is not merely a dictionary of gestures or a theoretical study of expressions and microexpressions. It is a framework for interpreting nonverbal communication, directly applied to political leadership and the dynamics of international relations. The book functions as a strategic behavioral guide—a tool usable in geopolitics, business, or interpersonal relationships. I started with the idea that nonverbal communication is not a secondary chapter of communication but an infrastructure of power. In 2012, when I defended my thesis, excellent theoretical works existed—focused on social psychology, criminology, or personal development—but I could not find a book that integrated psychohistory with communication. This gap motivated me to build my own model. Of course, my work builds on foundational authors. Paul Ekman occupies a central place. His research on expressions and microexpressions—those reactions under 1/15 of a second that appear during concealment—revolutionized the field. His books Emotions Revealed, Telling Lies (2003), and Unmasking the Face (2003) provided the necessary theoretical foundation. Joseph Messinger brought a unique perspective, proposing a fascinating gestural profile built on three indicators: the ear used for the phone, the dominant arm, and the dominant hand. This is complemented by the influence of Desmond Morris (Bodytalk, Peoplewatching), Robert Greene (The Laws of Human Nature), Allan Pease, and Joe Navarro, who together complete the overall picture of human behavior. Robert Greene influenced the understanding of the deep mechanisms of human nature, while David Lieberman, with his focus on metalinguistics, offers a useful framework for analyzing message structure, not just gestures. In Romania, Dumitru Cristea’s social psychology treatise provided conceptual rigor. The difference lies not in sources but in synthesis. I took the theoretical foundations and applied them to a space rarely used systematically: the analysis of power at a geopolitical level. This model can be easily extrapolated to business, where negotiation, influence, and authority construction follow the same psychological mechanisms.

How can the analysis of nonverbal communication in geopolitics be applied to the corporate environment?

 Nonverbal analysis can be applied in almost any scenario—from informal meetings to strategic negotiations. It is a skill that can be learned and, once acquired, becomes a practical tool for understanding relational dynamics. In geopolitics, analysis is more complex because it must be correlated with international relations, states’ strategic positioning, and the differences between leaders’ domestic and foreign policies. Gestures often have a theatrical component because leaders are highly experienced in managing constant pressure. They can control emotional expression and sometimes deliberately “perform” roles through body posture. In corporate environments, the mechanism is similar. Here too, there are power dynamics, influence, negotiation, and positioning. The difference is that in business, pressure is often more directly linked to performance, financial results, or reputation. A relevant example is Donald Trump, who came from the business world. In interviews in his early 30s, his posture was stable, with moderate gestures, controlled paralanguage, and concise, results-oriented metalinguistics. Even before his political career, elements of authority construction were already present. With his political rise, his body language adapted and acquired show-like nuances. The translation is natural because, in both geopolitics and business, the fundamental mechanisms are the same: power relations, negotiation, influence, perception management, and authority consolidation.

What are the most common nonverbal mistakes you observe in business leaders?

It depends largely on each leader’s level of preparation and self-awareness. Some leaders are highly calibrated and understand their impact, managing their presence strategically. Others are less prepared, and that shows in their behavior. A primary vulnerability is losing composure. A leader who reacts impulsively or loses emotional control signals weakness, not authority. Stress is inherent in a highly dynamic environment with successive challenges; the inability to manage it becomes immediately visible. I often observe three types: the submissive leader, the authoritarian leader, and the balanced, inspirational leader. Most aspire to be perceived as inspirational leaders—the kind you follow without coercion or aggressive imposition. Common mistakes include:

• Excessive rigidity – tense posture, locked shoulders, limited movements conveying tension.
  
• Lack of authentic eye contact – avoiding contact or, at the opposite extreme, forced, performative eye contact.
  
• Inauthentic smile – a smile where only the mouth moves, but the eye muscles remain inactive. The authentic smile is the Duchenne smile.
  
• Using objects as barriers – a laptop strategically placed between the leader and interlocutor, a folder held in front of the body, or a constantly manipulated pen. Even glasses can act as a “shield” if used symbolically rather than functionally.
  
• Haste – rapid speech and hurried movements convey anxiety rather than efficiency. A confident leader controls the pace and does not chase words.
  

In essence, the most frequent errors are not due to a lack of technique but to a lack of self-regulation. Executive presence is built on stability, moderation, and awareness.

What practical exercises do you recommend for managers? 

I recommend a three-step, progressive approach. Step 1: Awareness. No leader can calibrate presence without knowing what they are actually projecting. Self-observation is essential. Video recording of interventions or simulated important presentations provides objective feedback. Often, the gap between what we think we express and what is observed is considerable. A useful exercise is to watch the recording without sound. This allows the leader to focus exclusively on posture, movement rhythm, microexpressions, and body stability. Then, watching with sound only helps evaluate paralanguage: rhythm, pauses, tone, and potential hesitations. Diaphragmatic breathing is another fundamental tool. 2–3 minutes of controlled breathing before an important meeting stabilizes voice and posture.

Step 2: Strategic observation of others. A high-performing leader not only controls themselves but also reads the surrounding dynamics. Observing clusters of gestures, shifts in rhythm, or postural adjustments at key moments helps understand the interlocutor’s comfort, resistance, or openness. A simple exercise: in each meeting, identify who dominates the space, who adjusts posture based on others, and where the first signs of discomfort appear. Over time, this practice develops a fine sensitivity to power relations.

Step 3: Influencing the interaction frame.
 This is the advanced stage. Through nonverbal language, we can shape the atmosphere of a meeting. Examples:

• Deliberately slowing the pace when discussions become tense.
• Maintaining an open posture to reduce interlocutor defensiveness.
• Using strategic pauses to give weight to an argument.
• Discreet mirroring—slight alignment of rhythm or posture can enhance rapport without obvious mimicry.

Executive presence is not a talent; it is a skill that can be trained.

How important is public image?

 Public image matters enormously—almost entirely—when it comes to leadership. But it is not enough on its own. Image without inner balance and character is short-lived. Public image is a power infrastructure. To be sustainable, it must be supported by inner balance, discipline, and long-term consistency. A leader may pose impeccably: broad smile, optimistic speech, controlled presence. But if this is not backed by genuine emotional stability, incongruence becomes visible over time. Audiences, teams, and partners perceive the difference between a mask and a solid structure.I have always admired leaders who, during extremely difficult personal moments—including loss or trauma—managed to appear publicly with dignity, balance, and lucidity. Not by denying emotion, but by understanding the role they occupy and separating the leader role from the personal self.
 In an international context, public presence can reinforce or erode legitimacy. Leaders constantly in the public eye must be well-prepared—either through solid training or by collaborating with strategic communication consultants. Image is no longer optional; it is part of a construct.
 Reputational crises can have irreversible effects. For politicians accused of corruption or leaders involved in ethical scandals, not only position but accumulated symbolic capital is affected. In leadership, reputation is currency.

What did the transition to executive positions in Public Affairs mean to you?

 The transition was not a professional shock, as I already had executive experience in the public sector—project management and European affairs. However, the difference between public administration and the private sector, especially running your own company, is real. In administration, responsibility is high, pressure is constant, and the pace can be extreme. In the public sector, you work within a system; in entrepreneurship, you build the system. Public Affairs demands continuous dedication. It involves long-term strategy, legislative anticipation, compliance, a deep understanding of the political environment and institutional dynamics, and corporate communication with social psychology nuances. It is demanding, with no fixed hours—there were periods when I worked 20 hours a day, seven days a week.

Studying nonverbal language helped enormously during this transition. In Public Affairs, influence begins the moment you enter a partner’s or decision-maker’s office. Walking, posture, handshake, and eye contact—all communicate positioning before the first word is spoken. A decisive walk, firm handshake, steady gaze, and upright posture immediately signal confidence. A leader does not sit on the edge of the chair or occupy space timidly. Body alignment, head up, and calibrated gestures. Active listening and discreetly reflecting the interlocutor’s posture can create rapport and openness. Voice is equally important—firm, calm, without tremble. In sensitive negotiations, small details become decisive. For example, avoiding self-touching gestures (face, neck, hair) is essential, as they can unintentionally convey insecurity or defensiveness.

I remember a meeting with a key decision-maker who verbally expressed a firm stance but nonverbally showed clear discomfort: retracted shoulders, frequent neck touches, shallow breathing. I immediately changed my approach—lowered my tone, slowed my pace, and relaxed my posture. The conversation recalibrated and ended constructively. Relying strictly on arguments would not have achieved the same result. The transition taught me that influence does not begin with the argument but with presence. Trust and authority are built through congruence: what you say must be supported by how you enter, stand, look, and listen.

How do you combine an intense schedule with research?

 It is not easy. My business schedule is extremely demanding, yet research and writing are part of my professional identity. During my studies, I published fairly regularly. In recent years, I’ve published almost monthly articles on geopolitics or nonverbal language, even during busy periods. The secret is discipline and creating deliberate moments for recalibration. There are days when I close my laptop, stop completely, and try to regain my rhythm. Amid this intense pace, I’ve built a personal trilogy of balance: quality human relationships – nature – art. These are my retreats. Nature and sports, art and classical music help me stabilize my energy. Evenings spent listening to Paganini or Tchaikovsky while reading a good book, or weekends visiting museums (my favorite: Galleria Borghese in Rome) are forms of recharging. I also write poetry—soon releasing „La Femme: Ritual în 3 acte”, a book on the deconstruction and reconstruction of the archetypal neomodern woman.

I have cultivated mental discipline over time: eliminating overthinking and focusing on solutions. I believe in Viktor Frankl’s idea of meaning—fulfillment comes from what we do with purpose, even if it requires sustained effort.

What skills are essential for young people?

• Emotional balance: No matter the academic preparation, a young person who cannot manage pressure, criticism, or uncertainty will struggle in complex, high-stakes environments. Inner stability is the foundation of authority.
  
• Analytical rigor: The ability to deeply understand context, correlate information, anticipate consequences, and think strategically long-term. In diplomacy or Public Affairs, you do not react to events—you read them before they become evident.
  
• Emotional intelligence: Understanding human dynamics, reading beyond words, observing subtle incongruities between speech and behavior can make a difference in negotiation or institutional relations.
  
• Solid common knowledge: History, philosophy, economics, and psychology provide interpretive frameworks. Without them, analysis remains superficial.
  
• Determination and passion: Fields like diplomacy or Public Affairs demand sustained effort, resilience, and engagement beyond formal hours. Without real passion, long-term performance is difficult.
  

One message for leaders?
 Real power comes with responsibility!

The post Raluca Niță: Control, Credibility, and the Language of Power appeared first on careers-business.com.

Pupils and students think digitally, make quick choices, and seek authentic experiences. In this context, schools can no longer be simple “places of teaching”, but institutions capable of offering relevant experiences, adapted to the way young people consume information. At the center of this transformation lies the educational brand.

A school brand is not reduced to a logo, but to the way the institution delivers on its promises: the quality of interactions, the atmosphere a student feels when entering the classroom, and the way teachers address a generation that seeks authenticity and usefulness, not rigid rules.

A brand becomes credible when it helps young people in concrete ways, not just through declarations. Reputation begins with adapting to students’ real behaviors: in a visual culture, the school provides interactive learning; in a fast-paced world, it simplifies processes; in an uncertain economy, it develops critical thinking, collaboration, and creativity. A respected institution is one that looks ahead and responds to the needs of the future.

Innovation thus becomes essential: up-to-date projects, useful technologies, and connections to economic reality. Partnerships are equally important – with the business environment, public authorities and the local community, cultural institutions – showing students and parents that the school does not operate in isolation, but is firmly rooted in reality.

Yet the decisive element remains…

You can find the rest of the article in the print edition of Careers and Business magazine.

For orders, please contact us here.

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Flori Mihalache, co-founder of MINUNAȚII

I am Flori Mihalache — a communicator by nature. I am the co-founder of MINUNAȚII, a project born in 2022 and grown from the desire to create moments that bring families together, through original music and the shows we stage. Before embarking on the path of entrepreneurship, I coordinated communication in Romania’s editorial sector and gathered more than 17 years of experience in PR and marketing.

I believe in authenticity and in projects made from the heart. I love working with people, even though over time it has proven to be the greatest professional challenge, one that I embrace daily in my personal development.

C&B: If you were to describe yourself briefly, in a single sentence meant to spark curiosity, what would you say about yourself?
Flori Mihalache: I am a pragmatic dreamer who tries every day to slightly outdo herself.

C&B: If we asked your colleagues or collaborators how they would describe you, what do you think they would say about you?
Flori Mihalache: I hope my team at MINUNAȚII would say about me that I make things happen, that they can rely on me in any situation, and that I bring a good vibe along with my more than 17 years of experience in PR, communication & events.

And I believe collaborators appreciate the promptness with which I work and the flexibility I bring to shared projects.

Journey & beginnings

C&B: What were you like at the beginning of your journey and how do you feel you have changed up to today?
Flori Mihalache: At this moment, I feel that I am bolder, more confident in myself and in my abilities, having behind me an immense number of achievements, but also some people with whom I was able to develop many ideas. On your own, it never works. It took many beautiful projects that challenged me over time to get here. To the point where, together with my team, we support shows with hundreds of participants all over the country, launch new songs monthly with educational messages, and develop social partnerships to help children as much as possible.

C&B: Looking back, what were those turning points that shaped your professional path or business?
Flori Mihalache: Certainly, the pandemic period sounded an alarm for me and made me realize that health must come first. I then made changes in my professional life, but I still alternate very busy periods with quieter ones, when we can create other beautiful things for our audience.

Challenges & decisions

C&B: What has been the hardest challenge so far and how did you manage to overcome it? What decision most changed the direction of your career or business?
Flori Mihalache: Three and a half years ago, I decided to leave a job in a toxic environment and embrace the challenge of starting a project from scratch, together with my colleagues. That’s how the MINUNAȚII project was born, which today fills performance halls with hundreds and thousands of parents and children at every show, the performances being designed as experiences for the whole family. The characters from the MINUNAȚII troupe bring joy to children all over the country through energetic music with an educational message, and we have already gathered 118,000 subscribers on YouTube.

C&B: Did your style of leading and making decisions form naturally, or did you build it over time through experience?
Flori Mihalache: It sounds rather rigid, “leadership style”; I would rather call it my way of interacting with people and guiding them toward achieving the goals set for MINUNAȚII in the short, medium, and long term. I have learned and am still developing this style through the experiences I have, because my style adapts from person to person; I don’t believe there is a recipe you can follow with everyone. Therefore, I would conclude that I am defined by a flexible and empathetic style.

Present & differentiators

C&B: What does a typical day look like for you now, and which moments bring you the greatest joy?
Flori Mihalache: No day is like another. One day we might be on tour around the country, another day we might have meetings, partnership negotiations, calls, and phone conversations to make sure all the details for our activities are set; on another day I try to disconnect and recharge my batteries. But I believe the thing that gives me the greatest satisfaction in a workday is crossing things off my to-do list. I feel an immense sense of relief when I manage to do what I set out to do.

C&B: What do you think makes you different from other professionals or from other businesses in your field?
Flori Mihalache: I am most often empathetic, and that brings me closer to the people I interact with. And a perfectionist, most of the time. This is not necessarily an attitude I recommend, because it brings a lot of frustration alongside all the satisfaction at the end of a show/project/filming, etc. But at least I am aware of it and I work intensely on this aspect, in the sense of granting myself, as well as those around me, more indulgence and patience when things turn out differently than I had envisioned. Perfection is relative, but this is a lesson that, as I said, I learn day by day.

Values & inspiration

C&B: Has there been a dream or desire that has always kept you motivated, regardless of obstacles?
Flori Mihalache: To always see the glass as half full. In any situation, no matter how catastrophic it may seem, there is also a fragment of good, beautiful, and positive in everything. I always try to find it.

C&B: What values or principles guide you day by day, and how do you manage to keep them alive in what you do?
Flori Mihalache: When we founded MINUNAȚII, we set out with the goal of providing education through quality entertainment, and we do not want to deviate from that. It is very easy to fall into the trap of trends and forget our mission, but we always return to the feedback received from parents at the end of the shows. That’s where we see what truly matters.

C&B: If you could pass on a single thought to those who see you as a role model, what would it be?
Flori Mihalache: Experiment as much as possible to find what you like and then turn that thing into a lifestyle. It may be hard, but I guarantee that all the stages you go through will shape you in an extraordinary way and turn you into someone you can be proud of.

Read also: Hănțăscu Adrian: Cum se construiește un startup tech în România, de la robotică la inteligență artificială – Careers & Business

Read also: Dan C. Vodnar: Research that matters between global influence, industry, and public responsibility – careers-business.com

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You have been included, for the sixth consecutive year, in the top 2% of the most cited scientists in the world. Beyond statistics, what does this indicator reflect about how research is built and validated globally?

This indicator does not measure only individual visibility; it reflects how research is constructed and validated at the global level. Citations do not occur by chance—they indicate that a paper is useful to other researchers, that it offers replicable methods, transferable concepts, or relevant data. Globally, research that truly matters is research that solves real problems, is interdisciplinary, and can be integrated into other scientific contexts. At the same time, this type of indicator shows a shift in focus: from the quantity of articles to their real influence. The global scientific community increasingly penalizes work that is formally correct but practically irrelevant. Visibility comes from consistency, collaboration, and international openness.

Looking back, which professional decisions mattered most in shaping your academic path? Were there key moments that changed the trajectory of the research you conduct today?

The most important decisions were those that pushed me out of my comfort zone. Choosing to work interdisciplinarily, to build teams, and to collaborate internationally—even when this involved professional risks or additional effort—was defining. Another key decision was investing time in training young researchers and in infrastructure, not just in my own CV. This profoundly changed the trajectory of the research group. Another turning point was assuming an academic and institutional leadership role. Research management is often underestimated, but without it, good ideas remain isolated.

Top-level research requires not only ideas, but also consistency, teams, and infrastructure. How is a high-performing research ecosystem built over time in a context such as Romania?

A high-performing ecosystem is not built through isolated projects, but through continuity. Predictable funding, usable infrastructure, and stable human resources are essential. In Romania, the issue is not a lack of intelligence or creativity, but fragmented efforts and the absence of a coherent long-term strategy. A solid ecosystem means internationally connected centers of excellence, real researcher mobility, public–private partnerships, and an administrative framework that supports research rather than blocks it. Without these elements, performance remains episodic.

In the international academic environment, competition is extremely intense. From your experience, what differentiates research that becomes globally cited and used from research that remains local?

The major difference is relevance. Globally cited research addresses questions that go beyond a local context and offers transferable solutions or methods. It is also published within international collaboration networks, not in isolation. Access to open data, methodological transparency, and the ability to integrate multiple perspectives are decisive factors. Research that remains local is often overly descriptive, poorly connected to international literature, and lacks a dissemination strategy.

You collaborate with both academia and the private sector. What are companies looking for in their relationship with scientific research, and what do they gain concretely from this collaboration?

Companies seek predictability, scientific validation, and access to advanced knowledge. They are not necessarily looking for articles, but for solutions—process optimization, product innovation, risk reduction, and market credibility. Collaboration with academia provides access to rigorous methods, research infrastructure, and highly qualified human capital. In turn, research gains relevance, alternative funding, and real-world testing of applicability.

You have often spoken about the importance of translating science for the general public. How do you see the role of the researcher in society, beyond publishing academic papers?

The researcher has a civic role—not only to produce knowledge, but to translate it, contextualize it, and contribute to informed decision-making. In a society oversaturated (obese) with information but poor in understanding, researchers must be clear, responsible, and accessible voices. This involvement does not diminish academic rigor; it complements it.

The launch of the volume “The Truth on the Plate” comes at a time when nutrition information is extremely fragmented. What is the stake of this book, and what did you aim to bring that differs from the dominant discourse?

The stake of the book is clarity. In a field dominated by extremes—miracle diets, food demonization, or contradictory messages—the book offers an evidence-based, balanced, and contextual perspective. It does not promise quick fixes, but explains the biological mechanisms underlying dietary choices. The difference from the dominant discourse lies in rejecting sensationalism and emphasizing understanding rather than rigid prescriptions.

If research were viewed as a business of ideas, what would be the main investments Romania should make in the coming years to remain relevant internationally?

The most important investments are in people, infrastructure, and governance. Well-trained, motivated, internationally connected people; modern but functional infrastructure; and an efficient, transparent research management system. Without these investments, fragmented funding does not generate lasting impact.

From an economic perspective, how is the value of scientific research measured? What are the real indicators that should matter to decision-makers and investors, beyond the number of publications?

The value of research is not measured only in articles, but in its capacity to generate solutions, products, public policies, and human capital. Relevant indicators include technology transfer, applied patents, industrial collaborations, skills development, and societal impact. Publications are important, but not sufficient to assess real value.

Where does Romania stand today in the global research and innovation chain? Are we providers of know-how, consumers of technology, or mere executors?

Romania occupies an intermediate position: it has the capacity to produce valuable know-how, but does not capitalize on it sufficiently. We are more providers of talent and data than creators of scalable technologies. With strategic investments and coherent policies, this position can be changed—but it requires vision and continuity.

Why can the same food “sit poorly” one day and feel perfectly normal on another? What factors influence digestion from one meal to the next?

Digestion is not an isolated process, but a function integrated into the entire organism. When we are relaxed, well-rested, and eat in a calm environment, the parasympathetic nervous system is active—exactly the state required for efficient digestion. On days marked by stress, haste, or fatigue, the body enters an alert mode, and digestion is no longer a biological priority. In addition, gastric acid and digestive enzyme secretion vary depending on circadian rhythm, previous meals, and stress levels. The gut microbiome itself is not identical from one day to another. What we ate yesterday influences which bacteria are active today. As a result, the same food can be fermented differently, producing more or less gas, discomfort, or inflammation. The body is not “capricious,” but highly adaptive.

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Returning to the lectern was not a step backward, but a conscious, deliberate choice to return to the space where his professional calling first took shape: the classroom. Today, Iulian Ichim is a primary school teacher and a geography teacher at Secondary School No. 1 in Buftea.

C&B: You had a solid career of nearly 20 years in media and advertising. How did you come to the decision to return to education?

Iulian Ichim: Yes, that’s right. I worked for almost 20 years in media and advertising—a dynamic, creative, interesting world, where results are clear, fast, and measurable. A world where success is measured in KPIs, visibility, and numbers.

But in life, there are moments that force you to stop and see clearly who you are and what truly matters. And one day, I realized that numbers and campaigns don’t build the future. The future is built in the middle of a classroom, in the eyes of a child who understands something for the first time. The future is 7, 10, or 14 years old and comes to school every morning with a backpack on their back, with emotions and with a dream.

That’s how I decided to return to education—right in the middle of the pandemic. It was a decision made not with my mind, but with my soul.

I returned to the place where my professional identity first came to life: school. Sometimes, returning doesn’t mean regression, but evolution. I feel that, in fact, I returned to myself.

C&B: You said you didn’t return “just anyhow,” but very well prepared. What does that mean concretely?

Iulian Ichim: I felt that if I were to return to education, I had a real responsibility—toward myself and toward my students—to be a better teacher than I had ever been. That’s why I invested very seriously in my own training.

I completed two master’s programs at the University of Bucharest: one in education, focused on educational management, and one in geography—Geodemography and socio-territorial vulnerabilities, a program deeply connected to today’s reality and to what I do in the classroom now.

I also took a series of professional development courses, including digital pedagogy, career counseling, and the use of technology in education, and starting in January I will begin a postgraduate course in Educational Leadership for Sustainable Transformations, also at the University of Bucharest.

I firmly believe that the teacher must be the first to learn. I cannot ask my students to grow if I stand still. I wanted to understand school not only from the perspective of the classroom, but also from the perspective of management, community, socio-territorial vulnerabilities, and leadership.

A teacher is not just a provider of information, but a leader of a community in formation.

“Students are the strongest argument for change”

C&B: How did you find today’s students after two decades away from the system?

Iulian Ichim: Wonderful. Curious, connected, visionary. Today’s students no longer accept an answer like “That’s what it says in the textbook.” They want to know “Why?”, “What does this mean for me?”, “How does it show up in real life?” And that is extraordinary.

They also force us, as teachers, to constantly evolve. You can no longer walk into a lesson with just a piece of chalk and a formula prepared in advance. You have to come with questions, challenges, examples, lessons that are directly connected to their lives. Students are, perhaps, the strongest argument for changing school.

C&B: Your students have achieved remarkable results in school competitions. What is the “secret” behind these performances?

Iulian Ichim: Before results comes the relationship. Before performance comes trust. I never start from “we have to win a prize,” but from “let’s see what you can truly do.”

At young ages, performance is not built through pressure, but through safety and confidence. I try to cultivate children’s curiosity, to nurture their joy of discovery, not just their desire to win.

We work a lot, yes—but we work through play, exploration, and enthusiasm. I encourage them to ask questions, to search on their own, to be proud of what they know and what they can do. Mistakes are steps forward, not reasons for fear.

When a child feels seen, appreciated, and taken seriously, performance becomes a natural consequence. The prizes are just the visible part of a much deeper process.

C&B: You moved from a private-sector salary to one five times smaller in education. How did you experience this change?

Iulian Ichim: I won’t idealize things: it wasn’t easy. It was a change that came with sacrifices, lifestyle adjustments, and many inner questions.

I gave up comfort, but I gained something money can’t buy: meaning.

Many people told me it was a step backward, that it made no sense to give up financial stability for a profession where the effort seems greater than the recognition.

Instead, over the past years I have received something that no salary can offer: children’s smiles, their successes, spontaneous hugs, little notes left on the desk, the sincere joy in their eyes when they achieve something that once seemed impossible. All of this has confirmed that my decision was the right one.

At the same time, I believe Romania must learn to pay teachers fairly. You cannot build a country’s future on the permanent financial sacrifice of those who shape future generations.

“What did I learn from media? That a lesson has to be interesting”

C&B: How did your experience in media and advertising help you in your work at the lectern?

Iulian Ichim: Enormously. In media, you learn to communicate clearly, to be creative, to capture attention. In education, the “audience” is infinitely more important: the students.

I brought structure, storytelling, technology, and project-based work into the classroom. We use digital maps, current affairs examples, comparisons, and diverse sources. I challenge them to think, to question, to observe the world with critical eyes.

In media, if you’re not interesting, the audience leaves. In education, if you’re not interesting, you lose the chance to reach a child’s mind and heart.

C&B: What is the greatest need of Romanian education today?

Iulian Ichim: Education needs, above all, courage—the courage to move from “we teach for the curriculum” to “we form people for reality.” We need more trust in teachers, real pedagogical freedom, less bureaucracy, and more authentic learning.

It is essential to have real support for the continuous training of teachers and an authentic partnership between school, family, and community. Our children are ready for the world. The question remains: is the world ready for them?

C&B: What directions and projects do you envision for the future?

Iulian Ichim: I want school to be a place of discovery and joy, not just of lessons and homework. I want to develop interdisciplinary projects that help students understand the connection between school and real life.

I want greater community involvement in school life and an environment in which every child can discover their passions and potential. For me, it is essential to form students with critical thinking, not just good results.

I strongly believe in teachers who become leaders in their communities and initiators of change in education.

The story of Iulian Ichim is about the courage to redefine success and about conscious choices in a world where comfort often seems more important than meaning. Beyond numbers, KPIs, and immediate results, he chose long-term impact—where the future is built, day by day, in the classroom.

A teacher doesn’t teach only their subject. A teacher teaches courage. A teacher teaches the future.

The post Interview with Prof. Iulian Ichim: From Media and Advertising, Back to the Classroom appeared first on careers-business.com.

• Labor costs have reached almost the same level as in many European countries and, certainly, we are at the same level as the countries of Eastern Europe.
• Taxation no longer provides a major differentiation compared to our neighbors, the repeated changes over the past two years having eliminated this advantage that supported Romanian companies.
• Energy today represents a major differentiating factor, unfortunately a negative one for us, as Romania pays more than most European countries – an inexplicable paradox for a country with such resources.
• Financing for Romanian companies is expensive and difficult to access, which hinders initiative and investment in a period marked by extreme dynamism, where speed of reaction becomes one of the essential arguments for success.

If we add to these aspects excessive bureaucracy, the costs induced by cumbersome administration, as well as the lack of promotion and involvement of authorities in supporting local businesses through a coherent image program, we get the picture of the delicate moment we are all going through in our attempt to maintain competitiveness, at least at a regional level.

That is why I say this is the moment to reconfigure the route chosen by each of us (as private companies), as well as by central and local authorities. Today, we seem to be in a vehicle traveling on a road without a destination (lack of assumed objectives), moving without direction (we do not have the necessary strategies) and, above all, moving without a driver (we do not have an assumed authority to lead this vehicle). For several years now, the GPS message has been to reconfigure the route, to choose another path for Romanian tourism, but we continue, out of inertia, to go down the same road, which only takes us further away from the rest of the pack.

It is time for the passengers in the vehicle called Romanian tourism to no longer accept this movement by inertia and to take the reins. We can, and above all we must, do this by assuming a major role in the public–private partnership that will lead to the establishment of the long-awaited National Destination Management Organization – DMO Romania, a body that should have authority, resources, strategy, objectives, and the courage to assume all of these.

Private operators must accept and support this change; they are the first to see that things simply can no longer go on like this. They are on the front line and feel when complicated times are coming; it is in their entrepreneurial spirit to react immediately. They will invest if there is a friendly framework, they will develop their businesses if the market gives them this signal.

Authorities, which for so many years have proven that they are not very skilled at managing this sector, must extend a hand to the private sector and build the appropriate framework for this PPP to function and demonstrate its efficiency, bringing competitiveness and attractiveness to Romanian tourism.

I have always said that tourism is with and about people; it is an industry of smiles, well-being, and a positive image. It is about belonging to a set of values; it means culture, traditions, landscapes, gastronomy, and many other things that a certain country has. Fortunately, Romania has them in abundance, but we do not really know what to do with them. We can choose to do nothing, merely mentioning them in electoral campaigns as elements of political dispute between various political camps, or we can choose to act. It depends only on us!

*This material was taken from the first issue of the print magazine Careers and Business and was written by Călin Ile, Senior Partner at Horwath HTL Romania and Honorary President of FIHR.

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With a career built between Silicon Valley, London, and Bucharest, Andra dismantles the most widespread myths about AI, from the idea that it is a conscious entity to the fear that it will steal our professional future. For her, artificial intelligence is not a threat, but a tool that, when used thoughtfully, can help us save time, learn faster, and radically improve our quality of life.

Andra, you work in a field of technology and artificial intelligence that is developing rapidly. What are the biggest, let’s say, myths or misunderstandings you’ve encountered about AI, and how do you debunk them?

I would start by saying that, in general, technology is misunderstood, and what we don’t understand triggers fear in us. I would give a concrete, frustrating example: when you make a bank transfer and the money doesn’t arrive in 3–5 days, you start looking for information, making phone calls, hoping to find out something, and the bank tells you something about correspondent banks and SWIFT… things we have no idea about. And when we don’t understand, fear steps in and, sometimes, we even freeze.

On the other hand, we also have media outlets that generate sales by feeding the public fear and sensationalism, which translates into more clicks and more revenue. That’s why ordinary people have become increasingly worried about AI and its capabilities.

To clarify a first myth: AI, at the moment, is not a conscious technology. It is simply an algorithm that some technology developers have “fed” with different types of knowledge, and this algorithm processes the information it receives. If you tell it to say that God exists, it will tell you that God exists. If you tell it to say that God does not exist, it will tell you that God does not exist. In this sense, it doesn’t have its own thoughts or objectives — it only reflects the choices and intentions of the developers of those algorithms.

Another myth is that AI will become all-powerful. Here, again, many details need to be clarified. AI will not float in the air and tell us how to live, how to eat, or how to breathe. It will most likely look exactly as it does today (somewhere in our phones, in our laptops, in the apps installed on these devices), only the way we receive answers from these applications will be different.

For example, if we want to create a video with multiple photos taken with friends to share for someone’s birthday, AI will be able to do that in a few seconds, instead of us spending hours editing the content. A more concrete analogy is how, back in the day, we spent hours making CDs with MP3s, and now we have an algorithm (AI) on Spotify that gives us recommendations in a few milliseconds. That’s what everyday life will look like.

The same goes for Instagram or TikTok — already a large part of the content is generated by AI, at the level of what we are shown every time we log in. A highly specialized algorithm has learned our habits and shows us what it thinks we will like.

Another myth is that AI learns on its own. This is not true either. It is a rather manual process, in which engineers need to constantly adjust the algorithm with new information. Without this human intervention, AI does not progress.

Probably the biggest myth, and the biggest fear, is that AI will take all our jobs. Jobs, in the form in which they exist today, will simply take other forms, just as has happened over the last 100 years. Just as before there was a lot of manual work with paper and pen, and then that work was digitized, now it will be automated by artificial intelligence. At least in Romania, I think this transition will be welcome, especially when it comes to the bureaucracy that slows us down on absolutely all fronts.

But just as digitization created a lot of jobs, especially in IT, AI will also generate new types of professions. It’s true that we will have to accumulate new skills and retrain. How do we “prompt” an AI correctly? How do we train our own personal AI model? How do we give it instructions to generate videos as close as possible to our creative vision? How do we use existing tools to make our day-to-day work easier? These are the questions to start from.

AI will never replace chefs, for example, just as taste cannot be replicated by robots, but it will be able to offer them ideas for creative recipes that perhaps a chef would never have thought of. In general, AI will not be able to replace roles that are based on using human senses: taste, smell, touch. Sensors capable of reproducing the sophistication of a human have not yet been created. Nor can our brain be replicated by AI, as it is an extraordinarily complex apparatus, which we still have a long way to go before fully understanding.

What I propose is that we adjust our perspective and think about how we could use these capabilities to improve our lives. How can we use AI to learn new things, even at advanced ages? How can we use AI to become healthier? How can we use AI to debate philosophical ideas? How can we optimize our time with the help of AI so that we have more free time for the essential, human things, such as time spent with loved ones?

One of the recent debates, especially regarding the labor market, is replacing the workforce in different fields with AI applications or robots. Many people fear that AI will take their jobs, as you mentioned. What is actually real — in the sense of what types of jobs or processes will disappear?

In general, everything related to analysis has already started to be replaced by AI. It’s true that we can’t compete with an algorithm that has a processing capacity 1,000 times greater or faster than the human one. If we need to read 30 books to become experts in a field, AI can read and interpret them in milliseconds.

This is especially valid for fields that involve exact data, such as financial or scientific analyses, where there is less room for interpretation. AI has advanced enormously in the last 20–30 years, especially in the medical field. New diagnoses and solutions are being discovered for diseases that people have not managed to solve until today.

This progress is beneficial for humanity. Over time, we should have solutions for cancer and other conditions that are currently fatal. In this sense, doctors will not be replaced by artificial intelligence — they will be supported by it, to establish faster and more precise diagnoses.

Another example is the legal profession or the juridical field. Lawyers will not be replaced by AI, but there will be enough applications that will offer legal help to ordinary people, as a complement to a lawyer’s activity. Or in the legal field, where lived human experience is necessary in order to judge different situations. AI can have a lot of historical context, but it cannot make decisions that belong to a deeply human subconscious level.

On the creative side, there is, again, a lot of fear. Here, indeed, we are talking about a revolution, in the sense that media content can be created with the help of AI at a fraction of the time and costs compared to before. If, in the past, you needed two weeks and three models for a photo shoot, now you can generate the same type of content with Sora or Midjourney in a few minutes.

Of course, you will feel the difference between something made with AI and something made in the classic style. But if we think about old films, which had lower quality and “specks” on the image, now everything is in HD. Before special effects studios like Pixar existed, all effects were created manually. That’s how I see the transition in creative industries. Producers will use AI, but they will not be completely replaced by it.

Let’s also look at it from another perspective. In Romania we have many farmers. It’s possible that, in the future, robots will be developed to help them work their land in an automated way. But AI will not be able to fully replace a farmer’s experience. On the contrary, that farmer will now have more time available, which they can use for other activities.

In this sense, all repetitive processes will be automated. In China, for example, there are car factories that operate completely in the dark, because they are 100% robotized and robots don’t need light to work. But these robots need people to maintain them and to control the quality of the products created. Jobs haven’t disappeared — they have been adjusted.

And also, in an increasingly automated world, what remains essentially “human” and cannot be replaced by AI?

As I said earlier, we still don’t have the sensors needed to replace everything related to human sensations: taste, smell, touch, sound. Experiments are being conducted in this direction, but the results are, for now, too precise, too cold: a sculpture that is too perfect, a painting that is too sterile. You can feel that it is something created by a robot, because that “je ne sais quoi,” that unique taste or feeling, cannot be replaced.

Likewise, jobs based on emotional intelligence cannot be replaced: therapist, primary school teacher, babysitter, social services, nurses. AI will help these professionals, but it will not be able to replace them, regardless of what Hollywood says.

AI cannot replace friendship, although there is currently a startup trying to create a day-to-day digital companion (it is not very well received, however). Still, AI can be an alternative for elderly people who have no one to talk to. There are already a few companies that offer tele-services through which lonely seniors can call to talk to someone. Here I think there is a positive impact, because better alternatives do not yet exist, and some nursing homes are a complete disaster. Even so, these tele-services cannot replace the company of a human being.

Lastly, AI cannot replace everything that involves manual work, artistic performances, athletics, surgical operations, cooking (non-repetitive). These fields require lived experience, which AI does not have.

How do you realistically see the role of AI in our day-to-day lives in the next 5–10 years?

I think that, in the next 5 to 10 years, we will notice a significant difference. In 5 years we will advance a lot in the medical field and I expect to see much greater efficiency. The same in the financial field — I think a lot of the friction that currently exists in this industry will be eliminated.

On a personal level, I think many more people will adopt ChatGPT as their main way of searching for information, instead of Google. Also, many will use AI to create funny things to share with others (for example, we already see videos where dog owners create content in which their animals “cook,” clean, or wash laundry).

In 5 years we will start seeing more TV ads for small household robots. These robots will have purposes such as cleaning, washing clothes, etc. They will not yet be autonomous and not very efficient, but I think we will see a clear movement in this direction.

Also, autonomous cars (self-driving cars) will reach other corners of the world. In San Francisco you can already take a taxi without a driver, and I think this technology will expand to other big cities. In 10 years, maybe even in Romania we will see such taxis.

On a personal level, we will have personalized agents that understand our preferences and work for us in all directions: they make appointments, organize notifications, manage finances, travel, etc. Similarly, at work there will be agents that optimize everything related to calendar, email, communication, and other tools we use day to day.

On the entertainment side, I think we will also see new platforms with content natively generated by AI — I already gave the example of dogs cooking, which could exist on a version of “AI TikTok.”

What types of AI applications, like ChatGPT, do you use daily beyond the professional area, and for what kind of information?

I use ChatGPT, Grok (an AI created by Elon Musk), and Perplexity a lot. Usually, I ask for more opinions instead of relying only on ChatGPT. I look at what answers each gives and then I choose, intuitively, the one that seems most aligned with what I want to obtain.

For example, ChatGPT seems better to me at generating philosophical content, while Grok is much more academic and scientific. I was recently in Korea and I saw a statue of Buddha; I wanted to learn more about Buddhism and I had a conversation with ChatGPT on this subject to discover new things. I use Grok when I want to find out information related to wellness, for example what “beauty myths” are and what is truly valid.

I also use an app called InsideTracker, where I enter my blood test results, and the app gives me an overview of my health and my progress over the years.

Besides that, AI also does many things “behind the scenes,” so to speak. For example, Gmail, which I use daily, already has elements of artificial intelligence integrated. The same with the iPhone, which has certain algorithms that increase our productivity. A concrete example: when I search for a photo with a document, for example my passport, and I no longer know when I took the photo or where I saved it, I simply type “passport” in the search bar in the Photos app and the image appears — a feature available at least on newer iPhone models.

I also used Wix’s AI for my photography website. I’m not good at website design, but with the help of AI it is much simpler to generate something in a relatively short time. I think it’s brilliant for people who have a creative hobby and can’t necessarily afford a website designer.

Regarding your field of activity, you built a global company in a very specific area of AI. LYS Labs is a Web3 company that transforms blockchain data into secure information to be processed for AI-powered financial markets and also processes and operates in the crypto field. How did you get here, and what was the most difficult moment along this road?

I lived in the U.S. for almost 20 years over time. I went to university in Silicon Valley, where I also started my career in the IT industry. Eight years ago I focused on the crypto sector in the IT industry, and two years ago AI started to grow in popularity, especially in the crypto world, and that’s when I ended up working at this interesting intersection between the two fields.

The way I got into crypto was more luck than something planned. After I left San Francisco, I moved to London, where I wanted a fresh start. I used my network of contacts and I discovered some of the most interesting fintech companies in London. I went to their offices and saw what roles were available.

One of these firms was active in the “blockchain” sector in 2017. I got in touch with the company’s HR department and had a productive discussion. The company didn’t have a very formal hiring process — I simply started talking to team members and found a role in an “organic” way.

After a week of networking with the team members, I received an offer, and that’s how my first role in the crypto field began. From there I spent eight years in different roles, in smaller and larger projects. Eventually, I met the team in Bucharest, which was already working on an initial concept for what is today LYS Labs, and I joined them as a co-founder because we had very good synergy.

At LYS Labs I also started exploring the intersection between AI and crypto. My knowledge of AI, up to that point, was quite rudimentary. I started learning as much as I could about this subject, and now, two years later, I’ve reached this point.

In this technical field where you operate, in artificial intelligence and blockchain technology, where speed is essential, how do you maintain the balance between rapid innovation and technological quality control?

Everything we do at LYS Labs starts from an extremely high quality of the products we build. Each component is designed and optimized so that we deliver the highest level of quality at every step. Sometimes, this means launching products a little later. It is indeed an art to choose the right moment for launch, because nothing will ever be perfect and completely ready. There are always optimizations that can be made, but usually those optimizations are not critical.

We operate with a Silicon Valley mindset, where people say “fail fast, fail forward.” In other words, even if something fails along the way, we want to learn as quickly as possible from that failure and reorient toward solutions.

Also, after spending a period in this industry, you get used to a much more alert pace in everything related to delivering products. You can’t survive if you don’t operate with a constant sense of urgency.

How would you explain, in one simple sentence, what a “financial AI agent” does, and why should ordinary people pay attention to this phenomenon?

For ordinary people, a financial agent is what we today call a “robot” that has autonomy to carry out certain operations in an automated way. A concrete example of autonomous “robots” we already have is paying bills automatically.

When you link your bank account to Electrica or Engie so that money is withdrawn automatically from your account, you are basically already using some rudimentary algorithms. These algorithms will become more and more intelligent over time — for example, they could predict your electricity bill amount based on your consumption over the last 12 months. In this sense, they make an intelligent prediction and can notify you in advance of the estimated amount.

This can be an example of an agent that works for your benefit. Ordinary people should pay attention to such tools because they can be extremely beneficial and can save us a lot of time that we otherwise waste. Especially in countries like Romania, where certain operations can take days. If adopted widely, these agents can reduce processing times by 90–95%.

What is the difference between “consumer” AI (which we use daily through apps) and financial AI, which you work with at LYS Labs?

Essentially, the concepts are similar. There is an algorithm to which you give data, and that algorithm gives you something in return. In consumer AI, like ChatGPT, the result is an answer to the question you formulate (you prompt). In the financial world, it can also be an answer to a question, but related to the financial domain.

For example, if you wanted to find out stock market prices or where to invest certain amounts, you could communicate directly with agents built on our infrastructure. Consumer AI is trained on a much larger and more varied dataset. We provide more specialized data, optimized for AI dedicated to the financial sector.

How do you think AI will change our relationship with money, from investments and savings to the way we make daily transactions?

AI will make everything more automated and optimized. The research time regarding investment decisions or other financial decisions will be compressed by 90–95%. In many cases, agents will make decisions in an “invisible” way, where you, as a user, won’t see all the operations, only the final result. This way, we gain more time to focus on other things, such as… how to spend the money generated by AI for us.

Also, AI can break down very complex concepts into simpler, easier-to-understand terms and can discover opportunities that would otherwise have been impossible to identify, because we have a limited capacity to find and absorb information. With AI, these limitations no longer exist.

Will ordinary people, not just large institutions, be able to access personal financial AI agents? What would that look like in reality?

Yes, anyone will be able to build their own financial agent. There are several possibilities regarding what this future could look like. For example, those who are more tech-inclined will be able to build a personal agent with just a few clicks. Others will offer services to create these financial agents as third parties.

For instance, the bank where you have an account could offer personalized agents for each user. Or there could be an app on your phone that you install, you connect multiple personal accounts, and from there your personal agent is automatically initiated. There will probably also be options directly in the browser, not necessarily on the phone.

You are an international citizen and you have been shaped in several different cultures. You were born and raised in Romania until adolescence, you studied from high school and during university in the U.S., where you also started working, in the most important and competitive environment for technology development: Silicon Valley. How did the “nothing is impossible” culture there shape you, and what parts did you bring back to Romania?

For me, the time spent in California was essential. If I had been in Romania, I don’t think I would have had the psychological preparation necessary to believe that I can build a career in crypto or AI, even if I studied, let’s say, Economics. Here, there is a tendency to remain on the same profile all your life, with small variations.

But the jump toward something risky, like crypto, is harder to make, especially as a woman. In contrast, being in Silicon Valley, where the impossible happens almost daily, other perspectives open up. If you dream of going to Mars, it’s okay — there is a group of people there who believe the same thing. If you want to open a factory in space or put a DJ in space, that’s also possible (both are projects that different entrepreneurs are currently working on).

Such freedom in the way of thinking is extremely “refreshing.” Somehow, all the dreams you have from childhood can be realized, assuming, of course, that the laws of physics allow it.

Here, in Romania, everything seems harder to me: from having a conversation with someone and being taken seriously, to building a team that believes in the same ideals, or progressing through the monumental bureaucracy that makes some initiatives almost impossible. Fortunately, Romania has advanced, and now everything is “remote.” If you want to find investors, you don’t necessarily have to be in the U.S.; you can have engineers in Romania. Likewise, you can travel by plane anywhere relatively quickly and cheaply, because travel restrictions are no longer what they were 10–20 years ago. Still, the speed at which you can progress in Romania does not compare to what you have when you are at the heart of progress.

Currently, you travel a lot and you split your life between continents and countries with very different cultures, including in terms of technological development or working style. Europe, Romania especially, the United States, Asia… How do you perceive these differences, and where do you feel closer to who you are and to the idea of “home”?

Romania will always be my home of the soul, because this is where I was born and raised. A part of me is also found in San Francisco, where I lived through many formative experiences. It is a city where, as I said, ideas have no limits and everything seems possible.

On the other hand, I also feel at home in London, where I lived for a few years — a city with more culture, art, and deep thinkers than you generally find in America.

Professionally, I think I feel most “at home” in America, because there is a culture of “hustle,” productive agitation, and speed there, which I like. People, in general, have a more pronounced attitude oriented toward immediate action than in other places. Of course, there are differences in America too: between New York and Miami, for example. New York is a city full of ambitious people, and Miami is much more relaxed.

Outside of those places, I like Asia very much for relaxation. I weave this chaotic lifestyle with escapes into the jungle, where there is no signal of any kind.

What is the most valuable thing you learned from a professional failure?

The most practical lesson is that everything always takes longer than you estimate it will. Any plan, any deadline is, in fact, an illusion. Besides that, you need to know when to accept that something doesn’t work and try something else. If you gave 100% of yourself and there were no results over a relatively long period, at some point you have to accept defeat and look for other directions.

When you think about success, what does it mean to you beyond numbers?

There is success on a personal level and success on a professional level. On a personal level, I feel successful every day. I wake up, I’m healthy, I have energy, I have family and friends, and I have managed to get here.

On a professional level, I measure success through what I have created, alone or together with a team. What products have we launched? What innovations have we brought? How many people use what we put on the market? Have we built something relevant, useful? These are the questions that dictate how much success I have in different initiatives.

How do you keep your balance between the pressure to perform and your own well-being?

Over the years, I have developed all kinds of wellness routines that help me maintain the level of energy necessary for this lifestyle. Sleep is the most important, so regardless of what time zone I’m in, I try to get quality sleep.

I also maintain a fitness routine and I try to train even when I’m traveling. Besides sleep and fitness, I also take certain supplements such as creatine, collagen, and many others that I choose depending on the results of blood tests, which I do regularly.

Who are the mentors or role models that inspired you on this path?

I have always been inspired by people’s ideas and attitudes, not necessarily by people as a whole. It was hard for me to find a person whom I would consider inspirational from every point of view. Rather, I found different traits in different people that inspire me.

For example, Reese Witherspoon seems to me like an exceptional businesswoman. Martha Stewart has remarkable perseverance — even with her history, she continues to create and hasn’t retired, as others do at her age. Steve Jobs had an obsession with perfection and attention to detail, but I think there are also artisans in Italy who have the same obsession with details, only they apply it in other directions. Lewis Hamilton was, again, a source of inspiration through his desire to win and dominate. In general, I try to look for inspiration in different places and apply those ideas in my world — the world of technology.

If you could talk to yourself at 20, what advice would you give yourself?

I would tell myself to try to put any problem on paper and write it as clearly as possible, instead of ruminating mentally. It seems to me that over the years I have spent far too much time analyzing certain things in my head, instead of identifying exactly the source of the problem and then looking for solutions.

It’s a rather “masculine” approach, because men tend to be more solution-oriented, but I think it is an extremely useful method — one that would have saved me many headaches along the way.

The post Andra Nicolau on AI myths, work, and the life of tomorrow: Artificial intelligence doesn’t steal our future — it gives us time appeared first on careers-business.com.

BDO Romania announces the promotion of Lucian Dumitru and Bogdan Nistorescu to the role of Partner within the Audit & Assurance business line in its Bucharest and Cluj offices, respectively, marking a significant step in strengthening the team and developing the audit practice at both local and national levels.

“The promotions of Lucian and Bogdan reflect our confidence in their expertise, tenacity, and professional skills, as well as their ability to build and develop strong teams within BDO Romania. I am convinced they will actively contribute to the growth and consolidation of our audit practice, maintaining the same high standards of quality and professional integrity,” said Cristian Iliescu, Managing Partner of BDO Romania.

Lucian Dumitru, Audit & Assurance Partner at BDO Bucharest, has 14 years of experience in financial audit, leading complex engagements for local and international entities across various industries, including manufacturing, construction, financial services, and commerce. A member of ASPAAS, CAFR, and ACCA, he is recognized for his professional rigor, critical thinking, expertise in process automation and optimization, and active involvement in developing audit teams.

“I see the future of the profession as a balance between the power of artificial intelligence and the collective wisdom of our teams. Technology becomes a catalyst for professional judgment, while human interaction remains the source of trust, learning, and excellence,” says Lucian Dumitru.

Bogdan Nistorescu, Audit & Assurance Partner at BDO Cluj, has 20 years of extensive experience in audit, internal audit, and business consulting. A member of CAFR, CECCAR, and CCF, Bogdan has led statutory financial audits, M&A consulting projects, process optimization, and the implementation of internal control systems for clients in industries such as energy, automotive, and pharmaceuticals. His involvement in creating a coherent and efficient work environment has helped develop a strong and stable local team.

“I have had the privilege of building a high-performing team and am excited about the future opportunities that I will approach with clarity, authenticity, and professionalism—values that guide me in building sustainable relationships and results,” says Bogdan Nistorescu.

Through these promotions, BDO Romania reaffirms its commitment to excellence, continuous team development, and the delivery of the highest-quality audit services, tailored to clients’ needs and addressing current market demands in areas such as digitalization, sustainability, and corporate governance.

About BDO Romania

Active on the local market since 1992, BDO Romania is one of the country’s leading audit and consulting firms, with over 250 specialists and offices in Bucharest, Cluj, and Timișoara. Part of the global BDO network, founded in 1963 and present in 166 countries through 1,800 offices, BDO Romania combines local expertise with the extensive resources of the international network, offering customized and innovative solutions to companies across all economic sectors.

BDO Romania continues to invest in excellence and the development of its top-performing teams.

The post BDO Romania Strengthens Its Audit Team: Lucian Dumitru and Bogdan Nistorescu Promoted to Partners appeared first on careers-business.com.

C&B: Why do you think so many young people leave the country, even though there are jobs available here?

Leonard Gilbert Fieraru: Young people don’t leave Romania because there are no jobs. They leave because there are no real perspectives. They don’t run away from work — they run from uncertainty, from a lack of direction and recognition. Abroad, even if they work hard, they know that at the end of the month they can save something, they can dream, they can build. Many of them came back — they built houses, bought cars, started small businesses. They didn’t run from Romania; they ran from the feeling that their work doesn’t matter here.

The reality is harsh: every year, over 30,000 young people fail the Baccalaureate exam. And no one knows what happens to them. The state has no plan, no system to guide them toward trades. Many get lost between indifference and disappointment, and for many, leaving the country seems like the only solution.

But the truth is, young people don’t leave just for money. They leave for appreciation, safety, and opportunity. A young person will stay in Romania if they feel they have a reason to — if they have a stable job, a decent salary, and a clear career path.

I believe we should talk about the five types of salaries:

• The emotional salary — the feeling of being appreciated.
• The appreciation salary — feedback, recognition, gratitude.
• The financial salary — the concrete, stable income.
• The investment-in-people salary — courses, mentorship, growth opportunities.
• The social salary — the sense of belonging to a team and a mission.

A young person with potential gets lost if these things are missing. That’s why, through eduJOBS, we’re trying to change that: we offer fast recruitment, training, and stability. We help them stop looking for luck abroad and start building it here, at home. Romania doesn’t lack young people. It lacks trust in them. And that’s a battle I’m determined to fight to the end.

C&B: What was the hardest business lesson you’ve learned?

Leonard Gilbert Fieraru: That if you don’t work with numbers, you collapse. It’s easy to be enthusiastic at the beginning, to believe in your dream, but if you don’t track your costs, reality will hit you mercilessly. I learned that the hard way. Before eduJOBS, I owned three restaurants. They were doing well until the pandemic came. In one month, I lost everything.

But the hardest part wasn’t the business closing down — it was seeing my people left without jobs. People I knew by name, with children, families, loans. That’s when I had a wake-up call. Instead of complaining, I went where there was movement: logistics warehouses. I saw online deliveries exploding. I went directly to managers and said, “I can bring you people.” They said, “We need them now.”

That’s how my new path was born — recruitment and workforce leasing. I turned a shawarma shop into a recruitment office. That’s where it all began.

I learned two big lessons:
First — without numbers, you lose your compass.
Second — never depend on a single client or a single industry.

At the beginning, I had a few big clients. When one left, the business shook. I realized that stability doesn’t come from luck, but from diversification, systems, and strategy. Today, eduJOBS is built on solid foundations: we have clear systems and a portfolio of clients in logistics, retail, production, construction, and services.

Numbers don’t lie, but they can save you — if you have the courage to look them in the face.

C&B: If you had to start over with 1,000 euros?

Leonard Gilbert Fieraru: I’d invest 800 euros in branding and only 200 in the product. Because you can have the best product in the world — if no one sees you, you don’t exist. When I started, I didn’t have a budget for ads or fancy campaigns. But I had a phone, a camera, and a simple idea: to speak directly to people.

I began making viral videos about jobs, in a human, honest tone — no jargon. Those clips were my marketing. They were free, but they cost me time, energy, and perseverance. And they changed everything. Today, because of them, we receive over 600 calls a day from people looking for jobs in Romania.

I built something no traditional platform has: the largest national network of blue-collar candidates. I learned that success doesn’t mean shouting louder, but speaking the language of your people. Most blue-collar candidates don’t look for jobs on fancy websites. They’re on TikTok, Facebook, WhatsApp.

That’s where I took recruitment. I went where people are, not where it looks good to be. That’s where I listened, earned their trust, and built relationships. And if I had to start over, I’d do the exact same thing: invest in visibility, authenticity, and communication. Because a personal brand isn’t a logo — it’s the promise you keep every day.

C&B: Why are Romanian business owners afraid to delegate?

Leonard Gilbert Fieraru: Because they fear people won’t deliver at the expected standard. Because often there’s no clarity in responsibilities. Because deep down, there’s that fear: “If I teach them everything I know, they’ll leave and compete with me.”

But that fear keeps you stuck. In the beginning, everything went through me — every contract, every offer, every client discussion. I believed that if I wanted it done right, I had to do it myself. But the truth is, you can’t build a big business with one person — not even with the most dedicated one.

It took me years to learn that delegation doesn’t mean losing control. It means gaining the freedom to build. I started by creating clear systems, with processes, KPIs, penalties, and rewards. I learned that people don’t just need tasks; they need context and purpose.

At eduJOBS, we built a system based on trust and accountability. We have people who know what performance means — and what responsibility means. We set daily, weekly, and monthly goals and review them constantly. And most importantly, I learned that I must form leaders, not executors.

For me, delegation isn’t an option — it’s a necessity. Because when everything depends on you, you’re both the brake and the engine. And the moment I gave up total control, the company began to grow.

For entrepreneurs reading this: Delegation isn’t a sign of weakness. It’s proof that you’ve grown enough to let others shine. And yes — some will make mistakes. Some will disappoint you. But a true leader doesn’t build freedom on fear, but on trust.

C&B: What have you learned after hiring thousands of workers?

Leonard Gilbert Fieraru: I’ve learned that in recruitment, 1 + 1 never equals 2. Every person has a story, a motivation, a fear. You don’t recruit just skills — you recruit character. And above all, you recruit trust.

I’ve hired people with zero experience who came to work every day with respect and seriousness. And I’ve seen professionals with 10 years of experience who didn’t last a week. The difference is attitude.

Recruitment in Romania is tough. Many people come from rural areas, with no training, no confidence, no support. That’s why at eduJOBS, we don’t just recruit — we also offer orientation, counseling, and training. We help people adapt, understand discipline, and learn what performance means.

For me, every person matters. That’s why I’ve learned to look beyond the CV. The CV tells you what a person can do. Their eyes tell you if they want to.

A true leader doesn’t control everything — they inspire trust. A great company isn’t built on numbers — it’s built on people.

C&B: What’s the biggest lie told to young people about success?

Leonard Gilbert Fieraru: The biggest lie is that talent alone is enough. It’s not true. Talent without discipline fades away. I believe success doesn’t come from luck, but from repetition and perseverance.

Many young people look for quick recipes. They want everything now, without going through the process. But life doesn’t work that way. Success is the result of constant work, tough decisions, and embraced failures.

I’ve lost businesses, money, people, trust. But I never lost the desire to move forward. That’s the difference between those who succeed and those who give up.

Talent makes you visible for a day. Discipline makes you valuable for a lifetime.

C&B: Is it the employees’ fault they leave quickly, or the companies’?

Leonard Gilbert Fieraru: In 90% of cases, it’s the companies’ fault. Employees don’t leave a place where they feel respected, heard, and appreciated. They leave people who don’t see them, don’t understand them, and don’t communicate with them.

An employee leaves when they feel ignored. When they feel their work doesn’t matter. When they see themselves as just a cog in a cold system. That’s where companies fail.

Real leadership isn’t just about goals, KPIs, and profit. It’s about empathy, feedback, and transparency. People don’t leave companies. They leave leaders who can’t inspire them.

An employee doesn’t leave a job. They leave a person.

C&B: How much should a good worker earn in Romania?

Leonard Gilbert Fieraru: The truth is simple: a good worker deserves a salary that matches their value. The problem is that in many places, manual work is undervalued. We have people lifting warehouses, working in cold, in dust, under tough conditions — and they are paid barely decently.

I believe Romania won’t rise until we learn to respect trades. Not only IT or management is valuable. The person laying bricks, cleaning floors, or driving trucks is part of the same system.

At eduJOBS, we try to change that perception. We recruit people who work honestly and offer them stability, fair salaries, and safe conditions.

The better they get, the more they set their own price.

C&B: Does education in Romania still relate to the job market?

Leonard Gilbert Fieraru: Very little. The education system produces graduates, not professionals. We teach theory instead of offering practice. We evaluate memorization, not thinking.

We have young people leaving school without knowing what they want to do because no one explained the trades of the future or the real needs of the economy.

I believe the solution lies in partnerships between schools and the private sector. Companies must come to schools, and students to companies. Theoretical education produces diplomas. Practical education produces results.

Theoretical education produces graduates. Practical education produces professionals.

C&B: Romania has unemployed people and companies without workers. How is that possible?

Leonard Gilbert Fieraru: Because we live in a system that talks nicely but listens poorly. We have institutions claiming to implement employment policies, but they don’t go out into the field to talk to real people.

People don’t know where to look for jobs, and companies don’t know how to communicate with them. There’s a huge lack of intermediation.

At eduJOBS, that’s exactly what we do: we bring people and companies together. Not through bureaucracy, but through simple, direct communication.

Romania doesn’t have a labor shortage. It has a shortage of trust and respect.

C&B: How are companies preparing their teams for the AI era?

Leonard Gilbert Fieraru: Very few are truly doing it. Most still see AI as a threat, not an opportunity. But the reality is that artificial intelligence won’t replace humans — it will only replace humans who refuse to evolve.

AI is a tool, not an enemy. We already use it in recruitment for selection, communication, and data analysis. But humans still make the decisions, feel, and inspire.

The future isn’t humans or AI. The future is humans + AI.

C&B: Why does the state fail in preparing people for real trades?

Leonard Gilbert Fieraru: Because it invests in diplomas, not people. Because it funds theory, not practice. Because it promotes on paper, not in real life.

The state should invest massively in modern vocational schools, in public-private partnerships, in dual education. But for years, there’s only discussion, no action.

Romania doesn’t need more diplomas. It needs more people who are good at what they do.

C&B: How did you go from bankruptcy to success?

Leonard Gilbert Fieraru: With faith. And with the courage to start over, even when I had nothing. After losing everything, I told myself either I stay down, or I turn the fall into a lesson. I chose the latter.

I started alone, with a phone, a table, and a vision: to do something real that helps people. In a few months, I brought hundreds of people to work, then thousands.

Sometimes God knocks you down, not to punish you, but to lift you stronger, wiser, and cleaner.

C&B: What was the hardest moment when you wanted to give up?

Leonard Gilbert Fieraru: The hardest moment was when I wanted to do good — and discovered that not everyone wants help. When I saw people taking advantage of kindness, confusing help with weakness.

But I got up. I understood that you must help only those who really want help. You can’t save everyone. And sometimes, the greatest proof of strength is to move forward alone.

Don’t pity yourself. Start today. Tomorrow can be different if you choose to be different.

C&B: If you lost everything tomorrow?

Leonard Gilbert Fieraru: If I lost everything tomorrow, I’d rebuild faster. Because I’ve learned how. Experience teaches you what not to repeat. I wouldn’t fear failure, only stagnation.

A person who lost everything and got up is ten times stronger than someone who never fell.

C&B: Will AI replace humans?

Leonard Gilbert Fieraru: Yes — those who refuse to evolve. Technology isn’t the enemy of humans. It’s a tool. The problem arises when humans stop learning.

True intelligence isn’t artificial — it’s moral.

C&B: What should young people learn today?

Leonard Gilbert Fieraru: Young people should learn according to passion and reality. Not just what’s trendy, but what makes sense. Learn trades, technology, communication, sales, leadership.

Those who learn today will lead tomorrow. Those who wait will work for those who had the courage to start.

C&B: What have you learned from ordinary people?

Leonard Gilbert Fieraru: I learned everything. Both good and bad. I learned that an ordinary person can teach you more about life than ten books. I learned that modesty, respect, and hard work are not taught — they are lived.

The difference between success and failure isn’t made by a diploma. It’s made by character.

Leonard Gilbert Fieraru doesn’t speak of success as a destination, but as a journey to be traveled with responsibility, faith, and courage. For him, Romania is not a lost country, but a place where people and dreams can still rise, if trust and will exist. In a hurried world, he remains proof that great achievements are not made overnight, but day by day, through work and people who choose not to give up.

Read also:Teodora Țarog: Authentic leadership in an industry reinventing itself through sustainability – careers-business.com

Read also:  Dan Călin – 20 de ani de fotografie de interior și o viață trăită prin lentilă – Revista Careers & Business România

The post “Romania doesn’t lack young people. It lacks trust in young people.” – Leonard Gilbert Fieraru, founder of eduJOBS appeared first on careers-business.com.

What if the detectives of the future worked side by side with artificial intelligence to solve complex crimes? Jo Callaghan, author of the bestseller In the Blink of an Eye, explores this very idea through her unique investigative duo: Kat Frank and Lock, an AI entity with surprising abilities. In this captivating interview, the British writer talks about the inspiration behind the novel, the challenges of building a believable non-human character, and how AI is already shaping both the present and the future.

C&B: Hello, Jo Callaghan, and thank you for the interview! In the Blink of an Eye puts forward a very intriguing idea – a detective duo that’s half human, half algorithm-based, with artificial intelligence. Usually, literature runs ahead of reality! Do you think we’ll soon see detectives working alongside AI to fight crime?

Jo Callaghan: Thank you! They already do. The police in the UK and in other countries are using artificial intelligence in the fight against crime, whether through facial recognition technology, algorithms designed to prevent or reduce illegal activities, or data analysis in criminal investigations. What I did was to bring together many of the different aspects of AI already used in investigative work and imagine them merging into Lock, who is an EDIA (Artificial Intelligence Detective Entity).

C&B: How did the idea of a detective that is an AI entity come about? Which character was harder to write – Lock or his partner, Kat Frank?

Jo Callaghan: I’d wanted to write a crime novel for some time, but the market was oversaturated, so I struggled to come up with an original concept. Then, in my day job, I was analyzing the impact of artificial intelligence on the labor market (whether AI would one day replace radiologists, and what that would mean for the entire team), and I thought: what if you had an AI detective? I did some research and found out that the police were already experimenting with algorithms and AI-based technologies such as facial recognition and predictive strategies (this was around 2017). Of course, that raises a host of questions – could such an approach make policing more efficient, grounded in concrete evidence, or do we risk losing those flashes of intuition and nuance that come from human judgment? These debates fascinated me, and I became excited when I realized it would be the perfect framework for writing a gripping crime novel that also explores what it means to be human.

Lock was, without a doubt, the hardest character to write, because I had to find a way to convey how a machine guided by logic and algorithms would “think” and speak, while still evoking enough humanity to make readers wonder to what extent Lock might develop more human traits, without seeming too stiff or implausible. Interestingly, the conversational abilities of some large language models have evolved so quickly that Lock’s capabilities in this regard no longer feel like pure speculation, as they did when I first wrote the book.

C&B: The novel’s motto says that “there is as much mystery in the thinking of a machine as in that of a human being.” Why did you feel this quote was representative of the novel?

Jo Callaghan: That’s an excellent question! I love that quote, so I’m glad you brought it up. I chose it because there’s such a heated debate about whether artificial intelligence will ever develop its own consciousness, but the truth is, we don’t actually understand what consciousness is, how it can be gained or lost.

We can make judgments about others based on their behavior, but we can never truly know what is happening in someone else’s mind. There’s a scene in the novel where Lock says “condolences” to Kat. She’s ready to dismiss it, assuming it’s just a formula he’s reproducing, something he’s learned to say in that context. But then she pauses and wonders: isn’t that exactly what we all do? Isn’t that what her friends do when they send similar text messages?

I wanted to highlight the fact that while we talk a lot about machine learning, humans learn in a very similar way. In future novels, a small child also appears, because I wanted to compare and sketch parallels between how Lock learns and how a child learns. These questions fascinate me, and I think that’s why I enjoy writing these books so much.

C&B: Did you expect In the Blink of an Eye to be such a huge success?

Jo Callaghan: Not at all! At that point, I had been writing for 13 years, with no success. I had written five books for children and young adults, and each project was rejected by publishers in the UK. I had basically given up. But after my husband passed away, I decided to write this novel to take my mind off grief and motivate myself to keep going, for my children’s sake. That’s why Kat Frank is a middle-aged widow returning to work after the death of her husband – because that’s what I was going through at the time. I didn’t write the book with the intention of publishing it, but eventually I was persuaded to send it to publishers. Even then, I was very relaxed about it, because for me it had already served its purpose – it had kept me alive. So everything that came afterwards was a bonus.

After so many years of rejections, it was very strange to see multiple publishers competing to publish it, and then for it to win several major crime fiction awards and make the Sunday Times bestseller list! I hope the novel will also be appreciated by Romanian readers, and I’m delighted that it has been published in Romania.

C&B: As a lead strategist researching the future impact of artificial intelligence and genomics on the workforce, how do you think society and educational systems should adapt to the inevitable transformations brought about by the wider adoption of AI?

Jo Callaghan: In my work, I’ve learned that the only certainty about the future is that all predictions will turn out to be wrong. But things are changing at a much faster pace and on a much larger scale than ever before, so we’ll all need to accept a world where lifelong learning is the norm. The idea that you could go to school or university, qualify for a certain job at 18 or 21, and then work for 40 years in that field has long ceased to be valid. We’ll all have to learn constantly, adapt, and be flexible in how we apply and develop our skills. The challenge will be to identify where we, as humans, can bring the most valuable contribution – probably in areas like relationships, trust, judgment, and holistic thinking – but also to define more clearly what we value. For example, what does it mean for us to live well, what do we want to do outside of work, and how do we make sure AI supports, rather than undermines, that ideal. We need to reclaim decision-making power and proactively shape our future, rather than just letting things happen to us.

C&B: Speaking of future skills: which competencies do you think will become essential in the next 10–20 years?

Jo Callaghan: In the future, flexibility and adaptability will be essential, as will the ability to live and work in uncertain circumstances where many things are constantly changing. But on the other hand, I think that in such a scenario, fixed points become even more important. Human beings are social animals – we love to interact. That’s why so many people go to book festivals, music festivals, or conventions like Comic Con. People love art, they love to create, to form bonds. These truths about us will endure, which is why I’m more optimistic than others about the arts.

C&B: As a specialist in the field – if it’s quite possible that AI will partner with humans in police investigations, do you also think it’s possible for it to start writing crime novels?

Jo Callaghan: I’m sure it already does. The question isn’t whether artificial intelligence can write a crime novel (it can) – the question is whether people will want to read it. I tend to think some will – there has always been demand for formulaic fiction. But the films and books that are most successful or truly groundbreaking are the ones that touch people’s hearts, the ones that transcend genre to reveal a truth about the human condition. We write and read stories to remind ourselves that someone else has felt what we’re feeling – that, ultimately, we’re not alone. I attend literary festivals all the time and, as in this interview, people want to know who I am, why I wrote the book, what my story is. I think readers appreciate my books because they sense, on some level, that they’re inspired by my own experience, and that there’s a connection between us when they read them and especially when they share their thoughts with me. At least, that’s what I like to believe.

C&B: Kat and Lock are an irresistible duo, and we can’t wait to see them again! Can you give us a few hints about the next volume?

Jo Callaghan: Thank you! The second book is called Leave No Trace, and here Kat and Lock face their first real-time case, when a man’s body is discovered crucified on Judd’s Peak, with his ears cut off. As more crucified male victims appear, the police issue an extraordinary warning to men in the area: avoid pub crawls, don’t walk alone late at night, and always tell a friend where you are. Amid a media frenzy, Kat and Lock must work together to solve the mystery and prevent another murder.

I’ve just finished writing the fourth volume (the last in the series). Lock is capable of learning, so the question I’ve been exploring throughout the series is: how much can he learn, and what happens as he evolves…

Interview conducted by Fabrica de PR for Careers & Business magazine

Photo credit: Edward Moss

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