Cosmin Dărăban is the CEO & Co-Founder of Gomag, one of Romania’s leading eCommerce platforms, which he built based on the belief that every Romanian entrepreneur deserves access to high-quality technology, regardless of budget or technical experience.

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

Cosmin Dărăban: My career has never followed a linear plan; rather, it has been a series of moments when I chose to take calculated risks.

It all started in 2005, when I founded SilkWeb, a digital agency. At a time when the Romanian internet landscape was still in its infancy, the idea of building a business exclusively online seemed, to many, like something out of a fantasy story. I saw something different: an enormous opportunity and a market that was about to explode.

Working closely with clients who wanted to sell online, I quickly realized that their problem wasn’t a lack of ambition; they lacked the right tools.

Existing platforms were either too expensive, too complex, or simply unsuitable for the realities of the Romanian market. That’s how the idea emerged to build our own platform from scratch, right within the agency.

It was a long process filled with testing and adjustments. It wasn’t until 2016 that the platform received the name it still carries today—Gomag—with a distinct identity. That moment represented a public commitment that we were no longer building an internal tool, but a standalone product with a clear vision and a market we wanted to serve.

It was a strategic pivot that permanently differentiated us from the competition and brought us to where we are today.

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

Cosmin Dărăban: The first thing that comes to mind is the period when I had to balance the platform’s growth with the resources available.

From what I’ve seen, every startup reaches a stage where pressure comes from all directions at once: customers demand more, the team needs clear direction, the market evolves rapidly, and you find yourself in the middle of the storm carrying the responsibility of staying on course.

I got through that period through a combination of discipline, accountability, and honest communication with the team. I never pretended to have all the answers. I involved the people around me in finding solutions, prioritized realistically, and accepted that you can’t do everything perfectly at the same time.

In practical terms, that translated into 12 years during which I personally worked without a salary.

The lesson I carry with me from that period is that resilience doesn’t mean never falling; it means having reasons to get back up every time you do.

C&B: How does Gomag contribute to the development of the eCommerce ecosystem in Romania and the region?

Cosmin Dărăban: Today, Gomag is essentially a driver of online commerce democratization, not just an eCommerce platform. We contribute to the ecosystem on several levels.

First, we reduce entry barriers. Anyone—from a craftsman in Transylvania selling handmade products to an entrepreneur with an established distribution network—can quickly launch a functional online store without needing an IT department.

Second, we constantly educate the market. Through content, webinars, events, guides, and community-building initiatives, we actively contribute to improving the digital competence of Romanian entrepreneurs. Why? Because we don’t want customers who depend on us; we want a community of entrepreneurs who understand what they are doing and why they are doing it.

Third, we are building an ecosystem of partners—agencies, freelancers, and consultants—who work with Gomag and, in turn, serve hundreds of businesses. That’s how impact multiplies.

At a regional level, we are already present in other markets, and our model—a SaaS platform with local support and features adapted to each market’s specifics—has proven to be a real competitive advantage over global solutions that treat all markets the same.

C&B: What does it mean, in practical terms, for an entrepreneur to “reach their potential” through a platform like Gomag?

Cosmin Dărăban: In short, it means selling more with less manual effort and being able to make decisions based on real data.

Let me be specific. An entrepreneur who joins Gomag can launch a fully functional online store within a few hours—with integrated payments, inventory management, automatic invoicing, and courier synchronization. No coding, no agency contracts, and no waiting months for implementation. This means they can test a business idea quickly and validate the market before investing significant resources.

As the business grows, the platform grows with it. Gomag offers over 400 native features, including GoBots for task automation within the platform, dozens of customizable themes, loyalty programs, customer segmentation, automated upsell and cross-sell tools, marketplace integrations, Facebook Ads and multichannel feeds, as well as a dedicated Google Shopping Ads automation service.

All of this is available without requiring external developers or customization budgets worth tens of thousands of euros.

For example, a merchant who activates native abandoned cart recovery can recover between 10% and 15% of lost sales automatically, without manual intervention. One who uses segmentation and automated post-purchase emails will see significantly higher retention rates. Another who integrates all sales channels into a single dashboard can save hours every week and invest that time elsewhere.

The combinations of possibilities offered by the platform are virtually limitless and can be adapted to the specific needs of each entrepreneur.

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

Cosmin Dărăban: Honestly? I think they would say I’m demanding but fair. My vision requires setting high standards consistently—for myself and for those around me—but one of my personal principles is never to ask anyone to do something I wouldn’t do first myself.

They might also say that I’m direct, sometimes uncomfortably direct, but that I never have a hidden agenda.

They would probably add that I’m deeply involved in the product, that I have an almost obsessive curiosity for details, that I ask a lot of questions, and that I never accept a “good enough” mentality. But I hope they would also say that I give people room to grow, that I listen to their ideas, and that I recognize everyone’s contribution when we celebrate company victories.

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

Cosmin Dărăban: Without a doubt, the decision to transform an internal agency tool into a standalone product.

We initially built the platform to better serve SilkWeb clients because it was a practical solution to a real problem. But at one point, I realized it had outgrown the boundaries of an internal tool and that its potential was much greater.

Giving a project its own identity—a new name, a dedicated team, and a separate strategy—means taking a double risk: you risk the agency’s resources and you risk the possibility that the product won’t be adopted at the scale you envision. In 2016, when we decided to focus on Gomag as a SaaS solution, we had no guarantees. We only had the conviction that the market needed what we were building and that we understood that market better than anyone else.

An equally important decision was staying focused—not getting distracted by premature diversification, but striving to become the smartest eCommerce choice for Romanian and regional merchants.

C&B: How did you develop your leadership style and decision-making approach? Was it natural or learned?

Cosmin Dărăban: It was both natural and forged through experience. I believe I came with certain traits already in place: curiosity, pragmatism, and energy. But my leadership style was largely shaped by difficult experiences, mistakes, and the people I worked alongside.

I learned that a good leader is someone who asks the right questions, not someone who has all the answers. I also learned that decision-making speed matters just as much as accuracy: a perfect decision made too late can cause more damage than an imperfect one made at the right moment.

And I learned something else: people don’t follow visions—they follow people. If you’re not authentic, you won’t build anything that lasts.

C&B: How does your impact translate into numbers and tangible results for clients?

Cosmin Dărăban: Today, there are over 5,000 online stores built on Gomag, which collectively generated more than €500 million in sales during 2025.

Those figures speak for themselves, but beyond the aggregates, I’m interested in individual stories: the entrepreneur who grew from 50 to 500 orders per month during their first year on the platform; the store that automated post-purchase interactions and increased retention rates by two or three times; the business that achieved in three months after switching to Gomag what it had failed to accomplish in an entire year on another platform.

Operational efficiency is actually one of the most underrated indicators. When an entrepreneur gains 10 hours per week through a well-implemented automation process, those are 10 hours they can reinvest into growing the business. That’s real impact, and it’s what our technology delivers.

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

Cosmin Dărăban: My mornings are dedicated to sports and exercise. It’s a ritual I try hard to protect. Beyond physical health, I believe it’s essential for the mental clarity it provides. Many of my best decisions have taken shape during a workout rather than in front of a screen.

The rest of the day alternates between strategic thinking, internal meetings, product analysis, conversations with partners, and sometimes direct interactions with customers or our community.

The moments that bring me the greatest satisfaction are, paradoxically, the small ones: seeing a feature we’ve discussed for months work perfectly on the platform, receiving a message from a customer who has reached an important sales milestone, or seeing a team member come up with an idea that is clearly better than what we had originally planned.

Those moments confirm that we are shaping something alive with our minds and hands—and they are invaluable.

C&B: What differentiates Gomag from other international or local eCommerce platforms?

Cosmin Dărăban: There are several structural differences.

The first is that we are built for the Romanian and regional markets, not adapted to them afterward. That means integrations with local couriers, payment processors, invoicing systems, and marketing platforms are native, not workarounds.

The second difference is the balance between complexity and accessibility. Gomag provides features usually found in enterprise-level platforms—advanced automation, customer segmentation, integrated marketing—but within an interface that entrepreneurs without technical backgrounds can easily use.

The third difference, and perhaps the most important, is support. We’re not a product you buy and then figure out on your own. We have real people who know the platform in depth and who guide customers step by step as they grow.

C&B: How do you maintain a balance between advanced functionality and ease of use for entrepreneurs without technical backgrounds?

Cosmin Dărăban: This is actually one of the fundamental challenges of our product and an ongoing discussion within the product team.

The principle we start from is that advanced functionality should be available, but not mandatory. A new entrepreneur should be able to launch a store within hours without feeling overwhelmed by options. At the same time, an experienced merchant should find the sophisticated tools they would expect from an enterprise solution.

In practice, this translates into progressive design: default settings are optimized for the most common use cases, while complexity reveals itself gradually as users need it. We constantly test with real users and listen carefully—the feedback from our community has generated some of the platform’s best features.

C&B: What are the most common obstacles entrepreneurs face when scaling an online store, and how does Gomag help them overcome them?

Cosmin Dărăban: The first obstacle is often technical: the platform can no longer keep up with growth. Performance slows down, errors appear, and integrations break. Gomag addresses this through a scalable infrastructure that grows alongside the business, without painful migrations or unexpected surprises.

The second obstacle is operational. At a certain order volume, manual processes become unsustainable. Inventory management, invoicing, and customer communication consume enormous resources if they are not automated. Our automation features are specifically designed for this stage of growth.

The third obstacle comes from marketing. Entrepreneurs often lose visibility into where customers are coming from, what is working, and how to scale further. Gomag provides analytics and integrated marketing tools—email, SMS, abandoned cart recovery, and customer segmentation—that transform data into actionable decisions.

And there is a fourth, more subtle obstacle: the entrepreneur’s sense of isolation. Scaling a business is difficult and often lonely. The Gomag community—made up of customers, partners, and educational resources—provides exactly that feeling that you are not alone in the process.

Through vision, perseverance, and a deep understanding of entrepreneurs’ needs, Cosmin Dărăban has turned Gomag into a benchmark for eCommerce in Romania. From democratizing access to technology to building an ecosystem that supports business growth, his journey demonstrates how innovation and education can create real impact in online commerce.

The post Cosmin Dărăban, CEO & Co-Founder of Gomag – about the future of eCommerce, entrepreneurship and scaling online businesses appeared first on careers-business.com.

Adriana Radu, founder of Start Business Fast, is a digital business mentor, community architect, and former Human Resources Director in multinational companies such as Coca-Cola, Henkel, Leoni, and Ixia, with more than 25 years of experience in leadership and people development. Twelve years ago, she began her entrepreneurial journey, offering consulting, coaching, and mentoring services. For the past five years, she has been dedicated to helping coaches, therapists, and solopreneurs transform their expertise into sustainable businesses built on community, strategic marketing, and AI integration through mentoring programs, entrepreneurial education, and projects designed for women over 40 undergoing professional transitions.

C&B: How would you describe yourself in a single sentence to capture the attention of someone who doesn’t know you?

Adriana: I am a digital business mentor and community architect, helping coaches, therapists, and solopreneurs build sustainable businesses based on community, relationships, and systems—not on virality and quick-fix promises.

C&B: Looking back, what is the “common thread” that has guided your professional journey?

Adriana: If I had to give my life a title, it would be “adaptation.” It’s the word that helped me succeed throughout my life, even before I realized it.

I was born during the communist era, and when the Revolution came, I had already been working as a nurse for six years. In 1990, I had an accident that eventually led me to spend 11 years abroad. I found myself in France without speaking the language and had to adapt very quickly, learn French, continue my studies, and later move to England, where I completed my university education.

The common thread behind all my decisions has been doing things that align with who I am and what feels right for me. You cannot achieve success without enjoying what you do. Sometimes that meant leaving certain environments when I felt they no longer represented me.

Every role and job I have had was chosen because I loved the work itself—from being a nurse, to working in a call center for IBM in Scotland, to executive search, human resources, consulting, startup mentoring, and later business coaching.

I have always chosen jobs where I could care for people, make an impact, and be part of the solution. I have always enjoyed testing new things, embracing challenges, and finding solutions. That mindset has kept me energized and continuously excited about life and what I am building.

C&B: What was a difficult moment or failure that truly changed you?

Adriana: A moment that completely changed my life was the accident in 1990, which essentially forced me to rebuild my life in a completely new context. I had to adapt quickly in a foreign country without speaking the language, without familiar references, and without security.

In business, one of the most important lessons was realizing that being successful with people is not the same as building a sustainable business. For many years, I saw extraordinary experts who could not turn their expertise into a predictable business system.

I also made significant mistakes. For example, I accepted clients in the past who were not aligned with my values and way of working simply because the projects were financially attractive. At one point, I even walked away from a very large project because I realized there was no alignment between the company’s values and the way my team worked.

I learned that when you accept people or projects that are not aligned with you, problems inevitably arise. It was a powerful lesson about integrity and the importance of respecting your own values and boundaries.

C&B: What is a courageous (or counterintuitive) decision that significantly influenced your trajectory?

Adriana: One of the bravest decisions I made was leaving the corporate world at the age of 47 after spending 15 years in leadership positions at companies such as Coca-Cola, Henkel, Leoni, and Ixia.

I left behind:

• Financial stability
• Benefits
• Security
• An executive position

At that time, it was a highly risky move and very few people would have made it. I chose to create my own HR consulting company and later evolved into career coaching and business mentoring.

Another counterintuitive decision was giving up a very high-ticket product that allowed me to work with only a few clients and instead creating a more accessible program called Client Magnet.

I integrated into that program:

• Multiple mentors
• AI
• Community
• A completely different working model

I made this change because my goal was to reach as many solopreneurs as possible and help them build stable businesses.

Another important decision was building a team before having the financial comfort I thought I needed. I realized that if I wanted to grow, I had to create the framework first, and the clients and results would follow.

I also realized that clients need certainty, not just promises. That’s why we introduced the guarantee: “100 potential clients in your community, or we pay the difference in advertising costs.” No agency or business and marketing education program in Romania guarantees results. We do, because we have the experience of working with more than 200 clients and know it is achievable when our system is applied.

C&B: How have you changed over time as a leader and professional?

Adriana: I believe my biggest transformation as a leader happened when I moved from being an employee to becoming an entrepreneur.

In the corporate world, things were simpler:

• You had structure
• A board
• Colleagues
• Support
• Validation
• People to make decisions with

As an entrepreneur, I had to make all decisions myself:

• Investments
• Expenses
• Strategy
• Risk
• People
• Team building

Over the past five years, I have learned to detach from outcomes while remaining obsessed with the goal. I know exactly who I want to become and where I want to go, but I no longer allow emotions to control me when difficulties, crises, or unexpected results appear.

I have learned to make decisions from my future identity rather than from my present limitations.

For example, I chose to build a team before achieving the financial results that would have made me feel completely comfortable. I realized that growth requires creating the structure first.

I have also learned that people do not share the same dreams I do. This was something I observed even in corporate environments, where employees did not necessarily resonate with company slogans. Everyone has their own motivations and goals, and my role as a leader is to understand what drives them and create a space where they can grow.

C&B: What do you think people who work directly with you say about you beyond your public image?

Adriana: I think people who work with me would say that I am deeply involved and genuinely care about their results.

Clients appreciate that I go far beyond what is written in a contract and support them not only strategically but also emotionally during difficult moments.

Very often, it’s not just about marketing or business. It’s about the person behind the business:

• Emotional blocks
• Anxiety
• Lack of confidence
• Burnout

And I am there for them in those moments as well.

At the same time, I am very direct and hold people accountable. If they have important tasks and avoid taking action, I step in and address it. Some clients forget to publish content or send information to the team, which slows down implementation. In those moments, I make sure accountability remains in place.

My team appreciates the freedom I give them and the fact that I encourage their ideas. One challenge, however, is the speed at which I think and make decisions. I have been told that I need to be more patient and explain things more clearly.

With suppliers and partners, I look for relationships built on shared values and the same commitment to delivering quality work. For example, the marketing agency I work with has become a true partner over time rather than simply a service provider.

C&B: What truly differentiates you in the way you build or lead?

Adriana: My business model is built on community and relationships, not on virality. I strongly believe in what I call slow marketing.

I am not interested solely in visibility and likes. I believe that if you have 50 people who are genuinely interested in what you do, you can build a business much faster than if you have 4,000 followers who are not truly connected to you.

Many clients have told me:

“I have a Facebook group with 12,000 members, and it’s completely inactive.”

To me, that proves that numbers don’t matter as much as relationships and community.

My community exists through:

• WhatsApp
• Email databases
• Dedicated groups

Over the last three years, I have noticed a clear migration from social media toward WhatsApp and Telegram groups because communication there is more authentic and allows you to better understand what people actually want.

Another differentiator is that I listen carefully to people and build based on their real needs rather than trends or marketing formulas. Because I work extensively with therapists and coaches, I also use what I call energetic marketing, which communicates the energy and vibration from which each person operates.

C&B: How has today’s environment (technology, AI, economy) changed the way you work?

Adriana: I believe that regardless of economic crises or major changes, people’s problems remain the same. As long as you listen and provide real solutions, your business can continue growing.

My business has grown by an average of at least 20% per year over the past few years.

However, AI and technology have transformed the way I work.

When ChatGPT appeared about three years ago, I was initially skeptical. Very quickly, though, I understood its potential and believe I was among the first to create an AI assistant specifically for solopreneurs called AiRA.

Today, we use AI for:

• Procedures
• Invoicing
• Automation
• Market research
• Landing pages
• Strategy development
• Information structuring
• Content creation

For example, we use:

• ChatGPT
• Perplexity
• Manus
• AI agents

With Manus, we can take information from podcasts and automatically transform it into materials for our community without anyone on the team needing programming skills.

AI has significantly reduced both time and costs, allowing us to focus more on strategy and human relationships.

C&B: Is there a habit or routine that has significantly influenced your performance?

Adriana: Over the past two years, I have worked extensively with the concept of a future identity, inspired by my mentor in the United States, Arash Vossoughi.

I believe you cannot achieve different results using the same beliefs and habits that brought you only this far.

My daily routine starts with gratitude and self-suggestion.

Every morning, I write down what I am grateful for and use affirmations that connect me to the person I want to become.

One of my affirmations is:

“I act quickly based on intuition.”

Throughout the day, my phone rings every three hours, reminding me to reconnect with my goals and future identity.

In the evening, I review whether my decisions came from my comfort zone or from the future I want to create.

This process has helped me become:

• Calmer
• Clearer
• More emotionally detached
• Less reactive in my decision-making

My second mentor, Silvia Tackacs, supported my emotional and spiritual growth alongside my mental development. Meditation and breathing practices help me reconnect with myself and remain calm when facing daily challenges. We cannot stop or control every challenge, but we can control how we respond and how we feel. For an entrepreneur, making decisions emotionally can be very costly.

Every evening, I plan the actions for the next day. Without a clear plan, I risk being distracted by unexpected urgencies. Focus is essential for creating tangible results.

C&B: What principles guide your most important decisions?

Adriana: Integrity and respect are essential for me.

I no longer accept projects or partnerships that are not aligned with my values, even if they could generate significant income.

One concrete example was walking away from a major project because I felt the client was not aligned with our way of working or our team values.

Another principle is making decisions from my future identity rather than from present limitations.

I rely heavily on intuition and have learned to trust those moments when a decision feels aligned, even if I do not yet have all the logical evidence.

A good example was abandoning the high-ticket model and creating the more accessible and scalable Client Magnet program, integrating mentors and AI to reach and support more people.

C&B: How do you see your industry evolving over the next three to five years?

Adriana: Last year, I conducted a study on trends in the coaching and therapy industry and found a global market estimated at approximately $7.3 billion, with annual growth of around 17% over the past three years. This is not surprising considering the rapid economic, technological, and social changes people are experiencing worldwide, which increase the need for support during periods of transition and transformation.

The number of active coaches and therapists has grown exponentially, reaching approximately 167,300 professionals globally by the end of last year.

I believe that in the next three to five years we will see:

• Greater differentiation between specialized professionals with proven results and generalists without strong brands
• Increased micro-niching
• Deep AI integration
• Business ecosystems that combine multiple disciplines such as psychiatry, psychology, nutrition, and alternative therapies like hypnotherapy

Being a generic “life coach” will no longer be enough. Growing niches will include:

• Burnout
• Chronic stress
• Career resets
• Financial stress
• Digital stress
• Career transitions
• Founder coaching
• Wellbeing
• Women’s leadership

We will also see a clear separation between:

• Serious practitioners focused on measurable results
• Those who rely solely on noise and virality

A successful practitioner in the next three to five years will likely have a business model that includes:

• A community
• An app and/or program based on their methodology
• Subscription models that generate recurring revenue and offer a structured transformation journey
• A primary educational channel with a monetization strategy (YouTube, TikTok, etc.)

AI will evolve from being a content creator to becoming a true co-pilot that:

• Analyzes
• Structures
• Suggests interventions
• Monitors progress

We will also see the growing importance of applications in both coaching and therapy. These apps will offer guided pathways that move users from self-help to hybrid programs and eventually personalized support.

In Romania, I believe the market will almost double within the next five years, especially in:

• Corporate wellbeing
• Digital programs
• Coaching integrated with mental health
• Coaching for Generation Z and Generation Alpha

Companies will increasingly develop coaching skills among managers while also integrating external coaches, coaching platforms, and microlearning programs.

C&B: What role do you aim to play in this evolution?

Adriana: My goal is to help coaches, therapists, and solopreneurs become true entrepreneurs who build sustainable businesses instead of relying solely on referrals.

The reality is that approximately 90% of them struggle to earn a living from what they do, while only about 10% manage to build stable businesses.

This year, I applied for a European-funded project through which I am creating a business academy dedicated to women over 40 in the early years of entrepreneurship.

The program will include:

• Business
• Marketing
• Sales
• AI
• Digitalization
• Self-management
• Resilience
• Personal leadership

The first cohort will include 20 participants and is being developed in partnership with a training company from Italy.

Afterward, the program will be made available free of charge.

C&B: What practical advice would you give someone who wants to build something meaningful today?

Adriana: The first step is to understand very clearly what you are genuinely good at and what you do exceptionally well.

Second, identify a real market problem you can solve and determine who needs that solution.

Third, work with a mentor so you can progress faster.

A solopreneur must build a real business, not just create content or learn algorithms.

They need to master:

• Marketing
• Sales
• Systems
• Positioning
• Time management
• Lead generation

Many people spend three to five years learning through trial and error what they could learn much faster with the guidance of a good mentor.

However, choosing the right mentor is critical.

I strongly believe a mentor should be someone who first built their own successful business in another field, experienced failures along the way, and only then started teaching others how to build businesses.

C&B: What is an uncomfortable truth about your industry that few people talk about?

Adriana: The first uncomfortable truth is that many people in the mentoring and education industry are excellent at marketing but are not truly prepared to support real client transformation.

Social media is full of quick promises:

• Clients worth thousands of euros in 90 days
• Effortless success
• Magic formulas

These approaches may work for someone who is already operating at a very advanced level, but for beginners they are often unrealistic promises.

The second uncomfortable truth is that business is not built solely through numbers and strategy.

There is also a very important emotional and spiritual component.

I strongly believe in what I call the inner thermostat of worthiness—our emotional capacity to receive money, success, and opportunities.

Very few people know how to combine business and marketing with:

• Mindset
• Emotion
• Neuroscience
• Personal development
• Spirituality

I believe this is one of the real keys to long-term success, and it is something I continuously work on with my clients.

Adriana Radu’s journey shows that sustainable success is built through adaptability, integrity, community, and innovation. From leadership roles in international corporations to mentoring coaches, therapists, and solopreneurs, she advocates for a business model based on authentic relationships, effective systems, and the smart integration of AI.

The post Adriana Radu, founder of Start Business Fast – on entrepreneurship, community building and sustainable business growth appeared first on careers-business.com.

Adrian Cadar is the founder of Bio Holistic and the Obio organic products brand, passionate about nature, music, and a healthy lifestyle. He founded the company in 2008, while the Obio brand was launched in 2012.

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

Adrian Cadar: Certainly, the moment when I joined a multinational company, which gave me early access to everything related to systems and processes within a large organization. And later, of course, the moment when I decided to leave the multinational environment and embark on the entrepreneurial journey on my own. However, both moments are rooted in my self-taught mindset and my early determination, from around the age of 18–19, to know what I wanted from my career. Of course, I did not know at 18 that I would work in the organic products industry, but I knew I would be independent and that I would eventually have my own business.

C&B: Bio Holistic has grown to a portfolio of more than 2,500 products and hundreds of partners. What were the most important strategic decisions behind this growth?

Adrian Cadar: Probably the most important decision was creating our own organic products brand, Obio. Choosing suppliers is also crucial, and we were fortunate to establish partnerships with some of the most renowned European suppliers in the organic market. Another important decision was focusing our energy on the traditional trade segment, or the specialized market as we often call it.

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

Adrian Cadar: Yes, from a young age I had the desire and ambition to be independent and to have my own business. Around the age of 18, I came across a book called “Secrets of the Mind, Secrets of Success,” which completely changed my perspective on what is needed to succeed in life. My personal development journey started with that book. I consistently applied everything I learned from all the self-development books I read. There was no internet back then, and books were the only source of information. To this day, everything I have set out to achieve has come true, without exception.

C&B: How would you describe the evolution of the organic products market in Romania from the time you started until today?

Adrian Cadar: The market grew rapidly until after the pandemic. Over the past two or three years, growth has slowed, but not only in Romania; there has been a decline or stagnation across Europe. We know that the European economic situation has not been particularly favorable in recent years, and this is reflected in the organic products market as well. Of course, the share of organic products is still very small in Romania, which I estimate at around 1% of total products, while in developed countries it can exceed 10%. There is significant room for growth, and the market will certainly continue to expand in the coming years. In countries such as Italy, France, and Germany, there are hundreds and even thousands of specialized organic stores, whereas in Romania we cannot yet really speak of organic stores (with the exception of 3–4 stores in Bucharest), but rather organic sections or corners within larger stores.

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

Adrian Cadar: They would probably say that we are very serious, that we operate with a high level of professionalism, and that we are trustworthy.

C&B: What is the most important decision you have made, one that changed your trajectory?

Adrian Cadar: Although I knew from a young age that I would eventually have my own business, I did not know in which field. So I would say that the decision to open a small natural products store in Oradea in 2008 was the one that ultimately introduced me to organic products and the organic products market.

C&B: In your view, what does a truly “holistic” lifestyle mean, and how do you translate it into business?

Adrian Cadar: Holistic essentially means seeing things as a whole, as I like to say. A holistic lifestyle means taking care of the body, the mind, and the soul (or spirit, if you prefer). I would say that an organization such as a company “lives” holistically when it pays equal attention to all aspects necessary for its proper functioning.

C&B: How do you select suppliers and brands for your portfolio in order to maintain quality standards?

Adrian Cadar: Of course, there is a technical selection process, so to speak. We look at certifications and product sources. But there is also the element of feeling, of value alignment with a supplier, something that cannot be translated into software. And very often, that is what makes the difference. If we do not resonate with a potential supplier, we do not start the collaboration. There are quite a few cases where we turn down partnerships. We have brands in our portfolio that we have worked with for many years, brands with which we share the same values and the same high quality standards, and which place great importance on what is called business ethics. We are proud of that and of our suppliers.

C&B: What does a typical day look like for you now, and which moments of the day bring you the greatest satisfaction?

Adrian Cadar: In the morning, I wake up, drink one or two large glasses of water, and head to the office. I check my emails and read the business news when I arrive, then move on to the tasks for the day. Around midday, I pick up my youngest son from school and we go to the gym. Of course, he does not actually work out; he just supervises me, but I hope this routine becomes ingrained in his subconscious so that he will stay active when he grows up. After the gym, we go home for lunch, which is also my first meal of the day. I return to the office for another one or two hours, and by around 5–6 p.m. I am back home, where we have dinner together as a family. By 10 p.m. at the latest, I am in bed, as sleep is extremely important for recharging my batteries for the next day. As you can see, nothing unusual, perhaps even boring for some people. But I believe that routine and consistency produce the best results over time.

C&B: What values or principles guide you in what you do, and how do you apply them every day?

Adrian Cadar: I try to be fair, transparent, and to encourage those around me to look at life with optimism and confidence. I strongly believe that we cannot receive unless we first give. If I can do a good deed, I do it, because I know it will come back to me in one form or another. We always receive what we give in life.

C&B: How did the Bio Holistic story begin, and what motivated you to enter the organic products and healthy lifestyle sector?

Adrian Cadar: It all started in 2008 when I opened a small natural products store in Oradea. I chose that business because I was passionate about nutrition and healthy living and had completed various complementary therapy courses at the time. Alongside the physical store, I also launched an online store. While searching for organic products, both for my family and for the store’s customers, I realized there was very little variety among suppliers at that time. So I began looking for suppliers myself. Initially, I brought products only for my own store, and in 2012 I launched the B2B distribution channel as well. That same year, we launched our first products under the Obio brand and launched the website www.obio.ro. It is a wonderful field in which I feel useful, helping people pay attention to what they eat while also protecting nature at the same time.

C&B: How do you see the evolution of this sector over the next 5–10 years, both in Romania and internationally?

Adrian Cadar: The current global context is a complicated one, and certainly the organic products market may also be affected. On one hand, we have wars that are significantly increasing energy costs, and on the other hand, Romania’s complicated situation caused by the political class. Despite this, I remain optimistic that the organic market will be less affected than other sectors. In the long term, Romania still has considerable room for growth, and opportunities lie primarily in processing, as there are currently very few organic product processors in the country. We export a great deal of raw materials and import many finished products. Within five years, we could witness a doubling of the market if both the global and national economies recover.

Adrian Cadar’s journey demonstrates how long-term vision, consistency, and a passion for healthy living can turn an idea into a leading business. Through Bio Holistic and Obio, he contributes to the development of Romania’s organic products market by promoting quality, sustainability and responsible consumption.

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Dragos Müller is the founder of Magic, a Romanian ecosystem built around the beauty industry, including a premium salon network, an academy, its own app, internal ERP/CRM systems, and an increasingly strong technological development direction through MagicOS.

C&B: How would you describe yourself in a single sentence to capture the attention of someone who doesn’t know you?

Dragoș: I’m passionate about business development, I like unconventional routes, and I strongly believe that results don’t come only from hard work, consistency, and persistence, but especially from having the courage to change direction when the classic path no longer works.

C&B: Looking back, what is the “red thread” that has guided your professional journey?

Dragoș: The desire to reach the stars. It may sound artistic, but when I look back, I realize I never had a perfectly written plan on paper. What pushed me to run a business from the age of 16 was the desire to continuously grow, create impact, and build something bigger than the environment I was in.

I started without too much theory, straight into practice. I chose business over traditional education, and that gave me time to make mistakes, learn from them, and constantly test things. The red thread was, I think, this permanent need for movement: not staying in the same form for too long.

C&B: What was a difficult moment or failure that truly changed you?

Dragoș: In the fall of 2007, I fulfilled a dream: I opened a tanning studio. At the time, the plan was to create a business that would require neither my physical nor mental presence. I strongly believed I would open center after center. Clearly, that was not the case.

I had major leasing contracts for tanning equipment and other expenses that were nowhere near covered by revenue. I reached a point where I could no longer pay. At the same time, however, I transformed that location into a mini beauty salon. That pivot turned out to be a success and eventually led to more than 20 locations, millions of euros in annual revenue, and hundreds of artists working behind the chair.

The negative impact of that near-bankruptcy was smaller than the positive impact of the adaptation that followed. If I spoke only about the difficult moment without explaining how I turned it into an advantage, it wouldn’t be fair. In my case, every major failure became a launch ramp that propelled me to the next level.

C&B: What is a bold or counterintuitive decision that significantly influenced your trajectory?

Dragoș: Every major shift in my journey can be called a courageous decision. Change itself requires courage.

I moved from a retail business in construction to a tanning studio, then to beauty salons, then to a marketing agency, and today I increasingly find myself in a technology company. Adaptability does not come naturally. Continuous adaptability requires action, risk, and sometimes the decision to let go of an identity that once worked but no longer moves you forward.

C&B: How have you changed over time as a leader and professional?

Dragoș: The change happened step by step. An apple didn’t fall on my head and suddenly give me a revelation. I learned how to work in a team, and that was the key.

Alone, you can’t do much. If you don’t know how to create perspectives for others so people align around a common direction, it becomes very difficult to build something meaningful.

I talk a lot, I know how to listen, but speaking helps me provide clarity to the people I work with. In business, the gift of communication can be an advantage if you are well informed and clear-minded.

The concrete answer is this: before starting a new business model, I usually changed myself first. A new business direction overlaps with a personal transformation, not the other way around. We change the business; rarely does the business change us.

C&B: What do you think people who work directly with you say about you beyond the public image?

Dragoș: I think they would say that I am both difficult and valuable at the same time. As much as I am criticized, I am also loved or respected, especially within the close group, the company board.

I fought hard to build a free culture where people can say what they think. We compliment each other, disagree, challenge one another, and reconcile often. We function like a united family where free expression truly belongs.

I don’t believe in a culture where everyone smiles nicely but nobody tells the truth. I prefer a living team that can disagree in a healthy way rather than a polite team that hides problems under the rug.

C&B: What truly differentiates you in the way you build or lead?

Dragoș: I don’t have up-to-date information on how others run their companies, so it’s difficult to make a direct comparison. What I can say is that I have allowed time in the team’s life so people can actually see opportunities.

I don’t believe in operating permanently with the RPM needle in the red zone. I believe the team needs time, freedom of thought, room for reflection, and constant communication.

For me, the fact that meeting rooms are occupied does not mean wasted time. On the contrary: the more people talk, the more clarity increases. And clarity, inside a company, is sometimes more valuable than speed.

C&B: How has the current context — technology, AI, economy, the way of working — changed you?

Dragoș: I hope as many people as possible read this answer. Maybe not everyone has heard of Peter Steinberger, the creator of OpenClaw, an open-source project in the AI agents space. If you own a business or want to build one, I believe you need to use AI, but not just in the sense of occasionally writing prompts in ChatGPT.

The next step is for you and ideally as much of your team as possible to learn how to orchestrate AI agents working in parallel. The difference between a person who does not use an LLM at all and one who uses it intensively is important. But the difference between someone who uses an LLM intensively and someone who can orchestrate an entire suite of agents is much greater.

I can say I’m lucky because I have Isac beside me, a true IT enthusiast, not just a practitioner. He comes from the viral video industry, and through my constant pushing and challenging, he transitioned into technology. Today, he no longer sees things except through systems, agents, automations, and tasks running simultaneously, even while we sleep.

Our current project is for part of the company’s people to learn how to orchestrate dozens of agents in parallel. I believe this is where the market will split: between companies that merely “use AI” and companies that actually reorganize work around AI.

C&B: Is there a habit or routine that significantly influenced your performance?

Dragoș: I don’t have a fixed set of routines. I do what I feel and what I believe brings value at that specific moment.

I’m the kind of person who can say one thing today and do something else tomorrow. Many people have told me over time that I say one thing and do another. But I strongly believe in adapting to context. Since everything around us is alive, our decisions, actions, and plans must constantly change as well.

For me, the most important routine is not being dependent on routine. I’m not saying it’s the right model for everyone, but it worked for me.

C&B: What principles guide your important decisions?

Dragoș: I know it sounds controversial, but I even change or adapt my principles. Maybe it’s not good for everyone, but this has been my path, and since I was asked, I decided to tell the truth.

I have always guided myself by the principles I considered right at that moment. The only thing is that they changed. They were not always the same.

Still, if I had to extract something constant, I would say I make important decisions based on three questions: what can I continue building from this, what do I risk if I stay still, and how much living energy does this direction create in me and in the team?

C&B: How do you see the evolution of your field over the next 3–5 years?

Dragoș: The term “field,” together with a 3–5 year horizon, no longer sounds safe at all. Industries merge, divide, and constantly change.

Beauty will no longer be just beauty. It will become technology, data, apps, experience, loyalty, content, community, and automation. Likewise, IT will no longer be just IT, but will enter all industries that until yesterday seemed traditional.

I don’t know if I can say I have a fixed vision for a single industry. Rather, I see a fusion between salons, technology, education, AI, data, and customer experience. Whoever treats an industry as something static will lose. Whoever understands that the industry is transforming into a living organism will have the advantage.

C&B: What role do you aim to have in this evolution?

Dragoș: I aim to build bridges between industries that normally don’t sit at the same table: beauty, technology, education, data, AI, and real operations.

Magic started as a service business, but today I increasingly see it as a living laboratory. We have salons, people, clients, data, apps, internal systems, and the ability to quickly test ideas in reality, not just in presentations.

The role I want to play is to take this experience further: to transform a traditional business into a scalable technological ecosystem. I’m not interested only in opening more locations. I’m interested in building a model that can be understood, replicated, measured, and continuously improved.

C&B: What real advice would you give to someone who wants to build something relevant today?

Dragoș: The first piece of advice: don’t fall too much in love with the first version of your idea. The initial idea is rarely the final form. Many times, the real business appears only after the first version breaks apart.

The second piece of advice: test in the market as fast as possible. Not with perfection, not with beautiful presentations, but with reality. See whether someone pays, comes back, recommends you, or gets involved.

The third piece of advice: learn AI as quickly as possible. Not as a text-writing tool, but as a new work infrastructure. Those who do not learn this now will, within a few years, compete with people and companies producing ten times more with the same team.

And maybe the most uncomfortable advice: accept that hard work alone is no longer enough. You can work enormously in the wrong direction and still fail elegantly.

C&B: What is an uncomfortable truth about your field that few people talk about?

Dragoș: An uncomfortable truth is that in many service businesses, the difference between success and failure is not only the quality of the service, but the system behind it.

You can have talented people, beautiful locations, and satisfied clients, but if you don’t have control over costs, retention, bookings, recurrence, payroll, feedback, operational flow, and data, the business may look good from the outside while being fragile inside.

In beauty, many people romanticize talent. Talent matters enormously, but without a system, talent becomes difficult to scale. And without data, decisions become impressions. That is a major issue in many companies: they are run on feelings, not on measured reality.

From premium salons to technology systems and AI, Dragos Müller outlines a new direction for the beauty industry, built on innovation and the creation of sustainable ecosystems.

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Gabi Suciu is a film producer with over 18 years of experience in film production and audiovisual content. She is the Vice Dean of the Film Faculty at UNATC and Director of the Master’s programs in Film and Content Production and TV Production. Her career consistently combines professional practice with academic research, she holds a PhD focused on international co-productions and is marked by major titles such as Crai Nou (2021), the first Romanian film to win the Golden Shell at the San Sebastián International Film Festival in its 74 editions, and When Night Meets Dawn, selected for the Quinzaine des Réalisateurs at Cannes. More recently, she became Vice President of the Alliance of Producers in Romania.

C&B: How would you describe yourself in a single sentence to spark the curiosity of people who do not know you yet?

Gabi Suciu: I am one of the people connecting cinema, education, and research in order to contribute to the development of a smarter, more empathetic, and more inclusive society.

C&B: If we were to look at the narrative thread of your career or business, what were the defining moments?

Gabi Suciu: I don’t really believe in defining moments. I would rather attribute my journey to the people I met along the way, people who made me passionate about this profession. Sorin Botoșeneanu was one of the people without whom I probably would not still be living in Romania today. He showed me that you can challenge deeply rooted norms and that change begins when you roll up your sleeves. Doina Maximilian trusted me enough to leave the Production Master’s program she had built with the care of a mother dedicated to her children’s education in my hands. Then, Ada Solomon brought screenwriter Andreea Cristina Borțun into my life, and with her I feel like I have been making films forever, always having several ideas in development together. Alina Grigore reinforced my belief that just as people sanctify places, they also sanctify films — that filmmaking is not about huge budgets or endless resources, but about passionate people who want to see a story told for what it truly represents. That is how we ended up making an award-winning debut feature for a director who had never formally studied film. I have a very long list of people who, one way or another, through a small decision or a few supportive words at the right time, helped me get where I am today.

C&B: What were the main challenges in turning your passion for art into a project with community impact?

Gabi Suciu: Challenges have been constant, and regardless of the number of awards or validations you accumulate, they continue to appear. The work of a producer involves a great deal of convincing potential institutional partners, financiers, or local authorities that art is not a luxury or just another box to tick, but a real instrument for social cohesion and transformation. There is still the perception that film is merely a form of entertainment, but what we try to do through our projects is precisely the opposite: not to let the audience simply relax. We want them to think, debate, stay alive, and remain engaged. This conversation is still ongoing in Romania.

Another challenge is structural: funding for culturally and socially driven projects remains fragile, dependent on the enthusiasm of a handful of people and on unpredictable funding cycles. The sustainability of a cultural project is not built from a single grant, but from layering multiple funding sources and building a community around the film — one that feels the project speaks to them and belongs to them.

And the third challenge, perhaps the most subtle one, is preserving artistic integrity when working with partners who have their own agendas. I have come to the conclusion that negotiating values is just as important as negotiating budgets.

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

Gabi Suciu: Yes. To build the cultural infrastructure I wish I had found when I was starting out. I’m talking about an ecosystem where a talented young person without connections still has access to resources, mentorship, and a community that takes them seriously.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed over time?

Gabi Suciu: In the beginning, I was driven more by urgency than by strategy. I felt the need to do, produce, prove myself — it was powerful energy, but sometimes blind. Founding Atelier de Film with minimal resources taught me to stay flexible and find solutions where none seemed to exist. It also taught me to take risks that, looking back, I would probably manage differently today. Now I pay much more attention to the process and keep the final result in mind from the very beginning. But people continue to be the reason why I do what I do.

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

Gabi Suciu: That I am calm even in the middle of a storm. And probably that I am demanding but fair, that I have high standards both for myself and for others, but that I never ask anyone to do something I would not be willing to do first myself.

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

Gabi Suciu: Trying my hand at marketing, distribution, and market research for films that I had not produced myself. I learned enormously about the entire process that follows production and about how difficult it is to create an impactful campaign capable of further supporting the film’s message.

C&B: How did you build your leadership style or decision-making approach? Was it a natural or learned process?

Gabi Suciu: It was more a process of unlearning. I unlearned the idea that a leader must always have all the answers. I unlearned the belief that asking for help or admitting uncertainty is a sign of weakness. And I unlearned the assumption that the speed of a decision reflects its quality.

The international programs I have been involved in throughout the years helped me better articulate what I had been doing instinctively and understand that a leader’s sustainability inevitably depends on delegation and on building structures that continue to function even without you.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?

Gabi Suciu: I try to keep one foot in artistic logic and the other in economic logic, without falling into the traps of either extreme. The fact that I combine production with academic research and institutional responsibilities gives me a broader perspective that you simply do not have if you work exclusively in production or exclusively in pedagogy.

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

Gabi Suciu: A typical day usually means living in several parallel worlds. The morning might involve a faculty meeting or a class with the students from the Master’s programs I coordinate, the afternoon a negotiation related to a co-production project or a production meeting, and the evening inevitably includes reading, a film, or simply a meaningful conversation with friends and family. And any of these moments can suddenly become a shoot, a grant application deadline, a last-minute online meeting, or a consulting session for someone in need. My calendar is divided into very clear time slots throughout the week, from 6:30 A.M. to 11:30 P.M. Very often, flights or filming schedules push me beyond that routine.

C&B: What is the mission of Follow Art and what does it bring that is new to Romania’s cultural landscape?

Gabi Suciu: In 2025, I decided to focus on production and my academic career, step away from film distribution, and leave Follow Art in the hands of my co-founders Cristina Simion, Alexandra Morariu, and Adriana Iancu. The mission of Follow Art starts from a very simple place: love for cinema. Not film as a consumer product, but film as a human experience, as an art form capable of reaching places where other means of expression cannot always reach.

What does it bring that is new to the Romanian cultural landscape? With a limited number of films distributed each year, every release becomes an experiential event that opens conversations around different artistic forms. Currently, audiences can watch the period drama Primavera in cinemas, an emotional story inspired by real events in which Cecilia, a young violinist with extraordinary talent who comes from an orphanage, becomes the student of Antonio Vivaldi, a relationship that profoundly shapes her path. Shot in natural light and candlelight to preserve the authenticity of the period, the film becomes an audiovisual experience built around the music of the great classical composer and truly meant for the big screen.

As for films we hope will also generate community impact, this summer we are preparing the release of Andreea Cristina Borțun’s debut feature Malul Vânăt, which will premiere in Romania at TIFF. The film is based on six years of research in the rural south of Romania and is the first part of a trilogy about love in rural communities. We are planning a series of caravans and public screenings followed by audience discussions in locations without access to cinemas, especially in villages and communes from Teleorman, Călărași, Giurgiu, and Argeș counties, places that either inspired the project or served as filming locations.

C&B: How was the Follow Art Association born and what inspired you to co-found it?

Gabi Suciu: The mission of the Follow Art Association is to democratize access to culture and build genuine bridges between art and community, beyond major urban centers and beyond established cultural circuits. What it brings that is new is its orientation toward the margins: toward audiences who are not usually targeted by high-quality cultural projects and toward artists who lack the networks necessary to make themselves visible.

C&B: What advice would you give to young artists and cultural entrepreneurs who want to create authentic projects?

Gabi Suciu: Read constantly and keep learning something new from every field you can access. Follow the news from verified sources, not from social media status updates. Build your support network before you actually need it. And enjoy yourselves along the way — enjoy the process too!

Discover the story of Gabi Suciu, one of Romania’s most active film producers, involved in the development of cinema and cultural projects with social impact. From internationally acclaimed productions to initiatives such as Follow Art, the interview offers an authentic perspective on the film industry and the future of art in Romania.

The post Gabi Suciu, film producer – about film production, Follow Art and the future of cinema in Romania appeared first on careers-business.com.

Mihai Răzvan Mugescu is a cultural event organizer and live music project manager involved in developing platforms and initiatives that promote Romania’s contemporary music scene. He is the Event Manager at ABY STAGE BAR in Râmnicu Vâlcea, a venue dedicated to concerts and music events held throughout the year.

He is the initiator and coordinator of the cultural phenomenon #BrezoiulLumii, as well as the Open Air Blues Festival Brezoi and the Live Music Summer Camp Brezoi project, the platform that brings together the major open-air live music festivals organized in Brezoi and that has transformed the town into a landmark destination for live music in Romania and Europe.

He is also the president of Asociația Constelații Rock, through which he coordinates, together with his team, the Constelații Rock festival-competition in Râmnicu Vâlcea, dedicated to discovering and supporting young bands, and the president of Asociația Mentor Rock, involved in cultural and educational music projects. Through these initiatives, Mihai Răzvan Mugescu contributes to the development of an active community around live music and to the creation of projects with cultural, artistic, and tourism impact.

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

Mihai: If I had to choose a few milestones, the first would be that I started building around live music even before there was “a plan.” I began with the simple idea that audiences deserve well-organized concerts and that there is a community looking for exactly this kind of experience — human, civilized, warm, without aggression, without “empty noise.”

A key moment was the transition from isolated concerts to recurring projects with a clear identity. Then came the emergence and growth of the events in Brezoi: from a challenge to a summer calendar that placed the town on the live music map. Another important moment was strengthening relationships with international artists and agencies — over time, through professionalism, consistency, and the way you respect your partners. And the most important common thread remains building a community: audiences that return, artists who want to come back, and a team that grows alongside the projects.

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

Mihai: Without a doubt, the hardest period was when the pandemic put not only events into question, but also people’s health, safety, and psychological balance. In moments like that, the dilemma is no longer “how do we make a bigger festival,” but rather “does it make sense to continue? how do we remain responsible and fair?”

We overcame it through adaptation and through a very pragmatic decision: not to remain stuck in complaints, but to find legal and safe ways for live music to continue. It was a period in which I learned a great deal about planning under uncertainty, communicating with audiences, protecting your team, and respecting your partners. And I realized how much community matters — people’s messages and support became real fuel.

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

Mihai: Yes, to build a place and a context where live music is experienced as something complete — not just “a concert,” but a space for connection, respect, joy, and implicit cultural education. I would like Romania to have more “islands” of normality built around music: educated audiences, civilized organization, artists treated fairly, and a community that feels safe.

My ambition is not only to bring big names, but to build a model that works, grows organically, and proves that it can be done — even in a small town — if you bring passion, discipline, and a lot of hard work.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed over time?

Mihai: At the beginning, I was much more “reactive”: solving problems, running around, improvising, handling things as they came. Over time, I understood that cultural projects only grow in a healthy way if you have structure: calendars, budgets, negotiations, contracts, risk scenarios, backup plans, and coherent communication.

I transformed in the sense that I became more attentive to the mechanisms: how trust is built, how quality is maintained, how an event brand is protected, and how a team stays united during difficult times. And perhaps most importantly, I learned to be patient: good things are built over years, not through “viral moments.”

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

Mihai: I think they would say that I am a committed person who puts both heart and order into things. That I care about details, atmosphere, and the quality of the experience for both audiences and artists. And that when problems arise — because they always do — I look for solutions, not for people to blame.

I would also like them to say that I am a connector: that I know how to bring different people together around the same idea, make them feel part of the project, and keep the direction clear even under pressure.

C&B: What is the most important decision you have made, the one that changed your trajectory?

Mihai: The most important decision was accepting that Brezoi could become a true cultural destination and investing time, energy, and risk into that direction. At some point, it was no longer about “let’s create something beautiful,” but about building a project responsibly: planning a year in advance, managing large budgets, depending on dozens of external factors, and handling logistical and financial pressure.

It was the decision to move from enthusiasm to management and from an “event” to a “phenomenon.”

C&B: How did your involvement in Live Music Summer Camp Brezoi begin, and what attracted you to this project?

Mihai: Live Music Summer Camp Brezoi emerged as an umbrella framework for a series of events that grew over time. What attracted me was the rare combination of nature, community, and live music: mountains, river, freedom, and people coming together for the same passion.

For me, Brezoi became “a second home.” That is where I feel things make sense: you build an entire summer of experiences and watch the town change, people return, artists want to come back, and audiences mature.

C&B: What is the role of a Project Coordinator in an event that combines music education with the festival experience?

Mihai: My role is to make everything function like a living organism: people, time, budgets, logistics, stage, schedule, accommodation, transport, communication, partners, authorities, volunteers. In a project that also has an educational component, you are not coordinating just a “show,” but an entire journey: workshops, meetings, and contexts in which participants genuinely learn, not just “check a box.”

And there’s another thing: you have to protect the event’s energy. You cannot let it become stressful, overcrowded, or chaotic. A successful festival is one where people feel that everything flows naturally, even though behind it there are months of work.

C&B: What does a typical day look like for you now, and which moments of the day bring you the greatest satisfaction?

Mihai: My day looks different depending on the season. During preparation periods, there is a lot of organization: phone calls, emails, negotiations, contracts, budgets, technical plans, and solving dozens of micro-problems. During events, there is a lot of on-site coordination and quick reaction.

The greatest satisfaction comes when I see that the artist leaves happy, the audience is happy, and the team feels they created something meaningful. And honestly, there are moments that cannot really be described: the exchange of energy between artist and audience, the applause that “lifts” the stage, the feeling that you created a place where people are kinder to each other.

C&B: What values or principles guide you in what you do, and how do you apply them every day?

Mihai: Professionalism and respect. Respect for artists (conditions, communication, fairness), for audiences (safety, comfort, quality), and for the team (clarity, predictability, support). Consistency: not lowering standards just because “it works anyway.” And the idea of being a host: to be good hosts — people feel that, and it makes the difference.

Applying these principles is simple, but difficult: you plan ahead, you double-check, you do not promise what you cannot deliver, you fix things when you make mistakes, you learn, and then you start again, better than before.

C&B: How does Live Music Summer Camp Brezoi contribute to the development of young musicians in Romania?

Mihai: First of all, it offers them a real context. Not just a stage and applause, but direct contact with professionals, with standards, with the discipline of a major event: sound, scheduling, backstage, communication, responsibility.

Secondly, it gives them a community: they meet people who live for music, make friends, and gain confidence. And perhaps most importantly, it shows them that something beautiful can be built in Romania, without cynicism and without toxic compromises.

C&B: If you were to send a message to people who follow your example, what would it be?

Mihai: Not to wait for the “perfect moment” or the “ideal support.” If you feel you can build something good, start with what you have, where you are, with the people who believe in you. In live culture, things are built over time: step by step, through work, patience, and a healthy stubbornness to do things properly.

And one more thing: respect your audience and your artists. Trust is hard to earn and easy to lose, but it is the foundation of any project that wants to last.

Through the projects developed in Brezoi and Râmnicu Vâlcea, Mihai Răzvan Mugescu contributes to strengthening a community built around live music and transforming cultural events into experiences with artistic, social, and tourism impact.

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Radu Manolescu is the Managing Partner of K.M.Trust & Partners, a company he co-founded in 2006. The company quickly became one of Romania’s leading executive search and executive development firms. K.M.Trust’s mission is to create a memorable and positive impact in people’s lives by aligning human energy, leadership quality, and long-term value creation.

A few years ago, together with other business professionals, Radu became one of the founders of an education-focused NGO – AVE. Its purpose is to involve the business environment and authorities in supporting the development of leaders in education, who can transform schools and the learning process for 1 million children by 2040.

He graduated in International Economic Realtions from the Bucharest University of Economic Studies (ASE), following studies at the Romanian-American University.

C&B: How do you concretely define the “memorable positive impact” that K.M.Trust & Partners aims to create within the organizations you work with?

Radu: Each of the services we provide is designed and built in this direction. I’ll take them one by one:

Executive search: we are extremely careful both about the projects we take on and who they come from: organizations/mission/values genuinely lived/impact/business activity (if we refer to multinationals), owners’ reputation if we are talking about entrepreneurial businesses, etc., while at the same time representing the executives we place on the shortlist, with criteria similar to those of the employer, so that in the end it becomes a success for all parties involved. We are as transparent as possible with both sides and we do not view career changes in a transactional way whatsoever. We believe that the employer initiates a recruitment process with the goal of performance and the right fit for the role, and because a job greatly influences people’s lives, we do everything possible to make this process meaningful and do everything within our power for the person to feel fulfilled in the role. This requires a very good understanding of the “assignment,” the organization and its context, the candidates and their context, through careful and relevant references, transition and integration support, etc.

If we are talking about executive development, the programs, modules, and interventions include components and KPIs/measurements directly related to performance, adaptability/resilience, moral values, team functionality and psychological safety, creating real value for stakeholders, etc.

If we are talking about the “Health and lifestyle optimization as a premise for sustainable performance” programs/interventions, their mission is to create “awareness & agency/awareness, understanding, and responsibility” as core premises for achieving systemic impact.

The modules are scientifically well documented and integrated (metabolic health, sports, movement, nutrition, sleep, stress management, burnout prevention, recovery, sustainable habits formation, mindsets, etc.) and are followed by personalization, supervision, and fine-tuning, while participants are simultaneously directed toward medical concierge services, tests (VO2Max, blood work, microbiome, etc.), and depending on their interest, introduced into an ecosystem that also includes wearables/devices/trackers, AI integration and recommendations, etc. They can be followed by both individuals and teams, but in their current form, unfortunately in terms of access and scalability, until we digitize them, they are more accessible to senior management.

In short, regardless of the scale at which we run the program, participants can become measurably healthier as a result of it, of course if they also address certain aspects. Although at first it may seem complex, along the way most people realize that the changes are actually quite easy to incorporate/address. An easy-to-understand example – if participants begin paying attention to avoiding ultra-processed foods and replacing them with “real food,” if they become slightly more attentive to movement, etc., by scaling the number of people involved, we can achieve systemic impact.

Separately from business, and referring to K.M.Trust Group’s involvement in society, everything related to performance, health, and moral values is something we try to transmit (together with specialists) into Romania’s educational system and beyond, so that over the years we may have healthier, higher-performing, and better adults, full of compassion, more ethical, etc.

C&B: What has been the most difficult moment so far in the journey of K.M.Trust & Partners, and how did you overcome it?

Radu: There have been several difficult moments. Fortunately, our mindset regarding crises helped us, leading us to ask ourselves what opportunities might exist even in adversity.

The first example that comes to mind is related to the first major crisis we experienced, during the 2008–14 recession. Considering that the business model was built around creating a lot of value for clients and maintaining decent profit margins, we avoided lowering quality in order to reduce fees, as the market seemed to be doing. We opened another company, relocating part of the people and costs, a company focused on mid-management, which took over some of the fee pressure thanks to the greater accessibility of its services. Thanks to the team, the quality, and the transferred processes, the company grew beautifully despite the recession, while in parallel we tried to diversify K.M.Trust’s services into other directions with real value for our segment. It was a very tough experience, as the “parent” business contracted significantly because of the recession’s effects on our clients, but we emerged much stronger after this period, with a significantly improved portfolio, and today, everything we developed back then and beyond has become the majority of the business.

C&B: In a context where performance is often separated from human sustainability, how does the company manage to integrate them into a coherent and scalable model?

Radu: The decisions we make, time, and clients will determine how scalable it is. Based on the feedback so far from those who have gone through and continue to go through the programs, it seems fairly coherent and easy to apply/incorporate.

To return to the question – over time, through my own experience and through the people I interacted with, I realized that both professional and personal performance, as well as our plans and dreams, are closely linked to how healthy we are and the lifestyle we choose.

Although I was fortunate enough to have someone advise me to train my mind as early as 2009 (despite my initial reluctance), and although I had practiced sports since childhood, I did not understand the interconnectedness and importance of metabolic and mitochondrial health, quality sleep, a healthy and personalized diet, personalized physical training, etc., nor the fact that genetics are not everything. I also didn’t realize how simple it can be and how few sacrifices are actually needed if we truly understand. I seriously started studying genetics, nutrition, the microbiome, sports, sleep, cellular biology, etc. I applied everything to myself and measured my evolution for years through various tests: genetic tests, blood work, microbiome testing, biological age, and more. It felt natural to introduce this program/this journey as the foundation of sustainable performance, in the simplest and easiest-to-understand way possible for the client segments we address. It is a program that, judging both by demand and by the measurable impact on participants and the feedback received, is gaining increasing interest and traction. Separately, we also bring an angle that adds pleasure and naturalness once people understand and personalize the proportions in which they choose to “step out into décor” from time to time, preferably in moderation, with dessert, wine, etc.

We are now also building the surrounding ecosystem that can create the right context and support those engaged in this journey to live healthier, more consciously, and enjoy life as much as possible.

C&B: What are the most visible changes you notice within organizations after implementing your programs (in terms of culture, decision-making, and results)?

Radu: Beyond the individual impact related to significantly improved blood tests, increased vitality, etc. (personally, I achieved test results I never imagined in the mindset I had before understanding the interconnectedness between nutrition-sleep-sports-movement-emotional health-genetics, etc.), some of the organizations we work with have already started measuring recovery-related metrics more carefully, implementing approaches to prevent burnout, encouraging sports and movement, etc. Some are considering allocating spaces for “stress management/mental training rooms,” etc., but above all, people understand and discover how easy and impactful changing small habits can be (e.g., parking slightly farther from the office, walking faster, taking the stairs instead of the elevator, measuring HRV and RHR and correlating them with breathing-related habits, getting up frequently from the chair, shorter meetings, digital detox weekends, changing light bulbs and home lighting types, paying attention to water quality, understanding the importance of fiber and quality protein in nutrition, treadmill desks, etc.), alongside the fact that a significant segment of women are in pre/menopause and understanding aspects related to nutrition, specific training, bone mineral density, is essential.

Across all “verticals,” we also work with scientists/professors, doctors, etc. from Harvard Medical School, UCSF, Stanford, etc., so that what we address is well documented and highly focused on prevention, habit-building, and mindset.

C&B: What role does the “behavioral change” component play in differentiating you from other firms in this field?

Radu: It is essential. We cannot learn football by watching football on TV or from books. We absolutely need to try, win, fail, learn, and start again, playing as much and as consistently as possible. Our interventions are designed to create contexts that support desirable habits and discourage undesirable ones. We also discuss and implement metrics that support this direction and that are aligned with performance-related ones. And we take everyone’s context into account. Small steps, support, partners, enjoyable activities – these are some of the ingredients that can lead to consistency, which is essential in neuroplasticity and habit formation.

C&B: Why do you believe health optimization is one of the most underestimated strategic factors in leadership performance?

Radu: Relevant studies show that in today’s society, the gap between lifespan and healthspan is around 10–15 years, meaning that many of us spend the last 10–15 years of our lives, on average, in a suboptimal state of health.

Beyond that, burnout, lack of sleep quantity and quality, chronic stress, poor and low-quality eating habits (irregular eating, eating late, added sugar, pesticides, etc.), air quality, water quantity/quality, sedentary behavior, exposure to natural light and temperature variations, etc. greatly affect energy, health, and optimal performance.

There are countless peer-reviewed studies showing this, yet we live in a society that makes a lot of money from medication and repair rather than prevention. If you look around, almost everything surrounding us (from ultra-processed food, added sugar, social media, medical and insurance systems largely still oriented toward “sickcare” more than healthcare, etc.) creates an environment favorable to health and lifestyle dysfunctions.

We are not just talking about longevity, but about years lived with reduced cognitive and energetic capacity, which directly impacts decision-making, energy, and leadership.

And it’s not only about performance in leadership, but about sustainable performance, whether professional or personal.

Lifestyle is not just wellbeing; it is performance infrastructure. Paradoxically, from my point of view, too many organizations optimize processes in an unbalanced way, focusing on the person executing them – the human being – while leaving it entirely up to that individual to take care of themselves. Yet, as everywhere else, context (in this case, organizational environment and culture) generates behaviors/habits. Just as obesity and burnout are not individual weaknesses but systemic imbalances, in my opinion companies also have the responsibility to create contexts in which people remain emotionally, cognitively, physically healthy, etc.

C&B: How do you define the responsibility of a Managing Partner in an executive search and organizational consulting firm?

Radu: It is a responsibility similar to that of any manager leading an activity/team toward stakeholders and society: to perform while living the declared values and mission (both the company’s and personal ones). I do not see it as different from the responsibility of other company leaders.

C&B: What does the transition from “burnout cycles” to a sustainable performance model truly mean for an organization?

Radu: Attention right from recruitment to human profiles, attention to who gets promoted, autonomy and psychological safety, recognition of merit/fairness, integrity, encouraging non-toxic relationships, alignment with mission and values, recovery, energy management, etc.

The result – healthier people (visible in analyses and beyond), more engaged employees, improved results, higher-quality decisions, psychological safety, employer branding, meaning, etc.

For example:

A meta-analysis of 7,939 business units across 36 companies found strong relationships between employee engagement and

• Profitability

• Productivity

• NPS

• Reduced absenteeism and turnover

Harter JK, Schmidt FL, Hayes TL.
Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes.
Journal of Applied Psychology, 2002. https://pubmed.ncbi.nlm.nih.gov/12002955/ ; https://www.researchgate.net/publication/11367971_Business-Unit-Level_Relationship_Between_Employee_Satisfaction_Employee_Engagement_and_Business_Outcomes_A_Meta-Analysis?utm_source=chatgpt.com

C&B: You talk about moving from individual impact to systemic impact. What does this process look like and which actors need to be involved for it to become reality?

Radu: Systemic impact requires a critical mass of people behaving in a relatively unified way that determines the “system” itself to produce/behave in a healthier manner.

In this case, we start with analysis/diagnosis/awareness and taking responsibility regarding health (avoiding “life simply happening to us,” especially since genetics specialists argue that genetics account for only 7–20%, while the rest is covered by personal choices and lifestyle). We created and are still developing an ecosystem that supports this journey (from health and stress metric measurements, etc. to medical and longevity clinics, trackers, etc.; coaches, mentors, etc.), followed later by digitization and a well-designed platform for scalability and systemic impact.

As an example, referring only to nutrition: if through understanding risks and changing eating-related behaviors, people stop buying food products that harm them in the medium and long term (excess pesticides, ultra-processed foods, harmful ingredients, etc.), over time the entire chain may become more attentive to the quality of products sold, focusing increasingly on natural/whole foods and their responsible treatment.

C&B: How do collaborations with institutions such as Harvard, Stanford, or Singularity University contribute to the credibility and impact of your programs?

Radu: Through the relevant scientific documentation of interventions; through the credibility/reputation of the representatives we work with directly and who can also become part of our programs, etc. I am honored and happy to say that the entire “course” material was reviewed in 2025/2026 and corrected by one of these scientists (whom I deeply admire for what he does, for his courage, and for the impact he has on society), and fortunately the interventions were minimal. That gives us confidence that we are on the right path.

C&B: What are the strategic directions for K.M. Trust & Partners in the coming years?

Radu: For now, I will limit myself to “continuing to do good while doing what we do, inspiring others to do the same, and learning from mistakes.”

This interview with Radu offers valuable insight into how leadership, health, and sustainable performance can transform organizations and society. Through the vision of K.M.Trust & Partners, executive search and executive development become tools for creating real value, systemic impact and building high-performing organizational cultures.

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Eugeniu Lisnic is the CEO and founder of Sun Leader, a visionary entrepreneur and technical expert whose mission is to redefine the standards of comfort and aesthetics in outdoor living solutions across Romania, transforming seasonal spaces into premium, fully functional destinations 365 days a year.

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

Eugeniu Lisnic: It all started with a genuine passion for outdoor spaces and the desire to create welcoming, well-designed environments. One key moment was the decision to start from scratch, with a great deal of courage, hard work, and vision. I evolved step by step, from engineering student and later terrace designer and retractable pergola builder, to the moment when I decided to leave my own original mark on the market and build what is now known as Sun Leader. It was the transition from execution to building a strategic brand.

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

Eugeniu Lisnic: The beginnings in a highly technical niche market brought constant challenges, because it was never easy to immediately find the best solution for every individual space. The difficulty lay in adapting technologies to the specific requirements of each terrace. However, I overcame these obstacles through continuous learning and accumulated knowledge. Field experience, the quality of the people in my team, professional collaborators, and the complex situations encountered over time always guided me toward finding the optimal solution.

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

Eugeniu Lisnic: Yes, I’ve always had a very simple yet powerful vision: no terrace should remain unused because of the weather. I constantly searched for ways to improve a space that has the potential to create wonderful memories or moments of deep relaxation. My ambition was to transform these open spaces into true attractions that bring joy to families and reliable profit to businesses. Most importantly, this transformation had to preserve the presence of nature — with all its changes and cycles — in people’s everyday lives.

C&B: How does Sun Leader redefine the way outdoor spaces are used in Romania?

Eugeniu Lisnic: In a constantly evolving market, success and the redefinition of standards come from our ability to provide solutions based on updated information, cutting-edge technology, and the specific needs of each client. We built Sun Leader on strong foundations: technical expertise, entrepreneurial courage, innovation, and a clear vision. We are redefining the market by transforming a simple outdoor space — used only a few months a year — into a fully functional destination all year round, using durable solutions that integrate resistance, comfort, and elegance in one place.

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

Eugeniu Lisnic: I think they would first say that I do not accept compromises when it comes to the quality and safety of our projects. They would probably also mention that I am a leader guided by technical expertise and entrepreneurial courage, constantly searching for the best possible solution for clients, even when it seems almost impossible. And I’m sure they already know how proud we are — the entire Sun Leader team, not just me — that together we built the largest retractable pergola in Romania, at Domeniile Jidvei. I value the experience of my team because the people I work with have played the most important role in the company’s evolution from zero to market leader.

C&B: In concrete terms, what does it mean to transform a terrace from a seasonal space into one that can be used 365 days a year?

Eugeniu Lisnic: It means giving our clients total control over the environment they live in every day, transforming the simple act of “sitting on the terrace” into a lifestyle and a complete relaxation experience. In this way, we redefine the concepts of “terrace covering” or “terrace enclosure” beyond the existence of a product or system. Specifically, we install retractable aluminum pergolas, with PVC or bioclimatic systems, that provide 100% protection against rain and snow while controlling natural light. We complement these structures with glass enclosure systems (automatic guillotine-style or manually sliding systems), turning the terrace into a thermally and acoustically protected space. Finally, additional complementary accessories help terrace owners create the desired atmosphere in any season.

C&B: How did you build your leadership style and decision-making approach? Was it a natural or learned process?

Eugeniu Lisnic: It was an organic combination, never forced. The foundation was natural — the courage and determination every committed entrepreneur starts with. Then, my leadership style evolved through experience, by learning from practical situations and relationships with people in the industry. Today, I make business decisions while always keeping in mind the clear vision of delivering superior quality and remaining relevant through our differentiators.

C&B: What is the real impact of your solutions on HoReCa businesses, beyond design and aesthetics?

Eugeniu Lisnic: Beyond the aesthetic value it brings, Sun Leader is a direct accelerator of profitability for HoReCa entrepreneurs. The real and tangible impact lies in the fact that our solutions allow terraces to be used almost continuously. As a result, a restaurant’s service capacity is no longer affected by seasonality or weather conditions, which translates into guaranteed growth in customer numbers, revenue, and turnover. For hotels or event venues, such terraces exponentially diversify both the activity of the business and the scale of hosted events, influencing not only revenue but also the image, reputation, and marketing of the locations.

C&B: What does a typical day look like for you now, and which moments of the day bring you the greatest satisfaction?

Eugeniu Lisnic: No day is truly ordinary for me, and it is important that the Sun Leader team also understands their mission — to make every day memorable. I believe an ordinary day is not challenging enough, while a challenging and memorable day becomes so because I constantly learn something new, remain grateful for everything that comes into my life, never settle for less, and always look ahead — toward growth and success. My greatest satisfaction comes when I see the results of our work, such as completing the largest retractable pergolas in Romania. It brings me immense joy to see a revitalized space generating both profit and beautiful memories.

C&B: What differentiates Sun Leader’s retractable pergolas and solutions from other options on the market?

Eugeniu Lisnic: We are not just terrace builders or service providers. We are the trusted strategic partner for outdoor space owners who seek long-term comfort and durability — not temporary solutions. We differentiate ourselves through extended warranty packages that can reach up to 30 years for certain retractable pergola models. We provide complete premium-standard services: from detailed technical consultancy, design, and 3D planning, to delivery, installation, and after-sales services carried out by our own in-house team. Last but not least, we bring to the market systems with unique functionalities specifically designed to support the beneficiaries of our projects as effectively as possible — such as guillotine glass systems with multiple operating options and pergolas with spans larger than 11.5 meters without intermediate pillars.

C&B: How do you decide which technologies and materials deserve to be integrated into your portfolio in order to support your promise of durability?

Eugeniu Lisnic: We select only what can prove superior resistance and performance. Under the Sun Leader brand, we optimize every product strictly for long-term durability and flawless design. We choose professional systems made from premium materials — aviation-grade aluminum, for example — and we do not compromise, as we address a client segment that expects excellence and longevity.

C&B: If you could change one single thing about the way terraces are designed today, what would it be?

Eugeniu Lisnic: I would change the mentality that a terrace is purely a seasonal space. I would like every architect, designer, or property owner to view a terrace, from the very design phase, as a space that MUST be used 365 days a year. An unused terrace is a wasted resource, and I would transform every terrace into a destination capable of generating constant profit and maximum comfort. On a personal level, considering that people generally need more time outdoors, in nature, alongside their loved ones, I strongly believe terraces deserve to be seen as a valuable asset of every property and as a means of building health, community, leisure, and a lifestyle.

Through technical expertise and constant innovation, Eugeniu Lisnic continues to redefine the way outdoor spaces are used in Romania. From premium retractable pergolas to complete terrace solutions designed for year-round use, Sun Leader transforms design and functionality into a lasting experience for both the residential and HoReCa sectors.

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Paul Luculescu is a percussionist who knew from childhood that music was his calling. Fascinated by the concerts he watched on television, he dreamed of the world’s great stages, without realizing at the time how naturally that path would eventually unfold.

He began studying music at the “Dinu Lipatti” Music High School in Bucharest, initially focusing on piano, since percussion studies only began in the fifth grade. Later, he followed his true calling, dedicating himself to percussion with discipline and perseverance. He graduated from the National University of Music Bucharest and continued with master’s studies.

Throughout his career, he has collaborated with prestigious institutions such as the George Enescu Philharmonic, the Romanian Radio National Orchestra, and the Radio Chamber Orchestra. Since 2007, he has been a member of the Pitești Philharmonic, and since 2016, a permanent collaborator with the Comic Opera for Children.

He has performed alongside major international artists such as Plácido Domingo, Jonas Kaufmann, Angela Gheorghiu, Yuja Wang, and José Carreras.

In addition to his artistic activity, he is also a cultural manager, organizing festivals and coordinating his own private orchestra. He is an active and highly appreciated presence on stages across Romania.

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

Paul Luculescu: The decisive moment was when I started studying percussion in the fifth grade. From then on, everything evolved naturally and steadily toward performance excellence. At 16, I had my first collaboration with a professional orchestra — that was when I truly understood the responsibility and energy of a major stage. By 21, I was already employed at the Pitești Philharmonic. It was a gradual process, without shortcuts.

C&B: What was the most difficult moment in your journey, and how did you overcome it?

Paul Luculescu: The pandemic period, overlapping with the loss of my mother. She was the first person who believed in me and supported me unconditionally. I don’t know if moments like these are ever truly “overcome.” I think you accept them and learn to live with them. Music was a quiet but profound support.

C&B: Was there a dream or ambition that always guided you?

Paul Luculescu: I viewed performance differently. Many people dream about the great stages; I focused on individual study. Concerts came as a natural consequence of daily work. Music is honest: it gives you exactly as much as you give to it.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed?

Paul Luculescu: At the beginning, I was disoriented, as anyone naturally is. I couldn’t fully grasp the entire process. The transformation came through perseverance, discipline, and the belief that this was my path.

C&B: What would your collaborators say about you?

Paul Luculescu: They would probably say that I am a perfectionist and demanding, first of all with myself. I want things to be done thoroughly, and I build teams, not just collaborations. I aim high, but I remain open to dialogue.

C&B: What was the most important decision that changed your trajectory?

Paul Luculescu: Understanding that talent is not enough. Daily work, patience, and constant practice are the only “magic formulas.”

C&B: What made you pursue classical music?

Paul Luculescu: The desire to perform percussion at the highest level. The institutions I became part of are consequences of study and determination, not obsessively fixed goals. I try to give my absolute best regardless of the stage I perform on or the orchestra I play with during a concert.

C&B: What challenges does the role of principal timpanist involve?

Paul Luculescu: The responsibility for sonic balance and absolute precision. The timpanist supports both the rhythmic architecture and the foundation of the entire orchestra; it is an extremely important role, rhythmically as well as musically.

C&B: What does an ordinary day look like for you?

Paul Luculescu: Study, rehearsals, concerts. Multiple projects. When time allows, I dance salsa and travel. I enjoy creating memories and spending quality time.

C&B: What values guide you?

Paul Luculescu: Honesty with yourself. Being aware of where you are and the direction you want to go. Doing good whenever you can, and if not, at least not doing harm. And remaining grateful for what you have.

C&B: How do you prepare for an important concert?

Paul Luculescu: Through rigorous daily study. Rehearsals with the orchestra come only after confirming the work you have already done on your own, by learning all the material that will be performed in that concert.

C&B: What was the most difficult concert?

Paul Luculescu: Every concert has its own challenge. The important thing is to remain focused; music is born every single time it is played — it is born from the present moment.

Through discipline, perseverance, and a genuine passion for music, Paul Luculescu continues to inspire through every stage performance and cultural project. His journey reflects the dedication required for excellence in classical music and the importance of consistent work in building a strong artistic career.

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Very often, women choose their hair color by first thinking about how they will be perceived: not to be too noticeable, not to attract attention, not to stand out from the “norm.” Over time, many end up building a “safe” image — one that does not disturb and does not draw unnecessary attention. But then comes that moment when you want to do something purely for your own pleasure. A small change that has nothing to do with trends, but everything to do with how you feel.

Loncolor Trendy Colors starts from exactly this idea: that personal expression has no age and no fixed rules. And color can become one of the simplest ways to reconnect with a more relaxed, more creative, or braver version of yourself.

LONCOLOR Trendy Colors is not just a semi-permanent hair coloring range, but a reason to be honest with yourself.

Because sometimes, the simplest form of courage means looking in the mirror and seeing something different — a woman who dares a little more than yesterday. Maybe one day you will want your hair to resemble that of the movie character who recently captivated you, or perhaps to remind you of a vacation from your high school years.

Color as a state of mind

After months of routines, deadlines, and endless lists, a change of look can reset more than just your hair. It can rewrite the energy with which you start your morning, the way you smile instinctively, the way you see yourself on a Zoom screen or in the elevator mirror.

It may seem superficial. But in reality, the way we see ourselves influences more than we sometimes admit: our mood, our confidence, the energy with which we walk into a room or respond during a meeting.

The shades in the LONCOLOR Trendy Colors range are easy to apply and impose nothing. Ammonia-free, without oxidant, and made with 85% naturally derived ingredients, they apply easily, fade gradually, and most importantly, leave room for the next version of yourself.

Is it just color? Maybe. But sometimes, that is exactly what was missing to make you feel capable of smiling wholeheartedly again.

Professional, but still you

There is a silent pressure suggesting that, in professional environments, “tone-on-tone” is the rule — colors that blend into the scenery without attracting attention. Or that femininity should be toned down, that there is no room for accents. But reality is different: women have learned to be both firm and warm, discreet and expressive at the same time.

The bold shades in the Trendy Colors range — such as V2 Light Violet – Berry Crush or T9 Turquoise – Caribbean Crush — prove that expressiveness has no limits. A well-chosen color can become a dialogue between personality and context. In a diverse world, a vibrant accent is not an act of rebellion, but a sign of confidence.

For those who prefer a more subtle touch, shades such as C3 Dark Chestnut – Mystic Espresso or B19 Ash Blonde – Greyfull are sophisticated options suitable for any corporate environment.

A soft chestnut, a blonde with rosy reflections, a copper shade that lights up only in the sunlight — these are small gestures through which you say, “I feel good in my own skin.”

And if that means bringing a touch of color into a dull meeting room, then it becomes a form of sincere professionalism: being authentic, not merely conforming.

Reinvention with every wash

LONCOLOR Trendy Colors stays on the hair between two and twelve washes, and that means freedom. You can experiment without fear, return whenever you want, and find the shade that suits you now, not the one that suited you “forever.”

You are free to change your color whenever you feel the need for something new. Because moods change, seasons pass, and you deserve to feel renewed from time to time.

About balance

Femininity and professionalism do not exclude one another. Just as red lipstick does not cancel competence. Neither does an intense hair color diminish your authority or professional performance. On the contrary, it expresses and even highlights them.

The extensive palette also offers other options for every preference:

For blondes – sophisticated tones such as B21 Chromed Blonde – Ocean Pearl or BV2 Lavender Blonde – Lavender Mist;

For redheads – expressiveness translated into intensity, through shades such as R6 Intense Red – Blush or A44 Intense Copper – Sunset;

For brunettes and brown-haired women – warm or cool reflections that add depth and movement, such as N1 Black – Midnight Dream or C57 Cool Chestnut – Smoky Chestnut.

This semi-permanent range offers a pleasant coloring experience that is gentle on the hair, dedicated to revitalizing and enhancing the shade of both natural and previously colored hair. The ease of application, gentle action, and coloring performance make the products ideal for frequent use in order to maintain color shine, impeccable hair appearance, or even to experiment with a unique shade. In just 20–30 minutes, the mirror will reflect a refreshed image back at you, with hair that looks shiny and full of life.

And hair color is only one detail. But details make the difference between a day that simply “works” and one that inspires you.

LONCOLOR Trendy Colors

For women who are not searching for approval, but for good feelings. For those who know that reinvention sometimes comes from the smallest gestures. Color fades. Confidence remains.

LONCOLOR Trendy Colors transforms hair coloring into a creative, simple, and personality-driven experience. Choose the shade that represents you and enjoy a fresh, modern, and expressive look with no ammonia and no limits.

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