He is a professional with over 20 years of experience in leadership, communication, and management, built across very diverse industries, from media and public administration to NGOs and strategic consulting.

He currently holds the role of Executive Director at Școala Liberă Waldorf Sophia in Brașov, where he oversees the organization’s strategic and operational direction in a context that requires balancing educational vision, financial sustainability, and growth.

His career path has not been linear, but rather guided by projects that share a common essential element: real impact on people and communities.

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

Nicoleta Cîrjan: Looking back, the thread of my career is built around the idea of building and transforming.

I started in media and communication, in organizations such as TVR and Kanal D, where I learned how messages are crafted and how public perception is influenced. It was a very intense period that trained me to quickly understand people and context.

Later, I transitioned into the NGO and sustainability space, through projects developed within Green Revolution Association and later as the founder of MAINOI Association, as well as in my role as Sustainability Manager at Electric Castle Festival. That’s where I learned what real impact means and how to build initiatives that mobilize communities and change behaviors.

As I matured, both professionally and personally, including through my role as a mother, my move toward the education sector came naturally, through my position as Marketing & Communication Manager at All About Parenting by Urania Cremene. There, I worked directly with parent communities, built relevant communication strategies, and gained a deep understanding of the real needs of families in relation to education. This was למעשה my first profound interaction with this field.

A defining moment in my career was entering public administration, within the Brașov City Hall, where I coordinated external relations, tourism, and the city’s events. Managing a significant budget and complex projects with impact on an entire city taught me what responsibility at scale truly means.

And the most recent chapter, my role as Executive Director at Școala Liberă Waldorf Sophia, is perhaps the most complex, as it brings together all these experiences into a living system where every decision has a direct impact on people, from children and parents to the team and the wider community.

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

Nicoleta Cîrjan: The most difficult point wasn’t a single moment, but rather two major transitions, each with its own challenges.

The first was moving into public administration, a very different environment from where I came from. It brought a different pace, clear structures, slower processes, and a high level of institutional complexity. I had to learn how to navigate a system where decisions depend not only on efficiency, but also on context, procedures, and multiple levels of validation. It was a period in which I learned patience, as well as how to achieve results within an apparently rigid framework.

The second difficult transition was entering the private education system in an executive role. If in public administration the challenge was structure and pace, here the difficulty comes from the sensitivity of the field. In education, decisions are never just operational or financial—they are deeply human, with direct impact on children, parents, and teams. I had to recalibrate my decision-making approach and constantly balance vision, reality, and emotion.

Looking back, I’ve realized that what helped me move forward each time was flexibility. The ability to adapt quickly, understand context, and build the right solutions for each environment has become my professional superpower.

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

Nicoleta Cîrjan: If I were to summarize it in a personal motto, it would be: “Be yourself and change the world.”

It’s an idea that has consistently guided me, including during the time I built an NGO around this principle. Beyond the wording, it has never been just a slogan for me, but a deep belief: real change begins when people truly embrace who they are and act from that place.

Looking back, all stages of my career, whether in media, NGOs, public administration, or education, have had one common denominator: the desire to build projects that have meaning and create real impact, not just immediate results.

I was never motivated by status, but by contribution. I’ve always been interested in how I can genuinely influence people, communities, or systems.

Today, this principle is very clearly reflected in the field of education. I believe it is one of the few areas where you can generate deep change, even if not immediately. And our role as leaders is to create contexts where people can become themselves and, from that place, contribute further.

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

Nicoleta Cîrjan: At the beginning, I was very execution-oriented, focused on doing things well and quickly. I had a lot of energy, determination, and a strong need to prove that I could deliver results.

Over time, things changed. I realized that it’s not enough to do things well, it’s essential to understand why you’re doing them and how everything connects within a larger system.

The most important transformation was the shift from execution to building. From solving things to creating contexts in which things work without constant intervention.

I’ve become more attentive to people, dynamics, and rhythm. If at the beginning I focused on results, today I focus much more on process and sustainability.

At the same time, I’ve become more comfortable with uncertainty. I no longer feel the need to control everything, but rather to understand direction and create the framework in which the team can perform.

In essence, my transformation has been from proving to building and supporting growth, both for organizations and for the people around me.

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

Nicoleta Cîrjan: I think they would first say that I am demanding. I have high standards and I want things to be done well, with meaning and responsibility.

At the same time, I believe they would say I am involved and present. I’m not a distant leader, I like to deeply understand things, stay close to the team, and build alongside people, not just coordinate from a distance.

They would probably also say that I don’t avoid difficult decisions. I prefer clarity, even when it’s uncomfortable, because in the long run it creates stability and trust.

And perhaps most importantly, I think they would say I am consistent. I don’t change my principles depending on the context, and I try to build an environment where people know what to expect.

Last but not least, I hope they would say I am a leader who sees potential in people and supports them to grow, not just to perform.

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

Nicoleta Cîrjan: The most important decision was stepping out of my area of expertise, communication and marketing, and moving into management.

Although I had consistently held coordination and project management roles for teams of over 150 people, the truly defining moment was entering a leadership position in public administration. It was the first context in which responsibility was no longer just about delivering projects, but about an entire system: teams, significant budgets, and, most importantly, managing public resources.

It was not a comfortable transition. I entered an environment with clear rules, complex processes, and high expectations, where I had to learn quickly and make decisions with real impact. It was probably the most intense way I could have made the transition from specialist to leader.

That experience completely changed my perspective. I began to think holistically, to take ownership not only of direction but also of the consequences of decisions.

Looking back, that was the turning point, the moment I moved from building strategies to building systems and organizations.

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

Nicoleta Cîrjan: It was definitely a combination of something natural and something learned over time.

Naturally, I’ve always had the tendency to take responsibility and move things forward when I believed in an idea. I’ve organized and coordinated people from early stages in my life, without necessarily aiming for it, it was simply how I functioned.

At the same time, true leadership has been, and still is, a continuous learning process. I’ve learned, and I’m still learning, how to understand people, accept them as they are, and create a framework where everyone can contribute their best.

When it comes to decision-making, it didn’t come naturally at first. It involved a lot of personal development—learning not to postpone, not to chase perfection, and to take decisions even when not all the answers are available.

Today, leadership for me means clarity and accountability, but also the ability to build a context in which people are involved in decision-making. I strongly believe that people shouldn’t just execute, but contribute, understand, and over time learn to take ownership of their own decisions.

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

Nicoleta Cîrjan: In reality, there is no “typical” day—and I think that’s one of the things I enjoy most about my current role.

My days are a mix of strategic decisions and very concrete, sometimes unexpected situations. I might start with discussions about budgets, development, or organizational direction, and continue with meetings with the team, parents, or partners. It’s a role that requires being present on multiple levels at once.

What brings me the most satisfaction are the moments when I see things working coherently without my direct intervention. That means the team is aligned, processes are well built, and direction is clear.

At the same time, the small moments matter too: a meaningful conversation with a colleague, positive feedback from a parent, or those meetings when new parents visit the kindergarten or school and you can see their joy and relief in finding the right place for their children.

For me, satisfaction doesn’t come only from results, but from building an organization that grows in a healthy way and from developing the people who support it.

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

Nicoleta Cîrjan: I believe three things constantly guide me: a sense of fairness, professionalism, and humanity.

Fairness is essential to me. I try to make balanced and honest decisions, even when they are not the easiest or most convenient. In the long run, I believe fairness builds trust and stability.

Professionalism comes from respect, for the work itself and for the people I work with. It means clarity, responsibility, and consistency: doing things well, not just well enough.

But beyond these, I strongly believe in the human dimension, in the ability to connect with others, understand them, and take their context into account. Leadership is not just about goals and results, but also about people.

In practice, this means making fair decisions, staying consistent, and at the same time remaining attentive to people and the context I work in.

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

Nicoleta Cîrjan: I think the most important thing is not to wait for the “perfect” moment.

We often tend to postpone decisions or important steps until we feel fully ready. In reality, clarity comes from action, not from waiting.

At the same time, it’s important to stay true to your direction and values, even when the context becomes difficult or unpredictable. It’s easy to adapt externally, but harder to remain aligned with yourself.

And perhaps most importantly, don’t forget that the things that truly matter are built over time. There are no real results without consistency, patience, and accountability.

If I were to put it in one sentence: start, stay consistent, and build something that has meaning for you, not just something that looks good to others.

Nicoleta Cîrjan’s journey shows that authentic leadership is not built overnight, but through diverse experiences, deliberate decisions, and a constant drive to create real impact. From communication to management and education, each stage has contributed to shaping a balanced leadership style centered on people, values, and sustainability. Her message remains clear: progress comes from action, consistency, and the courage to build something meaningful.

The post Nicoleta Cîrjan: From Communication to Leadership: Lessons on Impact, Decisions, and Building appeared first on careers-business.com.

Alexandra Căpitănescu is a young Romanian artist known for her powerful voice and authentic stage presence. The winner of The Voice Romania 2023 and Romania’s representative at Eurovision 2026, she is quickly carving out her place among the new generation of artists. Together with her rock band, made up of five close friends, she writes and performs music, living every moment intensely, especially after their success in the national Eurovision selection, which brought them even closer, both on and off the stage.

C&B: If we were to look at a narrative thread of your career, what were the key moments that defined you?
Alexandra Căpitănescu: When I first came into contact with music, meaning singing and piano lessons. Then I started participating in TV competitions. Winning The Voice Romania trophy, which marked the true beginning of my career, forming my band, and winning the Eurovision Romania National Selection.

C&B: What has been the most difficult moment in your journey so far and how did you overcome it?
Alexandra Căpitănescu: The most difficult moment in my career was when I saw everyone else doing things while I felt stuck. I compared myself to others, criticized myself, thought I wouldn’t be a good songwriter, and lacked confidence in my vocal abilities.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Alexandra Căpitănescu: Yes! To have a successful and long-lasting career in music.

C&B: What were you like at the beginning of your journey and how do you feel you’ve changed since then?
Alexandra Căpitănescu: The enthusiasm has remained the same. I’ll let the photos speak for me.

C&B: If we were to meet your collaborators, what do you think they would say about you?
Alexandra Căpitănescu: Probably that I’m persistent, hardworking, and—just like my name suggests, the captain of the boat.

C&B: What is the most important decision you’ve made that changed your trajectory?
Alexandra Căpitănescu: To take risks and, above all, to sing for myself.

C&B: How did you build your leadership style or your way of making decisions? Was it a natural or learned process?
Alexandra Căpitănescu: It came naturally over time, by working with people, having good role models in my life, and of course, by making mistakes that I learned from.

C&B: What does a typical day look like for you now and which moments bring you the greatest satisfaction?
Alexandra Căpitănescu: Every day is different. My time is split between concerts, filming, and the studio, but the most important thing for me is being among people. I recently had a concert and my favorite part of the evening was when people were singing the songs with us.

C&B: What values or principles guide you in what you do and how do you apply them daily?
Alexandra Căpitănescu: Honesty, authenticity, perseverance, discipline, empathy.

C&B: If you were to send a message to people who follow your example, what would it be?
Alexandra Căpitănescu: In everything you do, boundaries are very important. Put your heart first, love your art, and allow yourselves to feel things without shame. Thank you for being with us and for helping us make our dream come true.

Alexandra Căpitănescu continues to inspire through authenticity, perseverance, and passion for music, shaping a promising path in both the Romanian and international music industry.

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Matin Moghadasi is a senior video editor and videographer with over five years of experience across the movie, digital marketing, and TV-series industries. He has collaborated with leading organizations such as Digikala and Rasmio, delivering impactful visual content. His work includes an award-winning documentary recognized as the Best Knowledge-Based Documentary by the national broadcasting organization. He is also the author of Video Editing Analysis, a practical guide to professional editing methods. His expertise combines creative storytelling with strong technical execution.

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

Matin Moghadasi: When I look at the narrative thread of my career, a few defining moments immediately come to mind. The most significant was during the production of our documentary Dastavard, when we were under intense pressure, shooting and editing each episode in just two days. Those days were exhausting, but when the documentary was later selected as the Best Knowledge-Based Documentary, I remember turning to my team and saying, “Our hard work really paid off.” Another key moment was completing my publication on video editing, inspired partly by being admitted to LSBU and Bournemouth university and by the support of my kind professor, Prof. Stefania Marangoni. Even though financial limitations in Iran prevented me from pursuing the master’s program, I decided to release the publication so that other students facing similar challenges could access knowledge, grow, and feel less held back by their circumstances.

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

Matin Moghadasi: The most difficult moment in my journey so far happened during the production of another documentary called Tamame Natamam. We had to travel back and forth between Iran and Iraq, shooting two episodes at a time in scorching heat, often stopping in the middle of long, empty roads or small towns to capture footage before returning to the capital for editing. The schedule was brutal everything took place during spring and summer, and our whole team was exhausted but I kept reminding myself that enduring these challenges would teach me something valuable and strengthen my career.

Another defining challenge was my first experience as a camera operator for a live program. I was extremely nervous, but a close friend who was the main cameraman taught me how to handle the large broadcast cameras in just twenty minutes. When the director started the countdown and guided me through the headset during the live show, I pushed through the pressure, delivered my shots, and realized in that moment that I was truly in love with videography. That experience motivated me to keep learning, improving, and taking on bigger responsibilities.

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

Matin Moghadasi: Yes, I’ve always had a clear dream guiding me, no matter the obstacles in my country. I’ve always wanted to work for a major international company in my field, build a life in another country, and continue my studies so that one day I can teach what I know. Sharing knowledge has always been meaningful to me, and the idea of teaching video editing and filmmaking genuinely motivates me. Because of this ambition, I’ve been learning English, preparing for the IELTS exam, and taking on a wide range of projects to strengthen my skills and portfolio. Step by step, I’m getting closer to that vision, and I truly believe it will become reality.

C&B: How did you see yourself at the beginning of your journey, and how do you feel you have transformed up to the present? 

 Matin Moghadasi: At the beginning of my journey, I always felt that becoming a successful video editor while also managing projects and learning to be a strong videographer was almost impossible. Everything seemed overwhelming, and I assumed the only way to improve was through formal academic environments. But after working on several real projects, I realized that hands-on experience teaches you faster and more deeply than I ever expected. Now, I see things differently. I’ve learned that everyone has their own pace and capabilities, and that growth can come from many directions. I also believe that returning to a college environment could support my development even further, especially by learning from others in my field and gaining broader professional insight.

C&B: If we were to meet your collaborators, what do you think they would say about you? 

 Matin Moghadasi: If you spoke with my collaborators, I think they would say that I’m someone who takes project deadlines very seriously and always puts in the effort to deliver at least a day early. They would probably describe me as detail-oriented and committed to maintaining quality in every stage of the work. I believe they would also mention that I’m someone who supports others during tough moments in a project and that I’m always willing to take on new challenges to learn and improve.

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

Matin Moghadasi: The most important decision I made the one that really changed my trajectory was choosing to actively take part in video shooting during projects instead of limiting myself only to editing. By pushing myself to learn from others on set and gaining hands-on experience behind the camera, I developed a dual skill set that opened new doors for me. This combination of videography and editing allowed me to collaborate with companies looking for someone who can manage both sides of production and support their teams during complex, fast-moving projects. It’s a decision that expanded my opportunities and shaped the direction of my career.

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

Matin Moghadasi: When it comes to leadership and decision-making, I’d say most of my approach developed gradually over time. Different situations shaped me especially seeing how various editors and team members behaved, because managing an intern is completely different from working with someone highly experienced. I also learned a lot by reading, and by having conversations with directors, producers, and project managers across different companies. Their insights helped me understand how to guide a team, make decisions under pressure, and keep a project moving smoothly. Over time, I blended all of these experiences into a leadership style that works for both production and post-production environments.

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

Matin Moghadasi: Right now, my days are pretty full and structured. Since I recently signed a contract with Rasmio and also freelance for organizations like Digikala and the Honar Pajohan Art Institute, I usually wake up around 6:30 a.m. to start working on ongoing projects before heading to the office by 9. After finishing my on-site work at 5, I return home and continue editing or take on other commitments sometimes including short-film work I do in collaboration with the blood transfusion organization project known as KARMA. From about 9 p.m. to 1 a.m., I focus on my personal development: summarizing books, creating useful posts for LinkedIn, and studying more about my field. And if I manage to find free time since I’m really into games i unwind with music and a few hours of gaming. The moment that brings me the most satisfaction is honestly when I get home, turn on my computer, and dive into either creative work or a bit of gaming to recharge.

C&B: What values or principles guide you in what you do, and how do you apply them on a daily basis?

Matin Moghadasi: The core value that guides me is the satisfaction of creating something meaningful out of raw material. Turning rushes into a complete, expressive video always motivates me it pushes me to explore different perspectives, make something people can enjoy, and challenge myself to grow with every project. I also believe strongly in discipline, especially when it comes to deadlines. Working in environments where timing is critical has taught me how to stay organized, manage pressure, and deliver consistently. I apply that same mindset in my daily life as well, because it helps me stay focused, reliable, and committed to my personal and professional goals.

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

Matin Moghadasi:  If I were to share one message with anyone who wants to follow a similar path, it would be this: stay hungry for learning. Our industry changes fast especially with new technologies and AI so you have to constantly explore new tools, platforms, and techniques to keep improving your speed and quality. I also believe it’s important to master at least two main programs deeply, while having basic knowledge of several others so you can adapt when a project demands it. In terms of skills, being flexible is everything. I started purely as a video editor, but by watching others, asking questions, and putting myself in new situations, I learned videography, production work, sound operation, and even how to manage lighting setups. Over time, you realize that this curiosity and flexibility give you the power to solve problems that others might struggle with. Keep watching, keep experimenting, keep trying new things one day, you’ll see how all these small steps shaped you into someone truly capable.

Matin Moghadasi’s journey highlights the power of persistence, curiosity, and continuous learning in the fast-evolving world of visual storytelling. From intense documentary productions to publishing educational material for aspiring editors, his path demonstrates how passion combined with discipline can open unexpected opportunities. As technology reshapes the creative industry, Moghadasi remains focused on expanding his skills, sharing knowledge, and pursuing his dream of working internationally while inspiring the next generation of filmmakers.

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Grațian Mihăilescu is the founder of UrbanizeHub, an organization focused on sustainable urban development. Grațian studied in Germany, Italy and Belgium, completed a PhD in urban governance, and since 2022 has been part of the European Commission’s Board within the 100 Climate Neutral and Smart Cities mission, a flagship EU program. In recent years he has collaborated as an expert with the World Bank and the European Commission on projects related to strategic planning, urban innovation, public policy and sustainability. Together with his colleagues at UrbanizeHub, he has implemented important projects in urban regeneration, climate neutrality and participatory urbanism, all involving thousands of people in the process. He strongly believes in his mission to transform cities into cities for people.

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

Grațian Mihăilescu: I believe I had several key moments. Like anyone else. The first was when I left on a scholarship to Germany at the age of 27. It was a time when all my friends were chasing well-paid jobs and the stability of a position. I was curious and asking questions. I was eager to learn. I left at 27 from a multinational company where I had a good salary to join a study program in Germany, without really knowing what I would do afterwards.

Then, after five years of experience across Belgium, Germany, Italy, Hungary and Serbia, I returned home. And that is when the struggle began. Because it truly was a struggle. Society was not ready for the ideas I had cultivated during those years of work, study and practice. My ideas were considered too utopian, people told me. They said I could not do such things in Romania.

Then came the second key moment: 2016, the year when the world opened up.

In February 2016 I left Europe for the first time: Nepal and Bangladesh, together with my friend Mihai, for a dream that seemed too big on paper but perfectly possible in reality. We went there for a noble cause: building a library in a rural area of Bangladesh, a project dreamed of by my master’s colleague Sayed since 2010.

On the construction site of that library I truly felt, for the first time, that anything is possible when you bring the right people to the same table, people with the same energy and concerns, and direct resources toward a shared effort. That was the moment when the spark ignited in me, from which UrbanizeHub was born shortly after—although at the time it seemed like pure madness to launch an initiative about smart and sustainable cities from scratch.

The hometown and the trust that changes destinies

In June 2016, the new mayor of my hometown, Reșița, chose to believe in my expertise at a time when I was still building myself. Communication and the city’s development plan became topics we developed together: at the level of public discourse, strategy and urban development vision.

It was a collaboration in which I learned enormously from an entrepreneur, while he took from me vision, strategy and an eye for opportunities that can change a city. Ten years later, Reșița has attracted 250 million euros in European funds and is probably the city with one of the most significant transformations in terms of public investment.

When “no” becomes “yes” and changes your world

In December 2016, after two consecutive rejections from the Aspen Leadership Program, I was accepted into a global leadership program in San Francisco. The program was short and intense, with another 100 leaders from around the world, and it changed the way I think, act and mobilize resources—both human and financial—for projects that transform communities and cities. It was the kind of experience that rearranges your inner map: after it, you cannot return to the old version of yourself.

Three moments, one direction

Looking back, I realize these three moments were more than isolated achievements. They shaped my personality and left their mark on how I see the world, work and people. Most importantly, they defined my future. They created a mix in my life of social engagement and entrepreneurship, of impact and business, of communities and better cities.

The journey of 2016—the people, the places, the seemingly crazy decisions—guided the last decade of my life: the projects I built, the connections I formed, the team I gathered around the same vision.

C&B: What challenges did you encounter in developing UrbanizeHub, both from a platform perspective and in terms of social impact?

Grațian Mihăilescu: The first challenge came around 2012 when, after five years of experience in Belgium, Germany and Italy, I returned home. That is when the struggle began. Because it really was a struggle. Society was not ready for the ideas I had cultivated during those years of work, study and practice. My ideas were considered too utopian, people told me. They said I could not do such things in Romania.

I fought this battle from 2008 until around 2016, when, as I mentioned earlier, the world started opening up and my ideas and projects began to take root. Changes happened in cycles, and I believe many things shifted at the level of mentality after the Colectiv tragedy, unfortunately. We needed a tragedy to trigger some reforms and to awaken part of society. Roșia Montană was the beginning in 2012, then Colectiv, and later the justice protests in 2017–2018. All these events somehow transformed society and the perception of certain issues.

When I launched UrbanizeHub in 2016, I was talking about cities for people, about technology and sustainability, while the public discourse at the time revolved around corrupt mayors, sidewalks and flower beds. That was roughly the level of perception back then. Now, ten years later, people talk about quality of life, housing, urban regeneration and the need for green spaces. I like to believe we also contributed a small brick to that evolution.

In terms of social impact, we have one ambition: to continue participatory projects. All the projects we have carried out so far—strategic planning, urbanism, urban regeneration or innovation—have involved tens, hundreds and perhaps thousands of people. Educate, Connect and Inspire are the pillars on which we developed the first urban festival about the future of cities: New Urban Habits. We also have Urban Lab for Green Cities, where we build strategic partnerships with universities and city halls to organize idea competitions for greener cities. Through innovative methods that we patented at the EU level, we bring people together to work on the future of cities.

What I would like to see is more openness to dialogue and communication from the private sector, which should support such initiatives. People must understand that change also comes from the private sector, not only from the public sector. The more companies and businesses get involved in these kinds of actions, the more the value of urban living will grow and cities will begin to look like sustainable communities.

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

Grațian Mihăilescu: Yes. I have always been an engaged person with a strong thirst for knowledge. I am and always have been a curious person who constantly wants to step outside the comfort zone. I always wanted to do things with impact. I never considered money a goal. It is a tool. I never chased power, money or positions. I am someone who built himself through experiences, studies, research, projects and people.

I always wanted to accumulate knowledge and expertise, to experience different educational systems and to understand certain questions I was asking myself. One question that has guided me since 2016 is: What would you do if you knew you could not fail?

I am also very ambitious. I never accepted resignation. I always tried to do things even when everyone told me it was impossible. Over time, after many failures, rewards also came. There is no magic formula. It is a lot of work and endurance. It is a mindset you build over many years. Not everyone can have it.

I never had grand objectives, but rather stage objectives: I want to study abroad, I want to receive a scholarship from the Commission, I want to work with the European Commission or the World Bank, I want to build an organization that shapes the future of cities. I am living my dreams. And I constantly need dreams because they make me wake up in the morning and start the day with energy.

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

Grațian Mihăilescu: I was less experienced, impatient, more inclined toward micromanagement, very attentive to small details, and easily upset if things did not turn out as I had planned. With age came wisdom and patience. Confidence is always there now, compared to 20 years ago when I could not make decisions because I was afraid of making the wrong one.

There are many things you gain with time and experience. They all relate to human qualities, and I believe people should evolve constantly until the end of their lives. We continuously learn and shape our personalities. I hope so.

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

Grațian Mihăilescu: That I am tireless. That would probably be the first thing. That I have energy. I have some colleagues in their early twenties who cannot keep up with me. That is how I grew up: active, constantly stepping outside the comfort zone, always generating new ideas and proactive approaches.

They would probably say I am a good communicator. I enjoy that. I studied it. I practice it constantly, both on social media and on television.

They would say I have solid expertise in what I do and that I dedicate myself fully to my work. For me, things are simple. After many failed attempts, I had the privilege to grow a project exactly as I envisioned it: UrbanizeHub. Through it I do things I enjoy—urbanism, public policy, education, communication, festivals and sustainable development. These are all beautiful topics that I care deeply about. When you do things you are passionate about, you do not feel like you are working. You feel that you are investing your energy with meaning.

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

Grațian Mihăilescu: The first step was leaving for Germany on a scholarship. My life took a completely different direction then. At a time when people were chasing stability and jobs, I was chasing knowledge and experiences that would shape my future, without really knowing what that future would look like.

Then moving to Brussels, where I lived for about three years in total. Then leaving for Trento in Italy and Budapest between 2010 and 2012, or going to San Francisco in 2016. These were decisions that seemed difficult at the time, but everything I accumulated from those experiences eventually settled into the person I am today.

Another important step was moving to Bucharest. In 2018 I decided to move here. I was in Timișoara doing my PhD and teaching at the university. I finished my PhD in 2019, but around that time I experienced severe burnout that almost ended badly. I had a serious car accident and had to be rescued from the wreckage by firefighters. After that accident, during which I had to learn to walk again after months of hospitalization, I decided my life had to continue in the capital.

Since then I have been in Bucharest, and in many other places where we have projects and work.

Last year I made an investment in Săsăuș, a forgotten village in Transylvania in the Hârtibaciului Valley, to develop a project that combines entrepreneurship with education, heritage, rural architecture and sustainability. I believe this is the most recent decision that is changing my trajectory, but honestly I think more decisions like this will come in the future, even internationally.

C&B: How would you define the mission of UrbanizeHub for someone discovering the project for the first time?

Grațian Mihăilescu: I think the mission of UrbanizeHub lies in our motto: Together we shape the future of cities. I believe cities need expertise, collaboration, interdisciplinary approaches and innovation. We need more people pulling in the same direction: the public sector, the private sector, communities represented by NGOs, universities and other structures that we call stakeholders.

In more technical terms, this is about collaborative strategic planning. Unfortunately, we have not seen much of this kind of administrative leadership or efficient public management in many Romanian cities.

I like to believe our mission is to educate and innovate in sustainable development while also creating pilot projects—which we have already been doing for the past three or four years through our urbanism division called Urban Vision—to show how cities must transform physically, not just at the level of perception.

C&B: When did you realize there was a real need in Romania for such an initiative?

Grațian Mihăilescu: For the first time in history, cities host more than half of the world’s population, and in the coming years we will witness accelerated global urbanization. By 2050, two billion people will migrate to urban areas and more than 70% of the world’s population will live in cities.

Cities represent the pinnacle of civilization, the places where people innovate and design tomorrow. But cities are also where the biggest problems are generated: pollution, traffic, heat islands, housing challenges. Yet it is also in cities where we must find solutions to these problems.

Ten years ago I looked at cities differently from how others did. I saw many problems but also thought about solutions. I saw the culture of bicycles, green spaces, cultural events, streets closed to cars and open to people. That was my perception of cities long ago. I was not only seeing the reality of the time but imagining what could be done and how we might like to live as urban communities.

It is clear that the accelerated urbanization we are heading toward brings many problems. I wanted to contribute solutions, education, inspiration, best practices, expertise and engaged people who can transform cities. I believe that only through the power of example can you motivate others and move things forward.

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

Grațian Mihăilescu: I do not have fixed habits or a strict schedule. Everything flows very flexibly according to an agenda that constantly changes depending on meetings, calls, emails and travel.

I do not need an office to work. I work from the car, from airplanes, from cafés, from home or from the office. I am constantly connected—email, WhatsApp, social media. Because I coordinate UrbanizeHub, which is more than just an organization—we have multiple initiatives under our umbrella—and because I work with the European Commission, I am in constant contact with experts, colleagues and collaborators.

There are days when I work in English, then in Romanian, then back in English again. Some days are dedicated to sustainability, others to urbanism, others to preparing research projects, organizing events or festivals. Often all these things happen in the same day. Some people might say it is too much. I appreciate the diversity and feel energized by all the projects I am involved in.

Satisfaction comes when you see results. Happy people, satisfied clients, enthusiastic young people. Tens, hundreds and thousands of people are impacted by the work of a small, young and dedicated team that generates projects meant to change the condition of cities and communities in Romania.

For example, at the end of last year, out of 1,200 projects analyzed during the year, two of ours reached the podium. Within Community Index – 7th edition, over 1,200 projects from Romania were evaluated, conducted between May 2024 and August 2025, using a set of 43 indicators aligned with international standards such as the Business for Societal Impact (B4SI) Community Investment Framework and Social Return on Investment (SROI).

UrbanLab for Green Cities received the Gold award and the New Urban Habits festival received Bronze. The goal of Community Index is to connect local perspectives with global methodologies and to provide a clear benchmark for a new generation of mature projects and well-documented best practices with real impact.

For our team it is important that from time to time this kind of recognition appears unexpectedly. It motivates us and pushes us to continue working at the same level of quality and impact.

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

Grațian Mihăilescu: Quality, Impact, Change and Innovation. I try to combine the business dimension with the impact dimension. I believe that without meaning, our work would have no purpose. I work a lot around purpose.

I have colleagues who do not necessarily have this dimension and are not interested in community, people or education. Over time they may get lost in activities that will not give them relevance, first of all at a human level. I try to combine these aspects as well as possible and pass them on to future generations. I like to work with meaning.

Then there is the strategic dimension. For every action or project I think strategically. I constantly ask myself how the model can be replicated, how we can scale it for greater impact, how we can reach more people, how we can influence policies or decisions. Strategic thinking is present in most of my projects.

I like to keep my word, I like to be punctual, I like to deliver everything I promise. I do not like gossip, I am not envious. I am open and I believe in people.

C&B: How was UrbanizeHub born and what inspired you to create a platform dedicated to cities and urban communities?

Grațian Mihăilescu: I launched the project in English in 2016. In fact, my trip to San Francisco in 2016 was meant to pitch the idea of such a platform in the global innovation center, Silicon Valley. There I received positive feedback from everyone I interacted with. That motivated me to continue the project even without specific funding.

In 2017 I decided to transform the global platform—which was being read in the United States, Asia, India and Europe—into a Romanian-language platform adapted to the specific problems of Romanian cities.

C&B: Are there major projects or initiatives you have not launched yet but would like to in the future?

Grațian Mihăilescu: Yes. Even though we are visible, we face a real funding challenge. We are waiting to secure collaborations with private partners and to attract EU funding to develop innovative projects.

We would like to strengthen the Urban Vision team and develop as many green and sustainable city projects as possible. We would like to attract research and innovation funding to integrate technology and digital tools into our work, such as VR and AI. We also want to continue exploring the New European Bauhaus component, involving artists and architects in shaping the future of cities.

I want to grow the New Urban Habits festival and turn it into a reference event for urban development at the European level. I want to launch the project in Săsăuș in the rural area and show that beautiful things can happen there too, and that the connection between rural and urban environments is vital for the future of humanity.

For the Urban Lab for Green Cities project, I would like it to become a national sustainability innovation program with an accelerator that generates solutions for cities, whether business solutions such as green entrepreneurship or community solutions such as social innovation.

We have many plans. They are dreams we work for and that motivate us to start the day. Me and my colleagues.

Grațian Mihăilescu’s story is about the courage to pursue ideas that may initially seem too bold for their context. From international experiences to the projects developed through UrbanizeHub, his journey shows that transforming cities begins with vision, collaboration and perseverance.

The post Grațian Mihăilescu, Founder of UrbanizeHub: Vision and innovation for the future of cities appeared first on careers-business.com.

Sorin Ene is a professional drift driver with a career spanning over 22 years in the field and the founder of the first drift school, which he established 15 years ago. From an early age, he was drawn to everything related to the automotive world—cars, parts, and everything surrounding the automotive field—also influenced by his father, who owned quite a large number of cars, though he was not involved in motorsport, but simply drove these cars and enjoyed them on public roads.

His passion for motorsport began at the age of 18–19, with his first car, during a time when night street racing was rapidly expanding, Sorin being a prominent figure of this phenomenon for a considerable period. However, after some time, this night racing phenomenon was legally classified as a criminal offense, and he no longer wished to follow that path. This major shift in his passion for motorsport somehow pushed and compelled him to strongly desire to enter the legal framework. That is why Sorin obtained his racing driver’s license—this marking the beginning of his professional career.

His drift school, founded 15 years ago, has generated over 50–60% of the drivers currently active in the National Drift Championship and in other international championships, drivers with very good results, champions and vice-champions.

Having been active in this field for a very long time, he has accumulated an extraordinary body of technical and mechanical knowledge, discovering the role of every component that makes up a car. By pushing more and more cars at a professional circuit level, he began to understand how a car must be operated in competition conditions. Of course, this also includes each driver’s driving style in order to maintain the car in competition in the best possible condition, this being one of the secrets of motorsport—knowing how to preserve your car. It is every driver’s strategy to keep the car in the best possible technical condition so that they can always line up at the start with a clear and focused mind, in such a way that they can control their emotions.

C&B: How did your journey in drifting begin and what determined you to turn your passion into a career?

Sorin Ene: My journey in the world of motorsport, namely in controlled sliding—drifting—began at an amateur level, so to speak. Specifically, within demonstration events. At that time, we did not have a drift championship, there were not many drift drivers, there were only these sections within car events/exhibitions. The organizer allocated a period of time during the expo events—a session called a skill session—and every participant who wished to register for this demonstration was welcome. I only owned rear-wheel-drive cars, and at that time the car that made history in motorsport was the BMW E30, or as it is also known, the “little bear,” a fairly well-prepared car with a limited-slip differential and a suspension adapted at that time for such activity. I mastered the car more and more—there were simple donuts, there was that burnout maneuver (staying in place while generating a lot of smoke from the rear tires), and gradually, with each participation in such events, I began to control the car better and better, I wanted to evolve, I began to evolve in a controlled way and to take the car where I wanted it to go, and slowly I discovered the secret of drifting. Twenty-something years ago, there was no online environment, there were no sources of information, we had no examples, we could not inform ourselves, and I was somewhat self-taught in the sense that almost all the knowledge I acquired was self-taught. Gradually, I began to upgrade my cars, to make them more powerful, I felt the need to develop and that was the first step, in my opinion, and one of the most important ones.

Regarding my career, at that time I did not think that I would build a career in motorsport, in drifting, I was enjoying the moment, I was enjoying every instant, every event that I won and I was not thinking about what would follow, and this is also a recommendation from my own experience for those who are attracted to different fields, not necessarily motorsport, to live in the moment, to enjoy the beautiful moments created by their passion and to live those moments, to enjoy them because they are the result of their work, their dedication, it is a fulfillment of the moment and gradually, with each event, with each evolution, that is how any person’s career begins, especially in motorsport.

So for me things came somehow gradually. Now I realize that with each year, with each event and each experience that I had within motorsport events at the level of 20-something years ago, it was a step that I was climbing slowly and very, very steadily, in such a way that I developed a career that I wish to continue and strengthen more and more from now on.

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

Sorin Ene: In my career there have been many difficult moments and I want to tell you that every person encounters in their career, of any nature, less pleasant moments or crossroads and they have their role, of course, and if you have the right person by your side, as I have had, I have and I hope I will continue to have, my wife, who was the person who motivated me and lifted me whenever I fell morally and emotionally and motivated me to be able to continue. So if you can overcome these critical moments in your career you will become stronger and stronger.

I am thinking but I cannot recall right now a very difficult moment. In the life of any motorsport driver, the most difficult and hardest moments to manage and the most frustrating ones are the moments when the competition material, meaning the car, breaks down, technical problems appear. Because your goal in a race is to participate and of course in every participant’s mind is winning the competition. This thought is so powerful and every driver wants to win so much that things happen that do not depend on him, that he cannot manage, and these moments are when technical failures appear, when the car breaks down perhaps beyond repair or requires a long period of time during the competition to fix it.

But if I think carefully, the hardest moments for me were not strictly related to my own performance in competitions, but to my daughter’s evolution, from the sidelines, at the moment when she suffered her first accident at a professional level, as a parent I would not wish this on anyone, even if for many it seems normal at a professional level to encounter such things, such failures. Fortunately, all these events ended well, without injuries, only material damage—these cars being very safe.

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

Sorin Ene: I have thoughts that later turn into a target, into a goal, and whenever I have set my mind and thought not in the short term, nor in the medium term, but in the long term, it has come true. Because along with maturity and the level of maturity that I gain more and more, I have learned that I must have patience because through patience this time of meticulous preparation is defined, of gaining as much experience as possible so that the results will come. However, these things do not happen overnight, nor from one week to another, but from one year to another, year after year and so on. And those who perform in motorsport and not only must learn to have patience, to be involved, dedicated and to give their best, to know how to manage moments of frustration and worry and to be able to move forward.

The dream that has guided me is the one I am living right now, namely that I can continue to express myself through an activity that brings me extraordinary pleasure and energizes me every single day that I live in this life that I have. Because by doing in life what you love, every day is a dream come true for you.

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

Sorin Ene: A very good question, which has not been asked to me until now and I would like to answer as sincerely as possible. In life you cannot please all the people you interact with and precisely for that reason you cannot be friends with everyone and you cannot have everyone close around you. People are different, but I have gone through many less pleasant experiences and now I somehow know how to select people and to realize from the first moments of interaction that we will not have a common path because it is about how each person sees things. Some have one vision, others another vision, and in an elegant and beautiful way I let them understand that maybe I am not the right person for what they want to do. Now it is not hard for me to say what others think about me, indeed I did not have an extraordinarily good relationship with all people. Some perceived me in one way, others in another, and here it is about interaction and I would like to expand a little on this subject because it is very interesting and I am glad I have the opportunity to debate it now, the same being true in other fields as well.

I will give you an example: in a company not all employees get along well with each other or with their superiors and at some point one must give in to the other. And when the relationship becomes toxic, when there are misunderstandings, there is no point in continuing that relationship because it only harms both parties.

In my entire career and in all my interactions with all the people around me, I have had only two people so far with whom I did not get along, but the relationship ended in a civilized and beautiful way, each of us went our own way, but these two people represent, percentage-wise, I believe about 0.5% of those I have interacted with so far, meaning a small part. Because I want to be as transparent as possible, I want and hope to manage to be as fair as possible to everyone, maybe I do not always succeed, people may not perceive me as they thought I was, but they can perceive me as they wish and I have no problem with that. I want to be communicative, direct, transparent and to set things straight from the beginning and to discuss them in such a way that we do not have problems along the way. It has also happened in other cases, along the way, for discussions to arise, as I have had, and this is absolutely normal within competitions because there the mental factor is extremely demanded and when unpleasant moments occur clearly people begin to look for those to blame, but all these things were ultimately resolved and our professional relationships continued.

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

Sorin Ene: I honestly tell you that there was no single most important decision I have ever made because my entire career, as I believe also other successful careers of people who perform in motorsport and in other fields, is the sum of decisions. You make decisions every day, every moment.

I remember a decision I made at a drift stage on Transrarău when I destroyed a car that I was very fond of (Nissan 14) by hitting a metal guardrail. I remember that when I got out of the car I made the decision not to continue, to quit drifting, so it was a moment of decision. But the colleagues who helped me push the car to the paddock, which lasted 4–5 minutes, told me: “Come on, Sorin, let’s talk in an hour, think about it again.” And indeed, that was the case—an hour later I repaired the car and returned to the track.

So I did not have decisions that changed my trajectory because there was no need to make such decisions, as I did not reach points where I had to decide that tomorrow I must take that decision. The hardest moments a driver or any high performer can face are the lack of partners and sponsors because in performance if you do not have the support of strong, very serious companies that support you financially and even morally, it is very difficult to overcome sensitive moments in your career.

So decisions are at every step and I always make decisions both on the technical assistance side, I discuss and consult with my teammates, my mechanics, my drivers who are part of the team. I have never made a decision without communicating among ourselves, every opinion is welcome because the sum of opinions, at some point, is the best one.

C&B: How did you build your leadership style or the way you make decisions? Was it a natural or learned process?

Sorin Ene: The leadership style, from my point of view, adapts to the personality and DNA of each person who does such a thing. For me it came from my experience of over 14–15 years of interacting directly with all the people who crossed the threshold of my drift school. Direct communication with each person, direct contact, life experiences I went through, the fact that through my passion I met many people over time, many social categories, different temperaments, different characters. At the beginning I did not know and I would always become like the others when there were less pleasant moments for me, I would respond in the same way—I was verbally aggressive. In other words, I was adding fuel to the fire, but gradually this came naturally—to experiment, I learned how to speak to people, I learned how I must be with people, with each person individually. But an equally important remark I would like to make is that beyond your way of being and the education that underlies everything you have developed in this life, your life school, your interactions during your period of getting to know people, the pedagogical side is extremely important. I inherited this from my mother, who is a former teacher, and I thank God that He also placed this quality in my DNA and that along with life experience I began to be quiet, to listen to people, not to speak over those I interact with. I am anyway a fiery person by nature, someone who talks a lot, who likes to express himself, I learned that I am not always right, that the truth is somewhere in the middle, I began to listen more and more, with people with whom I relate more difficultly I learned to bring them to a common denominator.

So I believe that this leadership style depends on each person, on their professional training, how self-controlled they are, how they know to speak, how they know to transmit the message, but most importantly on the education each person has.

C&B: What did the national champion title mean to you and how did it influence your evolution as a professional driver?

Sorin Ene: The national champion title is a dream of every driver because we put in all the effort, besides the financial efforts which have been quite high in the last 10 years here in Romania due to the fact that the level of motorsport, not only drifting, has grown extraordinarily, it demands a lot from the driver and the less pleasant moments of the driver are those when he knows that the budget gradually decreases as you advance through the stages and you do not have results. It is, from my point of view, the supreme fulfillment for any driver in the world and any person who performs to have the highest distinction—champion.

But besides the national champion title, I have also obtained a European Vice-Champion title in a strong championship called Drift Kings (formerly King of Europe). It is a championship that has been held for over 20 years in Europe, where drivers from over 10–15 European countries take part and it is organized year after year in more and more European countries.

I want to tell you that I am at peace from this point of view because I received in return for my efforts and for what I offered the supreme satisfaction: a national champion title and a European vice-champion title, and for that I thank my partners, my family, my wife who supported me very much in the difficult moments which are more numerous than the pleasant ones in a driver’s life.

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

Sorin Ene: No matter how gloomy the day is—whether it is rainy, foggy, freezing—for me it is a spring day. Spring, from my preferences, is my favorite season because nature comes back to life, temperatures rise, May and June are the most beautiful months, trees turn green and along with that we as people on Earth are more motivated and have a different state of mind.

A normal day in my life begins with waking up in the morning, I thank God that I woke up healthy, I leave home, I stop at my favorite gas station, I enjoy my coffee there along with a small breakfast. After that, depending on the issues left from the previous day, I plan my schedule. If I have not finished everything from the previous day, I continue with what I have to do that day. And our main activity, of us drivers, in the off-season is of course the thorough technical revision of our cars, the cars are dismantled piece by piece, component by component, they are revised, reassembled and then follows the testing period. We also have during this period the annual meeting with our partners, with company representatives and our sponsors, we set up the strategy and budgets for the new competitive year. That is how a day unfolds in my schedule.

And the greatest satisfaction I have is in the evening when I return home, to my girls, to my wife, we talk about what we did during the day. We are very cheerful, very happy every time, in our house there is no lack of communication, we always talk when we see each other at home and we turn any discussion into a pleasant moment.

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

Sorin Ene: Here I would like to expand more because the answer to this question is based on the solid and quality foundation regarding the desire to develop something in a career, in any field. You see that I like to generalize because not only in motorsport it is very difficult, but also in other fields where, from my point of view, the principles are common, they somehow have a common denominator. And here naturally came the period when you think and you want to be as correct as possible, to respect certain principles, certain values. But these values, exactly as I said earlier, come from education, from the education you received from your parents because you must know these values, they must be defined for you, explained what values in life mean to which you must relate. Usually people who do not respect values look for the same shortcut to succeed faster and in most situations they fail in their career or activity. Indeed, the road is harder when you want to respect the true values of society, you are correct, transparent, you want to do things with maximum seriousness where in the medium and long term it takes time but the result is the expected one, and many no longer have the patience to wait, to relate to these values that require a period of waiting and they look for the shortest path, not respecting the values. And it is not good at all because exactly as I said earlier it is a total failure.

As for my values, besides those instilled in me by my parents, growing up in the Teleorman area (Gratia commune) and being raised by my grandparents I heard all these old proverbs and sayings of ours which are extremely important. I transformed them in my life into life rules, such as “A lie has short legs”; “The jug does not go twice to the well”; “A good day is known from the morning”—along with my level of maturity and life experience—and I want to tell you that it is very, very good and that people treat you seriously and appreciate you very much as long as you also have values and know how to respect them, applying healthy rules of coexistence.

C&B: What are your objectives for the next period, both as a driver and as a trainer?

Sorin Ene: Going forward, my objectives as a driver clearly aim as high as possible toward another vice-champion or national champion title, however for 5–6 years now, since I have been managing the team that I formed, it has become more and more difficult. Because a healthy team, a team that should have good results, without good and healthy management, without a strategy cannot have results and if someone does not take care of this aspect the results are not exactly the expected and good ones.

And as a trainer I want to tell you that I feel more fulfilled when the drivers in my team, my students, have good results compared to me because these results at the stage of my career I am now in as a driver, but especially as a trainer, bring me extraordinary emotional and spiritual satisfaction hard to describe in words, especially in those moments when my students obtain good results and rank on the podium and I want to tell you that not rarely have I cried in those moments, something that only I know.

C&B: What message would you send to young people who want to become professional drivers but do not know where to start?

Sorin Ene: The message I would like to send to young people who want to become drivers and build a professional career out of this is that it has never been easier to start developing and it has never been faster to obtain better results. As I said in my previous answers, everything does not happen overnight but I would like to make a comparison: if I had to be involved and dedicated for 10–12 years in order to win a national champion title, now it is much easier to do this because in the period when I started developing there were no sources of information, there were no driving schools, there was no one I could pay to teach me, to have a trainer who knew how to work with me and so on. But now, for several years, there are driving schools for all branches of motorsport disciplines in Romania, good and very good trainers whose services you can access within their driving schools and of course with dedicated time where you treat things with maximum seriousness you can obtain results, compared to our period, in a shorter time. But this cannot happen overnight but over years and years because your colleagues are also preparing, the level increases year by year, cars are becoming more and more competitive and you must prepare yourself to have patience. Because as long as you are serious, involved, devoted to your activity, the results will not delay in appearing.

And where to start for those who want to: as I always recommend to them, many have the impression that if they watched YouTube, if they saw, if they attended an event and from the outside everything seems very simple, things are not easy at all. Drifting, as a driving technique, is the most difficult technique among all motorsports and I say this arguing by the fact that everything happens so fast and the driver must do so many things in a very short period of time compared to other motorsport disciplines where for the most part you have your hands on the steering wheel, except when shifting gears, whereas in controlled sliding you must also pull the handbrake, release the steering wheel, steer, counter-steer, brake with the left foot, accelerate and on top of that the basic principle of this activity, namely the oversteering character of the car, is an activity, a behavior of the car that not many can understand and apply very, very easily. It takes work, training and a lot of ambition.

Beyond titles and competitions, Sorin Ene’s journey is about consistency, accountability and the ambition to grow a spectacular sport through education and training.

The post Sorin Ene: Champion on the track, builder of the future in motorsport appeared first on careers-business.com.

Stelian Milu, known to the public by his stage name Domnul Tzitz, is a multifaceted artist, actor, director, and event organizer, who has built his professional career at the crossroads of theatre, entertainment, and variety performance.

On the stage of Teatrul Excelsior, he stood out in productions dedicated to young audiences and families. He played the role of the Wolf in The Three Little Pigs, where he also signed the direction and adaptation, demonstrating artistic versatility and creative vision. He also portrayed the Great Wizard in Magic of Childhood and was artistically involved in The Land of Stories, performances that strengthened his reputation in children’s and youth theatre.

In the field of revue theatre and entertainment, his work is closely connected to the world of cabaret, collaborating with artists and projects in the variety genre, in the spirit of the tradition promoted by Teatrul de Cabaret si Variate Constantin Tanase. Through his independent cabaret projects, he has contributed to revitalizing the genre and bringing the variety-style show back into the spotlight in a modern and dynamic form.

Through the character Domnul Tzitz, Stelian Milu has created a recognizable artistic brand based on expressiveness, humor, and direct interaction with the audience, strengthening his status as a complete entertainer and creator of memorable stage experiences.

In the field of event organization, he has distinguished himself through the organization of fashion festivals, including the only fashion festival for children and teenagers, numerous fashion competitions, among them the international Model of the Universe, as well as the Unforgettable Music Festival, and many other national and international events.

C&B: If we were to look at a narrative thread of your career, what were the key moments that defined you?
Stelian Milu: A narrative thread? I’d say that in my case it was more like a tangled stage cable at the beginning. The key moment was when I realized I couldn’t stay away from the stage. Then came the birth of Domnul Tzitz—the character that allowed me to say serious things with a smile. And, of course, the moment when I moved from in front of the stage to behind it, as a director and organizer. That’s when I understood that I didn’t just want to play a role in a story—I wanted to build it.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Stelian Milu: The most difficult moment is usually when things aren’t working, but you still have to appear calm. The audience sees the show. You see the cables, the emotions, and the budget.
I overcame it by working. A lot. And by reminding myself that every crisis is just a tense second act—and the third act has to be spectacular.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Stelian Milu: Yes. To create real emotion. Not noise. Emotion. If someone leaves an event or a performance with a lighter heart, that is success for me.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve changed since then?
Stelian Milu: At the beginning, I was pure enthusiasm and plans sketched on napkins. Now I’m still enthusiastic, but with a schedule.
I’ve transformed from an impulsive dreamer into a disciplined one. I’ve learned that talent is wonderful, but organization saves the show.

C&B: If we spoke with your collaborators, what do you think they would say about you?
Stelian Milu: Probably that I’m a perfectionist. That I say “let’s do it again” too many times. But also that I never ask for anything I’m not willing to give first. And that, no matter how great the pressure is, I always find a moment to make a joke—because a smile eases any rehearsal.

C&B: What is the most important decision you’ve made that changed your trajectory?
Stelian Milu: The decision to stop waiting to be invited to the table and start organizing the event myself. The moment I shifted from “waiting for opportunities” to “creating opportunities,” everything changed.

C&B: How did you develop your leadership style and decision-making approach? Was it natural or learned?
Stelian Milu: A mix of both. Natural, because I’ve always been protective of my vision. Learned, because I understood that a team doesn’t function through fear, but through trust.
My leadership is simple: clarity, respect, and leading by example. And, when needed, humor. Lots of humor.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?
Stelian Milu: The morning starts with ideas. Then come phone calls, rehearsals, plans, details. Lots of details.
But the greatest satisfaction comes when the curtain rises or the lights come on and I know everything is working. It’s a second when you say to yourself, “Yes, this is worth it.”

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Stelian Milu: Authenticity. Professionalism. Respect for the audience.
I don’t believe in half measures. If you do something, do it well. If you step on stage, be prepared. If you lead a project, take full responsibility for it.

C&B: If you were to share one message with those who follow your example, what would it be?
Stelian Milu: Don’t be afraid to start small. All great shows begin with a rehearsal in an almost empty room.
And one more thing: take your work seriously, but don’t take yourself too seriously. Joy is the fuel that keeps the lights on.

The story of Stelian Milu, known to the public as Domnul Tzitz, is one of courage to dream, discipline to build, and joy in creating genuine emotion. From his experiences on the stage of Teatrul Excelsior to the world of cabaret inspired by Teatrul de Cabaret si Variate Constantin Tanase, his journey proves that success is never accidental, it is shaped by hard work, passion, and respect for the audience. Through every show and event he creates, Stelian Milu confirms that true performance means building experiences that stay in people’s hearts long after the lights go out.

The post Stelian Milu (Domnul Tzitz) – The Story of a Complete Artist Between Stage and Backstage appeared first on careers-business.com.

Daniel Neagoe-Bacanu is the co-founder and project manager of the Asociația Mereu pentru Europa in Craiova, an organization he helped establish and has been leading for over 17 years. He is a graduate of the Faculty of Economics and Business Administration at the University of Craiova, specializing in Economic Informatics, and also holds a master’s degree in European Project Management from the same university.

Throughout his career, Daniel has dedicated his work to accessing and implementing European funds, managing projects financed through sources such as the European Social Fund and the European Regional Development Fund. He has coordinated projects across diverse fields, including education, healthcare, labor market development, entrepreneurship, and social inclusion, building one of the most substantial bodies of experience in European project management in the South-West Oltenia region.

Beyond his professional life, Daniel is a devoted family man, firmly convinced that the balance between work and personal life is not a luxury, but a fundamental condition for genuine performance.

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

Daniel Neagoe-Bacanu: If I really think about the red thread of my career, I realize that it all started from a convergence of circumstances and choices that, at the time, seemed simply logical, but turned out to be defining. I was at the end of my studies, had a solid background in economic informatics, had completed my master’s in European project management, and Romania had just joined the European Union. It was a moment of excitement, full of possibilities, and European funds represented a new, almost unexplored territory for many, full of potential.

The first truly key moment was the decision to co-found the Mereu pentru Europa Association in 2008. I didn’t join an already established organization – I helped build it from scratch, with everything that implied: bureaucracy, uncertainty, the first projects won with excitement, the first teams formed, the first mistakes from which you learned more than from any course. That founding act forced me to grow quickly and to understand that management is not learned from theory, but from direct contact with reality.

The second important moment was the first major project I managed as a project manager – the Europe Direct Craiova Center, funded directly by the European Commission. It was a responsibility of an entirely different nature: we were no longer talking about structural funds managed by national authorities, but direct funding from Brussels, with corresponding standards, rigor, and visibility. That project shaped me professionally in the deepest sense of the word.

And there is something else that spans this entire period and that I consider, perhaps, the most valuable capital I have accumulated: diversity. I have worked in health, education, the labor market, entrepreneurship, social inclusion, digitalization. Each field enriched me with a different perspective on people and their needs. I have never remained captive in a comfort zone for too long – and I believe it is precisely this continuous movement that kept me motivated and curious about what I do.

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

Daniel Neagoe-Bacanu: There is a specificity to the field I work in that few people outside of it truly understand: you don’t operate like a private company generating its own revenue at your own pace. You are largely dependent on the schedule of management authorities, the launching of project calls, the pace at which reimbursements are made. And sometimes, that schedule simply stops.

I went through periods in which payments for ongoing projects were suspended for months due to non-compliances identified at the system level – things that were beyond our control, but whose consequences we felt directly. I also went through periods in which no new calls were launched for years. Everything stagnated around you, and you had to keep the organization functional, the team motivated, and the direction clear.

Those moments put real pressure, both financially and personally. I had a team, I had commitments, I had people who depended on the continuity of the activity. How did I get through them? First, through transparency. I didn’t hide the difficulties from the team – I communicated them openly and worked together on solutions. Second, through adaptability: I identified alternative activities, diversified the types of projects we approached, and always looked for another angle from which to continue being useful.

But, honestly, what helped me most during those moments was the conviction that what I was building was sustainable and that difficulties are inherent in any path worth taking. Family was my anchor during those periods – knowing that I had something concrete and precious beyond the office helped me maintain the right perspective.

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

Daniel Neagoe-Bacanu: I wouldn’t necessarily call it a dream in the romantic sense of the word – I have always been a more pragmatic person. But there is certainly a direction that has consistently guided me: to create things that matter beyond myself. Projects that leave something behind – trained people, better-equipped communities, systems that function better.

When you manage a project in education or health and you know that behind the numbers in reports are real people whose lives have changed even a little – that is what motivates me deeply. It is not about glory or public recognition. It is about relevance. About the feeling that your work has a meaning beyond your own success.

There is also a personal dimension to this ambition: I want to build a way of life in which work and family do not exclude each other, but support each other. To be present – truly present – both in what I build professionally and alongside my wife and our two children. That, for me, is the definition of success.

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

Daniel Neagoe-Bacanu: At the beginning of the journey, I was, naturally, more impatient and perhaps more rigid in my expectations. I believed that if you did things correctly, the system would reward you accordingly. I learned quite quickly that reality is more nuanced than that.

The most important transformation I feel in myself is the shift from wanting to control everything to knowing how to trust – in people, in the processes you have built, in the team’s ability to manage situations without you being at the center of every decision. It is a change that doesn’t come easily, because at first, the temptation to be involved in every detail is strong, especially when you are a co-founder of the organization and feel that you know best how things should be.

Over time, I have become a more patient and attentive person. I have understood that the performance of an organization is not the sum of individual efforts, but the product of the relationships between people. And that the best thing you can do as a leader is to create the conditions in which each person on your team can give their best.

Personally, I think I have also gained a certain serenity toward uncertainty. The unknown no longer scares me as much – I have been through enough difficult situations to know that there is always a way, if you are willing to search for it honestly.

C&B: If we were to meet your collaborators, what do you think they would say about you?

Daniel Neagoe-Bacanu: I think they would say that I am a man of my word. That when I make a commitment, I keep it. And that I give them the same respect I expect – that is, I give them space to work, make decisions, and be responsible for what they do, without feeling the need to supervise them at every step.

We are a stable team, in which everyone knows what they have to do and has truly assumed a role. I do not have a rigid hierarchical approach – I prefer to operate as a system in which communication is direct and trust is the currency. I think that is what they would say as well: that there is no great distance between me and the rest of the team, that they can come with a problem or an idea at any time, and that they will be heard.

They might also say that I remain calm even in tense moments – and not because I don’t feel the pressure, but because I have understood that panic has never solved anything. A leader who spreads panic only multiplies disorder. I prefer to be the one who looks for solutions, not the one who dramatizes problems.

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

Daniel Neagoe-Bacanu: Without a doubt, the decision to co-found the Mereu pentru Europa Association and to fully dedicate myself, professionally, to the activity of this organization. It was a decision that, at the time, was not without risk. I could have chosen a more predictable career, a stable job in a private company or in the public sector. Instead, I chose the more difficult path – to build something of my own, together with other founders who shared the same vision.

What I didn’t know then, but know now, is that this decision allowed me to develop much more quickly and deeply than I would have on another path. When you are a co-founder of an organization, you don’t have the luxury of being specialized in just one role. You learn to manage projects, people, relationships with partners and funders, crisis situations, moments of expansion. You inevitably become a more complete person.

And there is something else I appreciate in retrospect: the fact that this decision allowed me to build a way of life aligned with my values. Family remains my number one priority – and the structure of my activity allows me to be truly present: in the morning I belong to my family, I take the children to school, in the evening I am there when they come home. Not everyone can say that their profession allows this.

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

Daniel Neagoe-Bacanu: It was certainly a mix of both – and I believe that anyone who says their leadership style came exclusively naturally either hasn’t analyzed themselves enough or has had an exceptionally rare talent.

I started with certain predispositions – a calmer temperament, a natural tendency to listen before speaking, a preference for solving problems rather than dramatizing them. But the real lessons came from practice: from the mistakes I made while coordinating the first teams, from situations where my decision was wrong and I had to admit it openly, from moments when the pressure was high and I had to choose quickly without all the information I would have wanted.

If I were to define my style in a few words, I would say: decentralized and trust-based. I don’t function well with micromanagement – neither as its subject nor as a practice. I prefer to build a team in which each person knows what they have to do, understands why their work matters, and has the freedom to make decisions in their area of responsibility. My role is to set the direction, resolve obstacles that cannot be solved at the team level, and be a real support when needed.

I also believe that a good leader is a good listener. Not necessarily the one who always has the best answer, but the one who knows how to ask the right questions and create a space where people feel comfortable speaking openly.

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

Daniel Neagoe-Bacanu: My day has a structure that took me some time to consciously build, but that I now value very much. The morning belongs to my family – no meeting or professional emergency changes that. I take the children to school, we have breakfast together, we talk. It is a simple ritual, but it sets the tone for the entire day.

Then I enter the professional rhythm. Working on several projects simultaneously – some in the implementation phase, others in preparation or reporting – the morning is usually dedicated to tasks that require the most focus: reading documents, drafting reports, preparing strategies. Around noon and in the afternoon, meetings come, discussions with the team, interactions with partners and funders.

At the end of the afternoon, I go back to pick up the children from school or extracurricular activities. And again, the evening belongs to the family. It’s not always perfect – there are days when deadlines or unforeseen situations change the plan. But the framework exists, and I protect it.

The greatest moment of satisfaction in a day? Probably when I see things moving – that a report has turned out well, that the team solved a problem on its own, that a project passed a review successfully. Or, just as often, simply the evening meal with the family, when we don’t talk about European projects at all.

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

Daniel Neagoe-Bacanu: The first principle is integrity. This means, concretely, that I do what I say I will do and that I say what I truly believe – not what is most convenient to say. In the field of European funds, where there is a lot of bureaucracy and, sometimes, the temptation to take the easier but less correct path, remaining honest is not always the easiest route. But it is the only one that allows you to sleep peacefully.

The second principle is responsibility – toward the people I work with, toward the beneficiaries of the projects I coordinate, toward the European public funds we manage. It is not an abstract responsibility; it is something I feel concretely in every decision I make.

The third is balance. I have understood, not without effort, that a career built at the expense of family or health is not a success, regardless of what the CV shows. Family – my wife and our two children – is not a detail in my life. It is its center. And all the important professional decisions I have made have taken that into account.

And, last but not least, I believe in people. I believe that people, if treated with respect and given the right conditions, are capable of much more than they expect from themselves. This guides me in how I build my teams and in how I relate to those I collaborate with.

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

Daniel Neagoe-Bacanu: I would tell them to have the courage to choose the path that suits them – not the one that seems safer or the one chosen by those around them. There is strong social pressure to follow well-trodden paths, to make predictable choices, to avoid risk. And I understand that. Risk is real. But I have noticed that most people who become truly professionally fulfilled are those who, at some point, chose to do something they believed in, not something they were sure they would succeed at.

I would also tell them that failures and difficult moments are not signals that you chose wrong – they are part of any serious journey. If things were simple, they wouldn’t be worth building. I have gone through periods when everything seemed blocked, when uncertainty was at home, and it was precisely those periods that shaped me the most.

And, perhaps the most important message: do not sacrifice family on the altar of your career. A career can be rebuilt, redirected, reconstructed. Certain moments in the lives of loved ones do not come back. I consciously chose to be present – and I regret nothing about that choice. Professional success, no matter how real or important, has a completely different value when you have people by your side with whom you are truly present and who truly matter to you.

In short: build with integrity, invest in people, and never forget why you started your journey.

For Daniel Neagoe-Bacanu, success is not measured solely by completed projects or achieved goals, but by the people he inspires, the teams he nurtures, and the lasting impact he leaves behind. Being present, authentic, and building with integrity are the principles that guide every day and every professional decision he makes.

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Iolanda Deca is a dedicated promoter of excellence among talented children and young models, active since 2019 in the field of artistic and modeling competitions with international exposure. Her mission is clear: to discover, support, and provide real visibility to young talents, opening their path toward global opportunities.

From 2019 to the present, she has held the position of National Director for some of the most prestigious international competitions:

1. World Championships of Performing Arts – an annual competition held every July in Las Vegas, United States
2. Model of the Universe – an international modeling contest organized in Romania
3. Miss Summer World – an international beauty pageant held annually in Albania
4. Golden Star Kids International – an annual competition organized in Turkey, dedicated to talented children in various artistic categories: dance, vocals, modeling, and musical instruments.

C&B: If we were to look at the narrative thread of your career, what were the key moments that defined you?
Iolanda Deca: The story of my career is built around a clear mission: to be a path-opener for talented children and help them spread their wings toward success. Since 2019, as National Director for World Championships of Performing Arts in Las Vegas, Model of the Universe in Romania, and Golden Star Kids International in Turkey, I have discovered and promoted young people with remarkable skills in modeling, dance, acting, vocals, and musical instruments.
A future defining moment will be the music project dedicated to the vocal section, which will be launched in the second half of 2026, bringing producers from America to Romania to discover and promote talented children. Every child who discovers their potential is a confirmation of my mission: to open paths and turn dreams into reality, guided by my motto: “Dream Big & Work Hard.”

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Iolanda Deca: The most difficult moment was managing several international competitions simultaneously while still giving each child the personal attention they deserved. Cultural differences, high standards, and parents’ expectations brought constant challenges. I overcame them through strict organization, reliable teams, and constant communication. My vision as a path-opener and the vocal music project starting in the second half of 2026 motivated me to turn these challenges into real opportunities for success.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Iolanda Deca: My dream has always been to create paths and open wings for talented children, giving them the chance to be seen and promoted internationally. My ambition to guide them toward success, no matter the obstacles, led me to develop innovative projects, such as the vocal music initiative launching in the second half of 2026. I believe talent needs visibility and strategic support to turn into concrete achievements.

C&B: What were you like at the beginning of your journey, and how do you feel you have evolved?
Iolanda Deca: In the beginning, I focused mainly on detailed organization and logistics. Today, I am a mentor and guide: I open paths for talented children and help them understand discipline, professionalism, and international opportunities. The experience I’ve gained prepares me for ambitious projects like the 2026 vocal music initiative, which will be a major step in turning children’s dreams into reality. My motto, “Dream Big & Work Hard,” is reflected in everything I do.

C&B: If we spoke with your collaborators, what do you think they would say about you?
Iolanda Deca: They would say I am dedicated, demanding, and deeply involved, always with a clear purpose: to open paths and give talented children wings to succeed. They would highlight my ability to turn vision into concrete projects and real opportunities, such as international competitions and the 2026 vocal music project.

C&B: What is the most important decision you have made that changed your trajectory?
Iolanda Deca: The most important decision was to dedicate my energy and passion to being a path-opener for talented children and teenagers. This strengthened my role as a mentor and guide and allowed me to create projects with international impact. The vocal music project launching in the second half of 2026 represents a new stage in this mission, offering children the chance to build an authentic path to success.

C&B: How did you build your leadership style and decision-making process? Was it natural or learned?
Iolanda Deca: My leadership is a combination of my natural instinct to guide and inspire children and the experience gained in managing international projects. I learned to balance empathy with pragmatism and to make strategic decisions that create real opportunities. This approach prepares me for innovative projects like the 2026 vocal music initiative, which will turn children’s potential into concrete results.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?
Iolanda Deca: A typical day includes coordinating competition logistics, my permanent job, meetings with international teams and collaborators, and individual discussions with children and parents. The most satisfying moments are when I see children’s progress: overcoming emotions, receiving international recognition, and beginning to establish themselves professionally. Preparing for the 2026 vocal music project for talented children and young people aged 9 and up adds excitement and hope, knowing we are opening wings for new talents.

C&B: What values and principles guide you, and how do you apply them daily?
Iolanda Deca: The values that guide me are responsibility, perseverance, authenticity, and care for children. I apply them in every decision: each child receives personalized attention, competition rules are transparent, teams and collaborators are treated with respect, and projects—including the 2026 vocal music initiative—are planned to maximize participants’ visibility and success worldwide.

C&B: If you were to share a message with those who follow your example, what would it be?
Iolanda Deca: Be path-openers for talented children and teenagers, give them wings to succeed, and believe in the power of their talent. Success does not come only from visibility, but from constant work, perseverance, and the passion to help others shine. Every talented child deserves to be seen and promoted, and our mission is to give them this chance, now and through future projects like the 2026 vocal music initiative. My motto, “Dream Big & Work Hard,” guides every step I take.

Through dedication, vision, and the motto “Dream Big & Work Hard,” Iolanda Deca continues to open doors and create opportunities for talented children, transforming potential into performance and dreams into international success.

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You can often find Mihnea busy with airplanes or organizing things. While piloting was his first love, he is currently the Commander of Clinceni Aerodrome, constantly balancing between flying and office work. But he does something right, because he’s always smiling and manages to make your day better.

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

Mihnea Istrate: I promised myself many years ago that I would never do things halfway. That has often made situations more difficult for me, but it allows me each evening to rest my head on the pillow knowing that I did everything in my power regarding what depends on me. At the same time, the fact that I have always spoken my mind and acted accordingly has proven to be a tough but successful choice. And when things don’t go according to plan, I take responsibility, because it was 100% my own thinking.

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

Mihnea Istrate: Having a high-risk taker profile may have found it rather difficult to fit in aviation, a field that is one of the safest in the world. Here I can honestly say that the main credit goes to my mentors, who always knew how to channel this way of being into projects where courage or unconventional thinking was needed.

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

Mihnea Istrate: My first major ambition was to fly. My earliest memory is of an airplane flying. Life often had other plans for me, but I never lost sight of that dream. Even though this dream has taken different forms over time, in recent years coordinating Clinceni Aerodrome—and with the focus no longer primarily on my own pilot career—I feel that every day I fulfill my dream, contributing to a story where other people also have the opportunity to experience flight, something that was never meant for everyone to do.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve transformed up to now?

Mihnea Istrate: Like a sheet of paper on which you initially wrote a text carefully, neatly, without mistakes or erasures. Over time, you start adding, cutting, correcting, crumpling the paper; it gets stained and even tears in parts. But the essence is still there, strong, even if you have to read between the lines to discover it. I like to believe that I’ve kept my enthusiasm and my smile as I had on the first day, and I’m sure it’s written in my DNA and will never change.

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

Mihnea Istrate: That’s simple. They would tell you that I am very direct, jovial, maybe too idealistic, and have a romantic view of things.

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

Mihnea Istrate: In life, depending on the circumstances, there are several ways to “finish the game.” That is, how you reach the life you have always intended for yourself, the life you dream of. My most important achievement is realizing that, with the hand of cards life has dealt me, only through work and dedication can I finish the game.

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

Mihnea Istrate: Leadership, from my perspective, is like calligraphy. Some people write beautifully on the first try, others improve their writing through hard work. And some will never write beautifully. I’ve inevitably learned many things over time, but I believe leadership is, first and foremost, a quality you either have or you don’t. There are people who enter a room, and silence falls. You either have that, or you don’t.

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

Mihnea Istrate: Every day is unpredictable for me. This is both exciting and demanding. And a day in which I have accomplished everything I wanted is a day I haven’t fully utilized to its maximum potential. You must always set your goals higher than what you can achieve; otherwise, you’ve aimed too low.

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

Mihnea Istrate: I don’t lie. I’ve tried, but I get tangled in lies, and the most painful thing for me is to disappoint. And if I always tell the truth, I don’t have to remember anything, and it’s simple. I like keeping my promises; people you can truly rely on seem to be disappearing, and I want to represent that.

I like living with clarity. I like simple things, not complicated situations. I value consistency.

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

Mihnea Istrate: Role models are very important in life. If I can be a role model for someone, it is the greatest honor. Never say “no” to any challenge. You will find a way to see it through. And always remember to have fun. I’m proud that I have wrinkles from smiling so much.

An inspirational interview about passion, responsibility, and determination, showing how the dream of flying can become a life mission and a model for others.

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Izabela Sobstyl, Deputy General Manager at Oriflame Romania and Moldova, international strategist, brand creator and leader with exceptional drive, known for transforming vision into growth. With over 15 years of international experience in marketing, media, sales and brand development, Izabela Sobstyl is the kind of leader who doesn’t just follow trends, she turns them into results. Originally from Poland and established in Romania since the early 2020s, Izabela has gained experience in the regional and global roles, working in Sweden, Poland and Turkey. Launched an international make-up brand OnColour, scaling it across more than 60 countries. In recent years, has been one of the architects of the accelerated growth of the local market, contributing to positioning Romania as the most dynamic Oriflame market in Europe. Under her leadership, the brand has gained speed, relevance and traction – from record-breaking new customer acquisitions to campaigns that have brought Oriflame closer to new generations of consumers.

C&B: If we were to look at the narrative thread of your career, what were the key moments that defined you?
Izabela Sobstyl: Looking back, I believe what shaped who I am today was the courage to take risks and not wait for the “perfect” moment. One of the most defining decisions in my journey was choosing to move abroad. Was I scared? Absolutely. But experiencing different countries, cultures, and roles allowed me to see business from multiple perspectives – global, regional, and local – and shaped me into a more adaptable, open, and strategic person.

Four countries – four perspectives, four engines that shaped who I am today: Poland, Turkey, Sweden, and Romania. Each one marked a milestone in my journey.

To give an example of how quickly life can change: a few years ago, I was offered the opportunity to lead the launch of a new make-up brand. What did it require? Leaving everything behind and moving to Stockholm. After weighing the pros and cons for just one night, I said yes. Within two weeks, I was living in Sweden.

It became one of the most exciting and transformative experiences of my career. It was a unique chance to see the beauty industry from behind the scenes – something many people only dream about. That decision led to the launch of the international brand OnColour. Even today, seeing women around the world using an OnColour lipstick or mascara gives me a deep sense of pride and fulfillment.

If there’s one lesson I carry from this journey, it’s this: growth rarely comes from waiting for certainty. It comes from saying yes to opportunities, stepping into the unknown, and trusting that you will rise to the challenge.

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

Izabela Sobstyl: The most difficult moment came when Covid hit just after I had moved to Romania. I had no time to build networks or create strong bonds with my new team, and suddenly everything stopped. As a very people-oriented person, this was hard. But it once again showed me how important flexibility and fast adaptation are – both in business and in life.

I learned that true success is about keeping people connected, engaged, and moving forward – no matter the distance,pandemic, online or offline.

Simple things made a difference: spontaneous WhatsApp video calls, informal Teams catch-ups, staying connected even without structure. Step by step, this built trust and turned us into a strong, united team that could grow the business regardless of where we were. Today, our team shaping the business in Romania is multinational – with people working from Poland, Moldova, and Romania. 

Also, it showed how powerful digital tools are, creating new opportunities exactly where traditional ways of working could no longer continue.

C&B: Is there a dream or ambition that has always guided you?
Izabela Sobstyl: I’ve always been driven by a need for change – to grow, do more, and never settle. Curiosity and hard work have guided me. I don’t believe success or doing what you love is about luck- for me, it’s 1% dream turned into action, 99% effort. 

Today, I take great satisfaction in working in a beauty business that unlocks entrepreneurial potential, it is a great environment of very ambitious, energetic people – it feels like home and it is very rewarding seeing women build their success.

C&B: How did you see yourself at the beginning, and how have you transformed?
Izabela Sobstyl: At the beginning, I tried to prove myself by doing everything alone and, was always chasing change. Today, I’ve learned to first appreciate what I have, set clear goals, and combine a strong data-driven approach with innovation to achieve them.

I know that success isn’t mine alone – it’s OURS. There’s a saying: alone, you can run fast, but together, you can go further. A strong team of independent personalities is the key to long-term success. My role is to keep energy and excitement high, inspiring people to give their best.

C&B: If we were to meet your collaborators, what would they say about you?
Izabela Sobstyl: I believe they would say that I’m positive and solution-oriented person. I think they might also say that I like to push boundaries and explore new ways of doing things, however people and good energy are always at the core of everything I do. I hope those around me can feel that.

C&B: What is the most important decision that changed your trajectory?
Izabela Sobstyl: A long time ago, I realized that what I was doing no longer gave me satisfaction and that I couldn’t grow in this area anymore. I made the decision to leave and start my own business, focusing on my passion for fashion, beauty and image creation. This led me to start collaborating with Oriflame – a moment that became a new beginning. Taking that risk and following what I believed in ultimately brought me to where I am today.

Equally important has been speaking openly about my goals. 

My advice to anyone: don’t be shy about where you want to go. Share your ambitions clearly – your manager can’t support you if they don’t know what you aim for. Making your goals visible opens doors and can place you in positions where you can truly grow.

C&B: How did you build your leadership style?
Izabela Sobstyl: Listening carefully and staying open to what I hear has shaped the way I am now.

Leadership for me is a mix of intuition, feedback, observation, and working closely with inspiring leaders while being an active part of the team. 

I was fortunate to have an exceptional coach, Jolanta Pastor, early in my career. Her guidance was priceless; I strongly believe that her external input was precious – it helped me tostep up faster and see things from new perspectives.

C&B: What does a typical day look like for you now?

Izabela Sobstyl: My days are dynamic and full of interaction; some can compare it to the day of a chef in a busy kitchen. Hands-on, ‘’tasting, adjusting’’, and collaborating with the team. Some moments require improvisation, others fast decisions, but the goal is to deliver results and support everyone around you.

After a hectic day, it’s crucial for me to find balance -swimming, taking walks, listening to an audiobook, and spending time with loved ones. I truly appreciate coming home to a space where I feel supported. Together with my partner, we also reward ourselves by traveling, which clears the mind and sparks new inspiration.

C&B: What values guide you daily?
Izabela Sobstyl: The three values that guide me are simple: set high standards for yourself first, before expecting anything from the team;always explain the “why” so the team doesn’t just follow instructions but actively participates in planning and implementation; and build strong, trust-based relationships –the human factor in business is crucial for me.

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

Izabela Sobstyl: Take opportunities, embrace risks, and bring people along,  growth is more exciting and always stronger when it’s shared.

Izabela Sobstyl’s journey is a powerful example of how courage, consistency, and people-centered leadership can transform ambition into lasting impact. By embracing change, trusting her instincts, and investing in strong teams, she has built a career defined not only by results, but by purpose. Her story reminds us that true growth comes from taking risks, staying curious, and lifting others along the way.

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