How did you discover your passion for event planning?

I discovered my passion for event planning at the age of 16, when I started volunteering. By the time I was 20, I was already hosting events on large stages with hundreds of people, running meetings and agendas, coordinating dozens of buses with participants, and obtaining permits for installing banners around the city. Only in my final year of university, when I had to organize my own graduation ball, did I realize how much I truly loved doing this.

How long have you been active in the field and how have you evolved professionally during this time?

My professional journey began with the decision to embrace entrepreneurship 17 years ago. My evolution has been strategic, focusing on accumulating technical expertise in related fields that optimize the event organization process. This multidisciplinary approach has led me to a complex level of expertise, materialized in the six or seven roles that I manage simultaneously.

Here is a breakdown of the key roles that define my status as an event expert today:
• Event Director: I ensure strategic coordination and senior management for complex corporate events.
• Wedding Planner: I manage the full planning and execution of weddings, with a strong focus on efficiency and details.
• Civil Ceremony Officiant: I contribute to the personalization and officialization of key moments during civil ceremonies.
• Host/MC: I ensure the flow, cohesion, and dynamics required for festivals and events.
• Event Producer & Designer: I am responsible for the overall creative vision, from concept to technical implementation.
• Florist: I design, create, and integrate floral design as living art within event décor, ensuring full aesthetic coherence.
• Trainer: I structure and deliver specialized courses in event management, contributing to the training of new generations of professionals.

My ability to learn quickly and adapt comes from the solid experience gained through volunteering (a stage I strongly recommend to any young person at the beginning of their journey). This foundation provided me not only with a strong work ethic, but also with a deep understanding of operational requirements, allowing me to set clear and precise standards for my team and collaborators.

What was the moment or project that confirmed this was the right career for you?

The decisive moment was when I managed, on my own, a massive event with thousands of participants and extremely complex programs, and everything went flawlessly. In 2009, at the Palace of Parliament, I brought everything in from outside—from teaspoons, chairs, and tables, to setting up a serving line, convection ovens, and bar areas, ultra-secure access, and massive technical riders. That mix of pressure, energy, and final satisfaction convinced me that I was exactly where I needed to be.

What types of events do you enjoy organizing the most and why?

What I love most is organizing weddings. Although I started with ceremonies and graduation balls, weddings allow me to build emotional stories, create intimate and perfectly personalized moments, see dresses during fittings—and for me, having also studied fashion design, this is an absolute pleasure. I adore dress fittings, flowers and floral design, event graphics, and a wedding has all of these in abundance. Moreover, it is an immense responsibility to hold someone’s special day in your hands, because you are creating memories for a lifetime.

How do you manage stress and pressure at large events?

Through well-thought-out backup plans prepared in advance—and C, sometimes even D, not just plan B :)—through clear procedures and a great deal of tactical experience accumulated over years of events with thousands of participants. I have learned to anticipate problems before they arise, to prioritize efficiently, and to maintain impeccable communication with the team. When you know what you are doing and you’ve been through hundreds of scenarios, stress becomes just another ingredient of positive adrenaline. For example, at a wedding organized by a lakeside, the weather forecast showed rain starting at 6:00 PM, right in the middle of the religious ceremony. We built two ceremony areas simultaneously. At 6:00 PM, strong winds started, immediately followed by rain. We had everything doubled: microphones, sound system, décor, chairs, the priest’s table—everything. Prevention eliminates stress.

What are the essential qualities of a professional event organizer?

Ethics, humanity, rigor, resilience, creativity, fast decision-making ability, problem-solving orientation, caution, and excellent communication skills. In addition, I believe that a professional event planner must also have empathy (the ability to put themselves in someone else’s place in order to truly understand them)—for the client, for the participants, for the team—and a clear vision of the experience they are building. Everyone wants what is best for themselves, but a good event manager wants what is best for their client.

Is there an event that marked you in a special way?

The most impactful were the massive ceremonies with thousands of participants at Sala Palatului or Sala Polivalentă, with dozens of technical milestones that had to synchronize perfectly. They shaped me professionally, disciplined me, and taught me how to coordinate pressure, emotion, and logistics at a level that few events require.

You are preparing to launch courses for those who want to enter the industry. What motivated you and what can future participants expect?

The courses are varied, aimed both at women who want to become the perfect host at home, à la carte restaurants, juniors who are flirting with the industry, or brides and marketing professionals who want to organize their own events themselves. The motivation comes from the desire to professionalize the field and to pass on to the new generation the experience accumulated over 17 years of massive, complex, and extremely varied events. Participants can expect a practical, hands-on program, without unnecessary theory—real scenarios, concrete examples, tools, procedures, and everything involved in organizing an event from A to Z. I want to train professionals who are ready to enter the market with confidence and real competence, offering in practice what I wish had existed when I was just starting out.

Liz Popescu is an experienced Romanian event expert with over 17 years in the industry, starting from large-scale volunteer events to weddings, corporate conferences, and complex ceremonies with thousands of participants. She thrives on creating emotional, personalized experiences, especially through wedding planning, and emphasizes ethics, empathy, precision, and teamwork as core industry values. Her ability to manage high-pressure situations comes from extensive preparation and strategic thinking. Looking ahead, she plans to strengthen her personal brand and launch practical event-management courses designed to professionalize the field and prepare new specialists with real, applicable skills.

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C&B: If you had to describe yourself briefly, in a single sentence meant to spark curiosity, what would you say about yourself?

Teodora Țarog: I am a woman who turns ideas into industry, with respect for people, the environment, and the future. I am a tireless seeker of balance between innovation, people, and nature, convinced that true change begins with each of us and with the courage to dream differently.

C&B: If we asked your colleagues or collaborators how they would describe you, what do you think they would say about you?

Teodora Țarog: That I am a leader who inspires through clarity, passion, discipline, and vision. That I know how to listen, decide, and build united teams around great objectives — and that I never stop believing in people’s potential and the power of change.

C&B: How were you at the beginning of your career, and how do you feel you have changed over time?

Teodora Țarog: In the beginning, I was curious and ambitious, but I didn’t yet have the confidence that comes with experience. Today, I lead DEMGY Romania — a company that, besides the automotive industry, also serves the aerospace, space, and consumer goods industries, with a clear vision based on sustainable innovation and responsible leadership. Today, I’ve learned to listen more deeply, to be more patient, and to appreciate the beauty of the process, not just the final result. I’ve become wiser in making decisions and in valuing the potential around me.

C&B: Looking back, what were the turning points that shaped your professional path or business?

Teodora Țarog: A defining moment was my involvement in transforming DEMGY Romania into a leader in sustainable production, with applications in the automotive and aerospace industries. It was a decision that confirmed to me that technology can serve a cleaner future — a future we can build with integrity and responsibility.

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

Teodora Țarog: The hardest challenge so far has been maintaining balance between industrial performance and ecological responsibility. I succeeded through innovation, by forming a team that shares the same values, and through courageous decisions.
We are involved in the industry’s decarbonization process; however, beyond this global policy of the group we belong to, the ecological attitude is part of our organizational culture and is reflected even in the small gestures of everyday life. For example, producing components that meet quality standards from the first time, paying attention to the use of resources (water, electricity, gas, consumables). In addition, responsibility is also reflected in implementing training programs for the separate sorting of factory waste and using environmentally friendly raw materials to reduce the carbon footprint.

C&B: What decision has most changed the direction of your career or business?

Teodora Țarog: The decision that most changed the direction of my career was to build a business where the values of sustainability and social responsibility are not just ideals but fundamental pillars. This was a choice that deepened both the meaning of my work and the impact I can have.

C&B: Did your leadership and decision-making style form naturally, or did you develop it over time through experience?

Teodora Țarog: I built my leadership style with patience and reflection, learning from experiences, from each project, each challenge, and from the joy of seeing people and ideas flourish through trust and mutual respect. I believe people need validation, vulnerability, and authenticity — to know they can come to you when they need help. It’s a style based on discipline, collaboration, and a deep understanding of long-term impact.

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

Teodora Țarog: My day starts with strategic planning and continues with meetings, decisions, and factory visits.
The greatest joy comes from the moments when you feel that, through collective effort, we’re doing something better for people and the planet — whether it’s an idea, a solution, or a simple, authentic interaction.

C&B: What do you think makes you different from other professionals or businesses in your field?

Teodora Țarog: The fact that I don’t separate performance from ethics. I firmly believe that the difference lies in authenticity, in dedication to values, and in the belief that true success is also measured by the positive impact on people and the environment. I believe in leadership that respects both people and the planet.

C&B: Has there been a dream or desire that has always kept you motivated, regardless of obstacles?

Teodora Țarog: Yes — the desire to prove that industry can be both sustainable and high-performing. That we can build without destroying.

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

Teodora Țarog: Discipline, respect, innovation, and care for people and the environment. I keep them alive through the decisions I make, the way I lead the team, and through involvement in educational projects at the local level. We are concerned not only with results but also with how we achieve them, for a more sustainable future.
As I mentioned earlier, we are involved in the decarbonization process of the industry, but we are also focused on human resources — that’s why we actively participate in local professional training projects. More precisely, we are partners in founding vocational schools to train young people in professions such as plastic and rubber operator, electromechanic, and CNC operator (lathe or milling machine with numerical control). We also support vocational schools by providing equipment, including production machinery, and by training teachers in how to use that equipment.

C&B: If you could share one thought with those who see you as a role model, what would it be?

Teodora Țarog: Be brave, be profound, and never give up on your values — they are the strongest form of leadership.

In a world where industry is in a continuous process of transformation, Teodora Țarog proves that lasting success is built through balance between performance and responsibility. Through her vision, she manages to bring together innovation, care for people, and respect for the planet, inspiring a new generation of leaders who believe in the power of example and the strength of authentic values.

Read also: De la un singur curier la o comunitate în creștere: povestea lui Saad Jafri și viziunea Uptown – Revista Careers & Business România

Read also: Oana Dragulinescu: The museums of the future don’t just exhibit objects — they heal societies. – careers-business.com

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Continuous learning as the foundation of a career

C&B: What were the essential steps in your professional journey leading up to your current role?
Mirela Rancu-Pătru: I would say that certain traits brought me to where I am today. I have been curious, serious, and I learned everything related to the subjects I was involved in. Whether it was machine oil, sewing machines, European legislation in a specific field, or comparative law. Continuous learning seems essential to me.

C&B: Which turning points influenced your career direction the most?
Mirela Rancu-Pătru: I have a story here. At university, I dreamed that I would have a law firm or that I would be a coordinating partner somewhere. After 7 years of practicing law, I made my first major change and suspended my bar membership to work as an in-house lawyer in a niche field that immediately captivated me. I reconciled with law on that occasion because initially, I wanted to quit entirely. A few years later, I became pregnant, and that triggered a turning point. During the two parental leaves for my two sons, I started and continued a business with products for children and babies. I returned to work after those four years, juggling a demanding job, internal and external delegations, and a hobby that I wanted to take to the next level.

“Continuous learning seems essential to me.”

Challenges, balance, and trust in the process

C&B: What was the greatest challenge you encountered, and how did you overcome it?
Mirela Rancu-Pătru: The biggest challenge is having enough time for everything I need to do in a day.
Organization is essential. Knowing what I need to do, when, and where, avoiding peak traffic hours, having plan B and plan C, and never leaving something important for the last minute.
Still, I would say that cash flow is an immense challenge. And I haven’t overcome it.

C&B: Is there a mentor or role model who guided you?
Mirela Rancu-Pătru: I have my husband as a guide; he is an auditor and reads all my secrets in the balance sheet. I am also enrolled in Eusebiu Burcaș’s Profit First community.
My mentor was Elena Cernătescu, from whom I learned enormously; she is the financial brain behind a well-known women’s clothing brand. After spending a lot of money on the wrong approaches, I realized that a mentor from my field suited me best, not to mention avoiding green fields on walls and aligning with yourself to calculate the correct price for a product.

C&B: How do you define innovation in your field?
Mirela Rancu-Pătru: In a time when we buy plastic just to use it once and move on, it is innovative to play with natural materials. Products designed to be worn for several months and even by generations, natural materials, using leftover materials, shredding leftovers to create other products (like stuffing for toys), integrating traditional elements into modern ones.

“Failures are experiences, actually.”

Courage, values, and looking to the future

C&B: What is the professional achievement you are most proud of?
Mirela Rancu-Pătru: I feel proud and emotional when I receive messages from my clients. I’ve received reviews that made me cry from joy. That emotion is magical.

C&B: How do you handle failures or projects that don’t go according to plan?
Mirela Rancu-Pătru: At first, I was stubborn, stuck on an idea, and wasted a lot of time and energy. Now, I step away from the project. It’s easier to see solutions when I am detached. Failures are experiences, actually. I draw conclusions and move forward.

C&B: Do you have a motto or personal philosophy that inspires you?
Mirela Rancu-Pătru: I like a quote from The Little Prince: “One sees clearly only with the heart. What is essential is invisible to the eye.”

C&B: What advice would you give young people who want a career in innovation?
Mirela Rancu-Pătru: Be open, be courageous. Keep trying until you succeed!

C&B: How do you balance personal life with professional responsibilities?
Mirela Rancu-Pătru: Knowing when and what to let go. I wear many hats. Sometimes I am just a mom, other times I am just Mirela from LushiLush because that’s where I am needed.

C&B: If you could go back to the start of your career, what would you do differently?
Mirela Rancu-Pătru: I wouldn’t change anything. Everything I did helped me progress immensely, even when I didn’t succeed in what I had planned. I would only wish to have more courage.

Mirela Râncu-Pătru’s story highlights the power of balance and adaptability. Behind every decision lies a lesson, and success is measured not only by results but by the journey itself. Between family, work, and dreams, Mirela has built a solid professional identity, guided by authenticity, curiosity, and the courage to keep evolving.

Read also: Alina Parmac, AC&CA: Transformă provocările în încredere și echipele în comunități unite – Revista Careers & Business România

Read also: Marius Zinveliu – From Vision to Reality: The Story of Magic 5, the Agency Turning Ideas into Digital Experiences – careers-business.com

The post Mirela Rancu-Pătru: Courage, balance, and continuous learning – the story of a meaningful career appeared first on careers-business.com.

Balance between people and business

C&B: How did your journey in the field of human resources begin, and what were the key moments that defined your career?
Alina Parmac: I entered HR out of a desire to work with people and understand their stories, not for numbers or reports. The first years showed me that this field means being there for people in both good and difficult times. The moments that marked my path were those when I managed to turn complicated situations into fair experiences and restore trust within teams. I have always wanted to inspire people to believe again in their own abilities and to help transform demotivated groups into united and high-performing teams.

C&B: What attracted you to AC&CA, and what do you consider to be the biggest challenge and satisfaction in leading the HR team?
Alina Parmac: I was drawn to the fact that AC&CA doesn’t just talk about procedures and rules but about people and their safety. The challenge is to maintain balance between business and people, and the greatest satisfaction comes when colleagues feel supported and understand that HR is not just an office that signs papers but a real partner.

C&B: Looking back, what has been the most important professional lesson you have learned, and how has it influenced your leadership style?
Alina Parmac: That there are no universal solutions. Every person has their own story, and my role is to listen and find the balance between individual needs and organizational goals.

Leadership rooted in respect and engagement

C&B: How would you describe your leadership style, and what personal values do you try to pass on to the teams you work with?
Alina Parmac: I try to be a present leader, one who listens. The values I consider essential are respect and responsibility. I believe people appreciate it when they feel you are not just a boss but a person they can rely on.

C&B: In a period marked by rapid change, how do you manage to keep employees motivated and connected to the organization’s mission?
Alina Parmac: There is no perfect recipe. We communicate openly, speak honestly, and involve people in change. When you know why you’re doing something and what impact it has, motivation comes naturally.

Empathy in decisions and meaningful performance

C&B: What role do empathy and emotional intelligence play in business decisions within HR?
Alina Parmac: Empathy and emotional intelligence make the difference in HR. You can make cold decisions based on rules, but if you don’t see the person behind the numbers, you lose everything that matters. Empathy transforms a mechanically applied decision into one that is understood and accepted. And when it comes to empathy… I have plenty — I think it’s already a professional flaw, but one I’m proud of.

“Empathy transforms a mechanically applied decision into one that is understood and accepted.”

C&B: How do you approach the challenge of balancing performance and employee well-being?
Alina Parmac: I believe one cannot exist without the other. Performance doesn’t come from pressure but from an environment where people feel supported.

C&B: How has the perception of HR’s role changed in recent years, and how do you see the evolution of this field in the next decade?
Alina Parmac: HR has moved out of the “personnel” area and into the strategic zone. In the coming years, I believe it will become the center of gravity of organizations — because everything begins and ends with people.

“Everything begins and ends with people.”

Humanity in the age of technology

C&B: In the era of artificial intelligence and automation, how can HR remain deeply human?
Alina Parmac: I believe the secret is to let technology do its part and preserve for people what truly matters: real conversations, difficult decisions, and moments of support. Technology can optimize processes, but it will never replace connection, discernment, or the recognition of a person’s value. A human HR specialist will always look beyond the job description and understand that a person is more than a file.

C&B: What are the future skills professionals should develop to remain relevant in the job market?
Alina Parmac: Adaptability and continuous learning. Everything is changing rapidly, and the only stable skill is the ability to adapt and learn.

Continuous education in action

C&B: How is AC&CA’s philosophy of promoting continuous education reflected in the company’s internal culture?
Alina Parmac: People have constant access to training, video materials, and platforms that help them stay prepared at all times. Continuous education is not a slogan; it’s a daily practice.

C&B: What advice would you give to young people aspiring to a career in HR or a leadership role within an organization?
Alina Parmac: I would tell them not to rush. A career in HR or leadership is not built overnight. Learn as much as possible, truly listen, and have the courage to speak the truth — even when it’s not easy. HR doesn’t mean being popular; it means being fair. Sometimes you’ll make decisions that don’t bring applause but that build respect and trust in the long run.

Balance through personal development

C&B: What does personal development mean to you, and how do you integrate it into your professional life?
Alina Parmac: For me, personal development means a continuous process of becoming better than yesterday. It also comes from my profession — as a psychologist, I was trained to read, learn, stay connected to the changes around me, and always seek new perspectives. Learning is part of my identity, not just an option. I attend trainings, explore new fields, but most importantly, I strive to maintain my inner balance. I believe that only someone who takes care of themselves can be a truly authentic support for others.

A philosophy of professional life

C&B: If you were to summarize your professional philosophy in one sentence, what would it be?
Alina Parmac: People are not just resources but potential — and my role is to help them discover and turn that potential into performance.

C&B: What is your greatest professional ambition or the passion project you wish to continue within AC&CA?
Alina Parmac: Looking toward the future, I want us to strengthen AC&CA as a place where people feel their work has meaning and where collaboration is genuine. My passion project is to simplify and digitalize as many HR and training processes as possible so that my colleagues’ energy can go toward development, not bureaucracy.

A vision that inspires

Alina Parmac’s story is about trust, balance, and respect for people. Through her way of leading and the values she promotes, she shows that modern HR is not about forms and rules but about purpose, empathy, and the courage to build authentic relationships around one simple yet essential idea: people are the heart of every organization.

Read also: Marius Zinveliu – De la viziune la realitate: povestea Magic 5, agenția care transformă ideile în experiențe digitale – Revista Careers & Business România

Read also: Iulia Ivan: In entrepreneurship, it is not enough to scale your business; you must scale yourself – careers-business.com

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I am Iulia Ivan and in my over 15 years of experience in operational leadership and business transformation, I have observed a common pattern: entrepreneurs do not fail because they lack good ideas, but because they underestimate the complexity of execution. Entrepreneurship is not only a matter of vision, but also of structure, strategy, and inner balance.

The most common mistakes entrepreneurs make at the beginning of the road

Lack of strategic clarity.
Many founders start their journey with enthusiasm but without a well-defined business model. They focus on the product, on social media, but omit the essential question: what is the real problem I am solving and who is willing to pay for it?
Mature entrepreneurship begins with a clear market strategy and early validation of assumptions. Clarity does not come from brainstorming but from action, testing, and constant feedback.

Confusion between growth and scaling.
Another common mistake is the temptation to “grow” quickly without the infrastructure needed to support that growth. A company that gathers clients without processes, without a solid financial system, and without a team prepared for volume grows out of inertia.
Healthy scaling requires efficient business management, leading a team both with strategy and compassion — a team that understands the business direction, not just executes tasks — digital processes, reporting systems, performance indicators.

Ignoring financial discipline.
In entrepreneurship, cash flow is the company’s oxygen. Too many entrepreneurs confuse profit with liquidity and discover too late that they cannot sustain operational expenses.
My recommendation: treat the budget as a compass, not as a formality. Track monthly the operational margin, conversion rate, and customer acquisition cost. A financially healthy company can withstand any market storm.

Lack of an organizational culture.
At the beginning, it may seem premature to talk about culture in a team of 3–4 people. But precisely then the DNA of the organization is formed.
A company’s culture is not about nice words in presentations, but about consistent behaviors: how you make decisions, how you communicate, and how you react to failure.
Without a healthy culture, the entrepreneur will quickly become the “bottleneck” — the only one who decides, controls, and thus becomes exhausted.

The need for total control.
Many entrepreneurs confuse responsibility with absolute control. In reality, effective leadership means building systems and people who can function without you.
Entrepreneurs believe that if they control everything, things will be done better and they won’t lose what they have built. However, control comes largely from the need for safety — but it is a false sense of safety.
Team autonomy is an indicator of the business’s and the entrepreneur’s maturity. If everything depends on the founder, the company is not a business but a glorified job.

The recipe for success in entrepreneurship from my perspective

Success in entrepreneurship has no universal formula, but there are some principles that are consistently found among founders who manage to get past the first five years of activity.

Start with “why.”
Simon Sinek is right: inspired entrepreneurs start with a clear mission, not with a product. A business built only for profit loses its meaning at the first crisis.
When you know why you do what you do, you will always find a how — even when the market changes.

Building a scalable operational model.
The modern entrepreneur must think in terms of developing an ecosystem, creating processes, and growing people. Automation, digitalization, and clearly defining internal workflows free up time for innovation.
A business that depends exclusively on the founder’s presence cannot grow sustainably.

Investing in people, not just in products.
The team is the engine of any business. The right recruitment and authentic leadership make the difference between a company that endures and one that collapses at the first obstacle.
Successful entrepreneurs do not seek people who follow them blindly, but leaders who can think, decide, and evolve alongside the company.

Learning from data.
Without data, a company remains just a ship without a rudder at the mercy of the storm. Whether we talk about marketing, sales, or operations, performance is measured in numbers.
It is necessary to set clear performance indicators, to track them constantly, and to adjust the strategy where needed. True agility in business comes from the ability to adapt quickly to reality, not from changing direction impulsively.

Maintaining the balance between vision and execution.
An entrepreneur without vision is an executor. An entrepreneur without discipline is a dreamer.
A long-distance business needs a concrete plan, implemented daily with consistency. Many entrepreneurs are always caught up in day-to-day activity without giving themselves space to work on the business, not just in the business. That means concretely setting hours or days when they can take a step back and see what I call the “helicopter view” — the big picture.

The entrepreneur as the architect of their own transformation

Over time, I have worked with dozens of leaders and founders from Europe and the Middle East. They all had one thing in common: at some point, they had to transform personally for their business to grow.

Entrepreneurship is, in essence, an inner journey. You cannot build a solid business if you, as a leader, are emotionally unstable or react out of fear or anger.
The psychology of the entrepreneur is just as important as financial strategy. Understanding one’s own thinking patterns, managing stress, and the ability to stay centered in the middle of chaos make the difference between having a successful business and burnout.

As I often like to tell the entrepreneurs I work with: it is not enough to scale the business; you must scale yourself.

Entrepreneurship is not a sprint, but a marathon of continuous adaptation. There are no shortcuts, but there is clarity, discipline, and the courage to say “no” when temptations of rapid growth appear.

I believe the true recipe for success in entrepreneurship does not lie in spectacular ideas, but in the balance between strategy, people, and mindset.
Entrepreneurs who succeed are those who learn constantly, delegate intelligently, and remain anchored in market reality without losing their enthusiasm.

In the end, entrepreneurship is not about building a business. It is about building a life with meaning, freedom, and impact.

„I am Iulia Ivan, entrepreneur and Managing Director of Beyond Business SRL, with over 15 years of experience in developing and scaling businesses, both in Europe and the Middle East. Using my own experience of more than 10 years in leading teams, I have created personalized experiential online leadership programs for executive leaders and entrepreneurs.

I am an accredited mentor for entrepreneurs by MentorDay, Spain, and part of TheBreak — an award-winning European community of over 1000 women founders, created by the European Union together with Spain’s first business school.
I am the author of the book ‘How to Thrive as a Woman Leader in a Still Patriarchal Society’ (available on Amazon) and I advocate for authentic leadership, balance between performance and humanity, and the power of collaboration. I believe in education, courage, and in every entrepreneur’s potential to transform an idea into a success story.”

Read also: Cristiana Oprea: Curaj, perseverență și pasiune în Motorsportul din România – Revista Careers & Business România

Read also: Ionuț Păun: Performance is not maintained by rules alone, but through connection and culture – careers-business.com

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Journey, values, and people

C&B: How would you describe your professional journey up to your current position within City Grill Group?
Ionuț Păun: I started in recruitment and consultancy, moved through international environments where I learned the rigor of processes and the importance of structure, and at City Grill Group, I discovered the power of culture and people.
I grew together with the organization — from recruitment and employer branding to strategic leadership — focusing on developing teams and the internal community.

C&B: What initially attracted you to the field of human resources, and what motivates you to remain involved in this sector?
Ionuț Păun: I was driven by curiosity — to understand people: what motivates them, how they think, how they grow. HR gave me the chance to combine analysis with empathy.
What motivates me today is the opportunity to directly influence people’s experience in the organization — how they feel and how they develop at work.

C&B: What are the key values that define the organizational culture at City Grill Group?
Ionuț Păun: Our culture is based on the MIRACCLE values — an acronym that reflects the essence of City Grill:
Meritocracy, Innovation, Respect, Authenticity, Courage, Honesty, Loyalty, and Education.

These values are not just words on a wall but real guiding principles in how we make decisions, build teams, and relate to one another.
They define how we grow as an organization — through performance, mutual respect, and a continuous desire to be better — both professionally and personally.
We are a Romanian company built on simple values that have kept us together for over 20 years.

Performance culture and the evolving role of HR

C&B: How do you build and sustain a high-performing team in such a dynamic field as HoReCa?
Ionuț Păun: In HoReCa, a high-performing team is built through clarity, recognition, and trust.
Everything starts with the right selection — people with a positive attitude and a desire to grow — and continues with constant training, honest feedback, and real support in difficult moments.
Performance is not maintained by rules alone, but through connection and culture. When people feel they belong to a team that respects and supports them, the rhythm becomes natural and results follow organically.

C&B: What strategies do you use to attract and retain talent in an industry known for high employee turnover?
Ionuț Păun: We focus on the real employee experience, not just salary: flexible programs, recognition, growth opportunities, and a culture based on respect.
We retain people through belonging, not obligation.

C&B: How has the HR role evolved within the company in recent years, and what are the main directions for the future?
Ionuț Păun: Generally speaking, not just in City Grill, HR has evolved significantly. In the early days, the department had mostly an administrative role, but today HR has become a strategic business partner.
We now talk about culture, retention, development, and digitalization. The future means data, empathy, and adaptability.

C&B: How do you balance business objectives with employees’ needs and expectations?
Ionuț Păun: Through constant dialogue and balance.
Every business decision has a human component — if you understand and integrate it, you can achieve sustainable growth.
Employees are not just numbers in an Excel sheet, and that changes everything.

C&B: What are the biggest challenges in managing human capital across a group with over a thousand employees?
Ionuț Păun: Generational diversity and the need to maintain the same culture in a large system with many teams and different rhythms.
The challenge is to preserve unity without uniformity.

C&B: What role does digitalization play in recruitment and HR management at City Grill Group?
Ionuț Păun: A crucial one. Digitalization helps us work more efficiently and provide a better experience for people — from onboarding to evaluation.
But technology is just a tool; value remains in human contact, which we aim to preserve throughout all our HR processes.

C&B: How do you assess and develop leadership potential within the organization?
Ionuț Păun: We look for attitude, the ability to have a positive influence, and the desire to grow alongside others.
We have internal training and coaching programs, as well as practical exposure — leadership is learned by living it.
I like to be guided by the famous saying: Hire for attitude, train for skill.

C&B: How do you measure employee satisfaction and act on it?
Ionuț Păun: We measure satisfaction through internal surveys, one-on-one discussions, and continuous feedback — but more important than the tools is how we respond to feedback.
People need to see that their voice matters.
That’s why we talk to every employee, gather their suggestions, identify issues, and look for concrete ways to support them.
I believe real satisfaction comes when employees feel heard, respected, and involved in decisions that affect them.

Leadership, empathy, and the future of HR

C&B: In your opinion, what defines an effective HR Director in today’s labor market?
Ionuț Păun: A leader who balances strategy and empathy, who connects business with people.
An effective HR Director doesn’t just manage — they create meaning and direction. They embody the balance between people and business.
As I mentioned earlier, it’s important not to see people as figures, FTEs, or headcounts in a spreadsheet.

C&B: How do you foster a culture of performance without losing sight of empathy?
Ionuț Păun: Through recognition and trust.
When people know their efforts are appreciated, performance follows naturally.
Empathy doesn’t weaken standards — it makes them more human.

C&B: What lessons have you learned from the post-pandemic period regarding the employee-employer relationship?
Ionuț Păun: I’ve learned that balance and flexibility are essential.
People want more than just a job — they seek purpose, safety, and authentic relationships.
It’s no longer just about work, but about quality of life at work.
That’s why we aim to offer our colleagues a genuine experience — an environment where they feel good, respected, and motivated to stay and grow with us, not leave at the first difficulty.

C&B: How do you support the professional growth of restaurant employees so that they can see a real career in HoReCa?
Ionuț Păun: Through clear growth programs, internal promotions, and continuous training.
We show them that HoReCa can be a career, not just a transition job — and we have many examples of colleagues who grew from waiter, hostess, or bartender to restaurant director, brand manager, operations director, and other key roles in the organization.

C&B: What skills will be essential for HR professionals over the next five years?
Ionuț Păun: Data analysis, emotional intelligence, and empathetic communication.
The HR of the future must be as comfortable with numbers as with emotions.

C&B: How do you see the balance between automation and the human touch in HR processes?
Ionuț Păun: Automation should free up HR’s time for what truly matters — connecting with people.
Technology supports processes, but culture can only be built through human interaction.

C&B: What has been your greatest professional achievement within City Grill Group so far?
Ionuț Păun: The City Grill Olympics — a gamification project through which we boosted engagement and brought together colleagues from all departments, regardless of their position or background.
Through diverse activities — from football, yoga, dancing, table tennis to cooking workshops, self-defense classes, or makeup courses — we proved that when you invest in people beyond work, you build authentic connections and real loyalty.
For me, this project confirmed that engagement is built through care, creativity, and authenticity.

C&B: If you were to summarize your leadership philosophy in a few words, what would they be?
Ionuț Păun: Balance. Clarity. Trust.
I believe in authentic leadership that inspires by example, not authority.
Your position doesn’t grant you trust or influence — your daily actions do: how you listen, respect, and remain consistent.

C&B: What advice would you give to young professionals aspiring to a career in HR and leadership roles?
Ionuț Păun: Start by understanding people, not just processes.
Be patient, stay curious, and keep learning.
Leadership in HR is not earned through titles, but through the trust of those you lead and collaborate with.

Through his authentic and balanced approach, Ionuț Păun manages to transform HR from a support department into a true engine of culture and performance. In a constantly changing industry, City Grill Group stands as an example of a community united by values, respect, and trust — proving that long-term success is built with people, for people.

Read also: Jean-Lorin Sterian – Artistul care a transformat casa într-un teatru și arta într-o experiență personală – Revista Careers & Business România

Read also: Ioana Voinescu: „Sustainability is not just a profession — it’s a mindset” – careers-business.com

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C&B: You’ve built a solid career in a field that, until recently, didn’t even exist in its current form – corporate sustainability. How did this professional journey begin for you?

Ioana Voinescu: My professional journey began in the world of corporate banking, where for almost 20 years I learned how value is created through a deep understanding of business, risk, and financial responsibility. Over time, I discovered that the true value of an organization is not measured only in numbers, but also in how it contributes to the well-being of communities and the protection of the environment.
At that time, there was no sophisticated regulatory framework for ESG, but intuition and curiosity about the non-financial impact of decisions gradually led me toward the field of sustainability. I developed during a period in which I learned from every project and every partnership, building step by step a practical understanding of how sustainability principles can be integrated into a bank’s activity.
Today, in my current role, I see this transition as a natural evolution: sustainability has become a way of thinking — one that constantly challenges you to connect economic performance with long-term impact and responsibility toward people and the planet.
What has motivated me most is the fact that sustainability is a living practice — one that pushes you to stay mindful of the consequences of every decision. I have seen how, step by step, sustainability has become part of strategic conversations. I believe my true professional journey began when I realized that sustainability is not just a profession, but a mindset.

C&B: What attracted you most to the idea of sustainability, and how did you know this was the right path for your career?

Ioana Voinescu: I’ve always been drawn to the idea of balance — between performance and responsibility, between results and the way you choose to achieve them. In sustainability, I found that space where strategic thinking intertwines with ethics. It’s a field that challenges you to look at things systemically, to understand the interdependencies between economy, society, environment, and governance, and to build bridges between them.
For me, it was the place where personal values and professional skills met naturally. I knew I was on the right path when I began to see results that were not measured only in KPIs, but in trust, long-term partnerships, and stronger communities. Sustainability offered me the deeper meaning of my work: the conviction that every good decision, no matter how small, can generate real and positive impact.

C&B: If you could go back in time, what would you tell Ioana at the beginning of her professional journey?

Ioana Voinescu: I would tell her to be patient with herself and to trust the process. Not to rush to have all the answers, because a career path is not a straight line — it’s a construction that reveals itself step by step. Her curiosity will always be her best guide — she should follow it, even when the direction seems unclear.
I would also tell her that perfection doesn’t matter as much as the meaning behind every decision. That experiences, people, and challenges will shape her professional identity — and in time she will realize that everything had a purpose, even the stages that seemed like detours.

C&B: What was the most difficult moment in your career, and how did you manage to turn it into a leadership lesson?

Ioana Voinescu: The most difficult moment in my career was when I had to maintain a balance between what was urgent and what was right in the long term. In a complex project, external pressures were high, expectations were different, and solutions were not obvious. That was when I truly understood what leadership responsibility means — to stay calm, to listen, to bring people together around a shared direction, even when the path seems unclear.
That episode taught me that leadership is not only about vision but about moral resilience — about the strength to remain faithful to your values, even in difficult times. Looking back, I realize that those situations, which seemed like impossible challenges, became turning points — moments when trust was built, both within the team and within myself.

Path and professional development

Ioana Voinescu’s journey in sustainability proves that this profession cannot be learned only from regulations — it is built through experience, courage, and consistency. From banking to sustainable leadership, her path reflects the maturity of a field that transforms not only companies but also mindsets. In a world where performance is often measured only in numbers, Ioana’s voice reminds us of the importance of balance, purpose, and responsibility. Sustainability, as she describes it, is not a trend or a profession, but a conscious choice — the choice to create value with care for people, community, and the future.

Read also: Doru Curoșu: cum construiești lideri și organizații puternice, investind în oameni – Revista Careers & Business România

Read also: Gabriela Constantinescu: On Authentic Leadership and the Courage to Reinvent Yourself – careers-business.com

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C&B: If you were to describe yourself briefly, in one sentence meant to spark curiosity, what would you say about yourself?

Akira Enzeru: A man in love with art, beauty, and simplicity.

C&B: If we asked your colleagues or collaborators how they would describe you, what do you think they would say?

Akira Enzeru: The ballerinas would say perfectionist, my friends would say adventurous and passionate about travel, and my students would describe me as someone devoted to sharing the art of photography.

Journey & Beginnings

C&B: What were you like at the beginning of your career, and how do you feel you’ve changed over time?

Akira Enzeru: I like to think I’m still the same as I was at the beginning — passionate and eager to grow. My photographic journey started with painting. My father was a painter, and by observing him, I became curious and eager to create what he could. It was only a small step — at the age of six, I received my first film camera.

C&B: Looking back, what were the turning points that shaped your professional path or business?

Akira Enzeru: The transition from hobby to business happened slowly but steadily. The university I graduated from was in a completely different field — although I could say that chemistry, too, is a form of art. My mother’s influence played a part in that choice, guiding me toward completing my studies in that area. In the beginning, I took photos out of a desire to create, to reproduce images I saw in books or magazines. I could say that my shift toward business began with event photography. When you’re a child and realize that, beyond verbal appreciation, you also get paid for your photos, that satisfaction becomes a great motivator.

“The desire to evolve made me seek a path from which I could always learn something.” – Akira Enzeru, photographer and founder of Akira Enzeru Academy

Challenges & Decisions

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

Akira Enzeru: I wouldn’t define any challenge as difficult. I’ve always approached challenges as opportunities to learn something new. We all experience emotions, especially when facing something unfamiliar. But each new challenge brings a lesson.

C&B: What decision has most changed the direction of your career or business?

Akira Enzeru: The word “decision” makes me think of a radical change — which didn’t happen in my case. Since I was about three or four years old, I’ve followed the same artistic path. My love for art also led me to dance, especially ballet. That’s how my dearest project, “Ballerinas Everywhere”, was born — blending the art of dance with photography.

C&B: Did your leadership and decision-making style develop naturally, or did you build it over time through experience?

Akira Enzeru: The desire to grow has always made me look for paths that teach me something new. Being a perfectionist, I always try to get as involved as possible in every project I take on.

Present & Differentiators

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

Akira Enzeru: A typical day is a mix of traveling, photographing, and editing. For me, editing brings photography closer to painting. Turning my hobby into a profession feels like the fulfillment of my dreams — and those of my parents, who supported me as much as they could over the years.

C&B: What do you think makes you different from other professionals or businesses in your field?

Akira Enzeru: Photography, like any other art form, is a means of expression, so every photographer has their own way of expressing themselves. That’s why I can say we’re all unique in our own way. I believe involvement is essential in any profession — when you do something with passion, it shows. And I truly do what I love.

Values & Inspiration

C&B: Has there been a dream or desire that has always kept you motivated, regardless of obstacles?

Akira Enzeru: The desire to take a better photograph tomorrow than I did today.

C&B: What values or principles guide you day by day, and how do you keep them alive in what you do?

Akira Enzeru: I try not to be influenced by trends or by others’ expectations, but to create based on what I truly feel. I remain faithful to my style, even if that sometimes means swimming against the current.

C&B: If you could share one message with those who see you as a role model, what would it be?

Akira Enzeru: “Have the courage to be yourself, even when your voice sounds different from others — because authenticity is the most powerful form of art.”
In an artist’s profession, the temptation to conform or to create for the audience’s approval is real, but true value comes from creating from a sincere, personal place. I would tell those who see me as a model to trust their intuition, not censor their vision, and remember that every unique expression has the power to change someone’s perspective.

Through his art, Akira Enzeru reminds us that beauty is not found only in the image but in the way we choose to look at the world. With every photograph he takes and every class he teaches, he inspires an entire generation to seek authenticity, nurture curiosity, and transform passion into vocation.

Read also: Sergiu Acsinte – Between the Tradition of Leathercraft and the Modern Vision of Entrepreneurship
Read also: Ana Roșca transformă curajul în putere și construiește un drum autentic în antreprenoriat

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C&B: If you had to describe yourself briefly, in a single sentence that sparks curiosity, what would you say about yourself?
Larisa Stanciu: Hi, I’m Larisa and I wear many hats – mother, corporate professional, and Pilates & Fitness trainer, founder of The Core Society for everyone who wants to turn movement into a lifestyle. I like to think of myself as a work in progress – always eager to learn, grow, and discover new ways to become a better version of myself. I dream of being that energetic, active old lady who enjoys life to the fullest.

C&B: If we asked your colleagues or collaborators to describe you, what do you think they would say?
Larisa Stanciu: People around me say I always go above and beyond, that I bring value to what I do, and that I have a dose of tough love – I challenge people to grow, but with authenticity and passion.
At the same time, I’m not afraid to admit that I also have struggles, ups and downs – I believe that owning your vulnerability and staying authentic are part of your real strength.

Journey & Beginnings – Larisa Stanciu

C&B: What were you like at the beginning of your journey, and how do you feel you’ve changed since then?
Larisa Stanciu: One evening, while scrolling through Facebook, I saw a post from a neighbor inviting people to try Reformer Pilates. Being naturally curious, I wrote to her right away and found out that the studio was actually on my street. I had no excuse. I booked a class – and it turned out to be one of the best decisions I’ve ever made. Practicing alongside her, who later became a close friend, made me fall in love with this sport. Her passion and the energy with which she pushed me to do more inspired me to want to do the same for others: to create a community where ordinary people feel good doing sports and to spread the message that movement is for everyone – from children and teenagers to adults and seniors. That’s how The Core Society was born.

Today, I’m like a sponge: constantly learning, practicing, and inspiring alongside those who choose to join me on this journey. I’ll always be grateful to my friend for igniting this passion in me and motivating me to aim higher. Discipline has become my ally, and everything I learned in program management now helps me as I build my own business.

C&B: Looking back, what were the turning points that shaped your professional path or business?
Larisa Stanciu: The moment I realized I wanted to do more – even though I didn’t yet know exactly what or how – was during a vacation in Greece. I had gone to Athens for a bachelorette party, and because I have a rule not to go more than a day without working out, I booked a Reformer class at a local studio.
At the end of the class, in the locker room, I met several women between 50 and 70 years old. We started chatting, and I was pleasantly surprised to discover that for them, exercise was a lifestyle – even recommended by their family doctor. Two of the eldest ladies simply said, “How else can we enjoy our second youth if we can’t move easily?”
That simple truth stuck with me. It took a while for the business idea to take shape – during that time, I spoke to many people and looked for inspiration. At some point, I chose to follow the principle “be the change you want to see in the world” and started building a plan. Now I follow it step by step. I’m sure changes will appear along the way – but hey, we work agile. Haha.

“Movement is a lifestyle, not a 30-day challenge.”

Challenges & Decisions

C&B: What has been the most difficult challenge so far, and how did you overcome it?
Larisa Stanciu: The hardest challenge so far was setting the prices for one-on-one sessions, group classes, and memberships. It might seem trivial, but for me it wasn’t simple at all. Not because I can’t put a price on what I do, but because, deep down, I wish I could offer these sessions for free. I asked for help to clarify my thoughts, and that made me see things differently: price isn’t just a number – it’s a commitment people make to themselves and, at the same time, a deposit of trust in me. People invest in me so I can become a better instructor, a more skilled specialist – and they also invest in themselves, choosing to practice this sport correctly, under professional guidance, with respect for their health and time.

C&B: What decision has most changed the direction of your career or business?
Larisa Stanciu: One of the most important decisions was to start even though the studio wasn’t ready. I realize now that if I had waited for the perfect moment, I probably still wouldn’t have taken the first step and would have stayed stuck in planning. The perfectionist in me wanted a flawless business plan, risk-free. The dreamer imagined success. But then the program manager in me stepped in – looked at the plan pragmatically and made clear decisions: I defined an MVP, iterated several times, sought mentorship from experienced teachers, and started executing the steps one by one. That made all the difference – progress, not perfection.

C&B: Did your leadership and decision-making style develop naturally, or was it built over time through experience?
Larisa Stanciu: My leadership and decision-making style didn’t just appear naturally – it was built step by step, through experience. I was shaped by both my corporate roles, where structure, rigor, and clear responsibilities mattered, and my experience as an entrepreneur in the Pilates niche, where I discovered the importance of adaptability and community. Today, I blend discipline and data analysis with empathy, listening, and sometimes a bit of tough love – because I know people grow when they’re challenged, but also supported and encouraged. I believe my style is still a work in progress, but that’s exactly what makes it authentic and relevant.

Present & Differentiators

C&B: What does a typical day look like for you now, and which moments bring you the most joy?
Larisa Stanciu: A typical day for me means wearing all my hats: mom, partner, trainer, and entrepreneur. My schedule may seem like organized chaos, but the greatest joy comes from being at peace with myself. That allows me to be fully present in every activity – whether I’m building Lego with my daughters, leading a workshop at the office, or coaching a Pilates session. This sense of balance is what brings fulfillment.

C&B: What do you think sets you apart from other professionals or businesses in your field?
Larisa Stanciu: What makes me different is that I truly understand what a busy lifestyle means – I’m also someone juggling many roles, and I hope I manage to convey the normalcy of imperfection, which to me means authenticity. I want ordinary people like me to see themselves in what I do. I want to promote the idea that movement isn’t a 30-day challenge but a sustainable lifestyle. Pilates doesn’t need to be intimidating or reserved for the super-fit – it should be accessible to everyone, regardless of age or level. Through The Core Society, I aim to build a community based on inclusion, where we support each other, learn from one another, and celebrate every bit of progress – no matter how small. For me, the real value isn’t just in the exercises on the mat, but in the sense of belonging and the strength you discover when you realize you’re not alone in your journey.

Values & Inspiration

C&B: Has there been a dream or desire that has always kept you motivated, no matter the obstacles?
Larisa Stanciu: If I had to define myself by one dream that has always kept me motivated, it would be the desire to help others. That has been the common thread in everything I’ve done – whether as a program manager seeking clarity and helping teams succeed, as a mother, partner, or Pilates instructor. For me, success has no value unless it also impacts others. I love being the person who offers a helping hand, who creates contexts where others can grow, feel better in their own skin, and discover their potential. I think that’s what keeps me going even when obstacles appear – the thought that what I do isn’t just for me, but for the community and people I can inspire and support.

C&B: What values or principles guide you every day, and how do you keep them alive in what you do?
Larisa Stanciu: The values that guide me daily are authenticity, discipline, and the desire to bring value to those around me. I believe authenticity means showing who you truly are – with strengths and vulnerabilities alike. Discipline keeps me on track even when motivation fluctuates, and the desire to help and build communities helps me see the bigger picture beyond the daily grind. I keep these values alive through how I organize my time, raise my children, and bring energy to a Pilates class or a work project. For me, values aren’t abstract concepts – they’re concrete anchors reflected in my daily actions and decisions.

C&B: If you could share one message with those who see you as a role model, what would it be?
Larisa Stanciu: Movement is a lifestyle, not a 30-day challenge.

At the end of the day, for Larisa Stanciu, success isn’t measured by the number of subscribers or classes taught, but by the community she’s built around the values of balance, discipline, and authenticity. Through The Core Society, she proves that movement can be a source of joy, confidence, and belonging — a space where people relearn how to feel good in their own skin, at their own pace. And her message remains simple yet profound:
“Movement is a lifestyle, not a 30-day challenge.”

Read also: Radu Georgescu and Gecad Ventures – Vision, courage, and lessons from a life dedicated to entrepreneurship

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C&B: If you had to describe yourself briefly, in a single sentence that sparks curiosity, what would you tell us?

Ana Roșca: I am the kind of person who doesn’t take “it can’t be done” for an answer, who ventured into the world of translation services almost two decades ago, and who wouldn’t trade this journey for anything else.

C&B: If we asked your colleagues or partners to describe you, what do you think they would have to say about you?

Ana Roșca: Honestly, I think their answers would be fun to hear, but the truth is, many of our clients and collaborators have been with us since the early years, and that in itself speaks volumes. As for the team, one of my colleagues has been by my side for 11 years, so I’d like to think I’m not entirely impossible to work with . I’ve had the good fortune of being around people who’ve taught me a lot, helped me see my shortcomings, and encouraged me to keep improving.

C&B: What were you, Ana Roșca, like at the start of your journey, and how do you feel you’ve changed over the years?

Ana Roșca: In the beginning, I had very little confidence in myself. I avoided any situation that pushed me out of my comfort zone. I was the one hiding in the background so I wouldn’t be seen, worried about making mistakes and being judged. Now I’m at the complete opposite end of the spectrum. I’ve come to understand that striving for perfection isn’t the goal, it’s about seeking out new experiences that allow you to evolve, because that’s how you truly learn more about who you are. Entrepreneurship is about effort, mistakes, and resilience. Mistakes will happen, but what truly defines us is the ability to turn them into lessons rather than let them shape our identity.

C&B: Looking back, what were the turning points that influenced the course of your career or the growth of your business?

Ana Roșca: One of the most difficult moments in my professional journey was having to part ways with the friends who helped built the foundations of the business. We shared a beautiful friendship that began in our university years, but at some point I realized that our values and views of the business no longer aligned.
It was a very difficult decision – painful, in fact – but it was necessary. Friendship alone, however meaningful, is not enough to keep a business partnership going. You need discipline, accountability, a common vision, and real commitment. That’s why I encourage anyone starting out to think very carefully about who they choose to walk this path with.

C&B: What has been the toughest challenge faced so far, and how did you manage to overcome it?

Ana Roșca: One of the toughest challenges came just after my eldest son was born. when I had no choice but to go back to work because one of my business partners was preparing to move abroad. From the time he was four months old until he turned 1, and I could enroll him in daycare, I brought him with me to the office every day. I had prepared a room for him at work, and while everything was in place, I can’t deny it was quite challenging.

C&B: What decision has had the greatest impact on the direction of your career or business?

Ana Roșca: For me, the turning point was deciding to move forward on my own, building a new team and letting go of the friends I had started with. After seven years in business and a solid client portfolio, I went back to square one, with a new website and a new team. Quite frankly, if I hadn’t chosen that path then, I wouldn’t be standing here today.

C&B: Has your leadership and decision-making style developed naturally, or was it shaped over time by various experiences?

Ana Roșca: I don’t believe business is about “leading” in the strict sense; it’s more about “ directing” and “inspiring”. For me, education was the vital structure—the base on which I built everything. The academic environment plays a key role in shaping us. It provides structure, instills discipline, but it also opens the door to uncovering skills and viewpoints we might not otherwise have considered. From my perspective, professional growth is a lifelong process. I truly believe that succeeding and evolving in entrepreneurship requires curiosity, openness, and the honest drive to become a better version of yourself. That’s why I continuously take courses, listen to podcasts, read, and, above all, attend networking events, where I meet other business owners and learn from their experiences. Each interaction, each story, each challenge tackled differently turns into a meaningful lesson for me.

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

Ana Roșca: My everyday schedule is usually packed, and some might even call it chaotic. But the busier I am, the more energized and enthusiastic I get. I arrive at the office around 9:00 a.m., go through client inquiries, check in on projects with my colleagues, and then drop off my younger son at school. Later, I’m back for some Zoom meetings, and by evening I’m either at a networking event or working out at the gym. Once I’m home, I take care of dinner or join my kids at one of their extracurriculars: basketball, guitar, or drums.

C&B: What do you believe sets you apart from other professionals or other businesses in your field?

Ana Roșca: I’d say it’s my ability to reinvent myself that truly sets me apart. At first, all I could offer were translation services. Gradually, I discovered the importance of adding interpretation, dubbing, and book translations. Seeing the website www.traduce.re up on the big screen in cities throughout the country, and featured on the covers of books for both adults and children, was immensely rewarding.

C&B: Has there been a dream or desire that has always kept you motivated, no matter the challenges?

Ana Roșca: My grandmother on my mother’s side played a very important role in my upbringing. She taught me that it’s our responsibility to leave the place we live in better than it was when we came into it. In other words, we should leave something meaningful behind. Knowing that even ten years from now someone may open a book translated by my team is more meaningful than I could ever put into words.

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

Ana Roșca: Discipline, perseverance, and integrity are the values I live by each day. I believe in staying true to our word, in lifelong learning, and in putting our soul into the work we do. I also believe that when the environment we spend our time in is healthy and balanced, the people we interact with naturally become a constant source of inspiration, ideas, and solutions.
My sense of continuous evolution is fueled by the very people I surround myself with. My colleagues, my collaborators and, maybe most surprisingly, my kids. They teach me patience and courage, and they give me a fresh perspective on life. Each day brings valuable lessons from those around me, and I couldn’t be more grateful.

C&B: If you could share one thought with those who see you as a role model, what would it be?

Ana Roșca: Never stop learning! Success isn’t born of perfection, but of the constant pursuit of becoming a better version of yourself.

Ana Roșca inspires through courage and balance. She builds her success through hard work, clarity, and respect. Every experience brings her closer to herself and her team. She constantly seeks meaning, not just results. Her story remains a lesson in perseverance and authenticity.

Read also: Mircea Nicoară: Where Business Meets Spirituality

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