Cristina Filip is an entrepreneur and organizational development consultant, the founder of Be Connected, with over 15 years of business experience and more than 17 years in the corporate environment, where she supports leaders and organizations in identifying blockages within their internal systems, aligning people, processes, and leadership, and building engaged teams and sustainable performance. At the same time, as a family and systemic constellations facilitator, she integrates into her work a profound perspective on the invisible dynamics that influence decisions, relationships, and results, working with people and organizations at a systemic level to bring clarity, stability, and direction where things seem blocked.

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

Cristina Filip: The narrative thread of my career is built around several moments that, looking back, fundamentally changed the way I understand performance, decision-making, and people.

One defining moment was joining a multinational organization where entrepreneurship was not just a concept, but a value lived every day. It was both a business school and a life school, where I learned what real responsibility means, how to make decisions under pressure, and the impact leadership has on people and results.

The second moment was the transition to entrepreneurship and the founding of Be Connected. Moving from the role of HR and Training Director, as part of the board, to becoming an entrepreneur meant stepping out of a system that supports and validates you into a space where you are the one creating direction, structure, and trust. It was a profound stage of professional and personal maturation.

However, the moment that radically changed my perspective was the loss of my husband. It opened another dimension of understanding — beyond logic and control — and brought me into contact with the world of family constellations, a space where I began to understand how deeply our choices and direction are influenced by invisible dynamics.

Discovering systemic constellations was the next natural step, where I realized that the same principles governing family systems are also present in organizations: in relationships, positioning, decisions, and results.

Today, what defines my work is the integration of these two worlds — the organizational one, connected to people, processes, and performance, and the deeply human one, connected to the relationship with the self. I believe true potential emerges when these two dimensions are no longer separated.

This perspective is also the foundation of my book, Când viața se rescrie – Relații transformate prin constelații familiale, in which I explore, through real experiences and personal reflections, how profound change begins from within and is then reflected in all areas of life and business.

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

Cristina Filip: For me, the most difficult moment was losing my husband during a period when I was simultaneously responsible for leading two businesses. It was a context where it was no longer only about business decisions, but about finding the inner resources to move forward during a time of profound personal instability.

During that period, I discovered family constellations, and later chose to deepen this direction through facilitator training. It was a turning point because I started finding answers I had been searching for in business, but could not access solely through logic or analysis.

The clarity I gained through this experience helped me not only navigate that moment, but also rebuild the way I view decisions, relationships, and leadership.

The people around me — my community, family, and friends — also played an essential role, offering real support not only emotionally, but also through their presence and grounding in reality.

Looking back, it was one of the most difficult periods, but also one that profoundly changed my direction and the way I work today with people and organizations.

C&B: When did you realize this project could become a scalable business?

Cristina Filip: The moment I realized this project could become a scalable business was when I deeply understood the mechanisms behind blockages — not only at an individual level, but also within organizations.

Until that point, I had been working more intuitively, based on experience. But when I started seeing recurring patterns — in decisions, relationships, and team dynamics — and understanding what generated them and how they could be transformed, it became clear that this was not only about isolated interventions, but about a model that could be replicated and scaled.

That was when I realized I could take this approach further — not only to individuals, but also to entrepreneurs, leaders, and organizations facing similar blockages, even if they appeared in different forms.

For me, scalability did not come only from structure or products, but from the clarity of the method and the fact that the results are relevant across various contexts — from personal life to strategic business decisions.

C&B: What personally motivated you to pursue the learning & organizational development field?

Cristina Filip: For me, choosing the learning and organizational development field was not a calculated decision, but rather a natural direction.

I have always been drawn to the idea of development — real growth, not only in terms of results, but also at the human level. I was constantly interested in how I could use more of what I enjoy and what feels meaningful to me. And the answer came simply: by working with people and contributing to their growth.

Over time, I realized that beyond strategies, processes, or information, what truly makes the difference in an organization is its people — the way they think, relate, make decisions, and manage pressure. That is where blockages appear, but also where potential exists.

My motivation comes from the desire to create spaces where people can see more clearly, understand what blocks them, and make more conscious choices — both for themselves and for the organizations they are part of.

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

Cristina Filip: I believe that if you asked the people I work with, they would first talk about connection — about the way I manage to create a space where they feel seen and understood.

They would say that I offer guidance and support, but without imposing directions, instead helping them find their own answers. That I pay attention to people, nuances, and to what is not said directly, yet still influences relationships and decisions.

They would probably also mention the energy I bring — positive, yet grounded in reality — and my ability to mobilize people, becoming a sort of engine in achieving goals, especially when things seem blocked.

And perhaps most importantly, that I work “together with them,” in an authentic partnership where growth is built step by step.

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

Cristina Filip: I do not believe there was a single decision that was “the most important” and completely changed my trajectory.

Rather, my journey has been built through a series of choices and events that, put together, guided me toward where I am today. There were many turning points — some conscious, others shaped by circumstances I could not control — but each contributed to greater clarity and the next step forward.

Looking back, I realize the common thread was not one singular decision, but the willingness to listen to myself, adapt, and move forward even when I did not have all the answers.

All these “small” decisions actually built the big change.

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

Cristina Filip: When I look back at my first leadership role and the journey that followed, I can say that my leadership style and the way I make decisions were not fixed or something I was simply “given,” but rather an ongoing process of development.

They were built over time, through direct experience, different contexts, and the people I worked with. Every situation — especially the difficult or high-stakes ones — challenged me to adapt my approach, better understand relationship dynamics, and recognize the impact decisions have on teams and results.

To a large extent, it was a learned process, but one deeply grounded in practice. Not only from theory, but from reality: from understanding what works, what does not, and from the ability to constantly reflect and adjust.

Today, I would say my leadership style is based on connection, clarity, and responsibility — and my decisions come from a balance between analysis, intuition, and a deep understanding of the human context behind every situation.

C&B: What are the most common mistakes organizations make when trying to motivate employees?

Cristina Filip: One of the most common mistakes organizations make is believing motivation can be “solved” mechanically — through salary increases or benefit packages — and that this will automatically lead to engagement, satisfaction, and performance.

In reality, things are far more nuanced.

Salaries and benefits are essential for market alignment and competitiveness. But they are not enough to build an environment where people truly want to stay and perform. Real motivation comes from a much more complex mix: the quality of relationships, leadership style, sense of meaning, recognition, and psychological safety.

Another mistake is implementing initiatives without truly understanding the organization’s reality. My recommendation is simple: do not offer solutions before measuring. Understand where you are, what people feel, and what they want. An employee opinion survey can be a valuable starting point.

But equally important is what happens afterward. Very often, organizations collect feedback but fail to act concretely, which leads to even greater frustration and mistrust.

And perhaps most importantly, the impact of toxic relationships is often ignored. Sometimes, changing a manager or removing destructive behavior can completely transform the atmosphere and restore people’s energy, joy, and willingness to engage.

Motivation is not a button you press. It is the result of a system of relationships, decisions, and contexts that you create day by day.

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

Cristina Filip: My days never look the same — and I think that is exactly what makes them alive. I work with a variety of contexts, people, and challenges, and the rhythm comes from this diversity: client meetings, work sessions, workshop preparation, or moments of reflection and structuring.

Still, there is a common thread that gives meaning to every day.

The greatest moments of satisfaction appear when, while working with clients, that “aha” moment happens. When I hear: “I never thought this could be what was blocking me.” That is the moment when something becomes visible and clear, and the perspective shifts.

Equally valuable are the moments when I see people succeed in removing blockages — whether related to difficult decisions, relationships, or professional contexts. That is where not only clarity appears, but also energy, courage, and direction.

For me, satisfaction comes from these real transformations, from the changes I see in people and in the way they choose to move forward.

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

Cristina Filip: The values and principles that guide me are not just things I believe in, but things I live every day in everything I do.

Authentic connection with people
For me, relationships are the foundation. I create spaces where people can truly see themselves beyond roles or titles. In every interaction, I choose to be present, attentive, and open.

Clarity beyond appearances
I do not stop at what is visible or logical. I look deeper, where the real blockages exist. I enjoy guiding conversations to the point where clarity appears and things begin to make sense.

Personal responsibility
I believe every person has the resources needed to find their own answers. My role is to create the context and guide, not to provide ready-made solutions. I encourage ownership and conscious choices.

Growth through awareness
I do not believe only in “doing more,” but in understanding better. Real and sustainable change comes from that understanding. That is what I pursue in everything I do.

Authenticity and coherence
For me, it is important that there is alignment between what I say and what I do. People feel this coherence, and trust is built from there.

I apply these values daily through the way I work with people, through the questions I ask, the space I create, and the decisions I make.

C&B: How did the idea behind Be Connected emerge, and what real problem did you want to solve in the market?

Cristina Filip: Be Connected emerged from a real need I observed while working with organizations, leaders, and teams: although strategies, processes, and investments in people exist, retention and engagement remain constant challenges.

I wanted to create more than traditional consulting and organizational or personal development services. I wanted to create a framework where we could go beyond the surface — to the place where the blockages affecting performance, relationships, and decisions are actually formed.

Studies and direct experience confirmed for me that motivation and retention are not only about benefits or isolated initiatives. That is why I built initiatives such as Engage, Retain & Grow – Executive Event and programs dedicated to the organizational environment, approaching employee engagement in an integrated way: leadership, relationships, organizational culture, and the invisible mechanisms influencing behavior.

At the same time, the workshops — both organizational and individual — complement this approach. They add an experiential dimension, where people not only understand, but concretely see what blocks them and can create real change.

The problem I wanted to solve is not the lack of information, but the lack of clarity and connection. Because most of the time, organizations know what they should do, but fail to truly change how people function internally.

Be Connected is the answer to this need: an approach that connects strategy with the human reality inside organizations and creates contexts in which people can become more engaged, stay longer, and perform — not out of obligation, but out of meaning and alignment.

C&B: How have companies’ needs changed in recent years?

Cristina Filip: Looking at the evolution of recent years, I believe companies’ needs have changed not only in depth, but also in pace — much faster than they were used to.

In the past, the focus was on processes, efficiency, and results. Today, these remain important, but they are complemented by two major pressures: people and technology, especially AI.

On one hand, companies increasingly feel the challenges related to retention and engagement. It is no longer enough to offer stability or benefits. People are looking for meaning, autonomy, healthy relationships, and leadership that truly sees and understands them. This creates a real need to build organizational cultures where people choose to stay, not simply remain.

On the other hand, AI is fundamentally changing the way we work. It automates processes and increases efficiency, but at the same time places pressure on roles, competencies, and the way leaders make decisions. Companies no longer need only people who execute, but people who think, adapt, and can work in a constantly changing environment.

And here an interesting tension appears: the more technology advances, the more important the human component becomes. Relationships, trust, clarity in decisions, and the ability to navigate uncertainty cannot be automated.

At the same time, leaders face increasingly complex decisions: how to integrate AI without losing people, how to increase performance without creating burnout, and how to remain relevant in a constantly changing context.

That is why I believe companies today have a dual need: to keep pace with technology while not losing sight of what is essential — people and the way they function together.

Ultimately, the difference will not be made by whoever adopts AI the fastest, but by whoever manages to create a real balance between technological performance and human maturity within organizations.

C&B: How was the Engage, Retain & Grow event born, and what role does it play in your ecosystem?

Cristina Filip: The Engage, Retain & Grow event did not emerge as an isolated initiative, but as part of a broader ecosystem we built around a very clear organizational need: how do we truly create engagement, retention, and sustainable performance?

Everything started with the analysis and deep understanding of the phenomenon — through a study dedicated to retention and engagement, where we examined not only the data, but also the business impact and the practices that genuinely work. This study highlighted one essential thing: the difference is not made by isolated initiatives, but by the coherence between leadership, culture, and the way people experience the organization day by day.

Based on these insights, Engage, Retain & Grow – Executive Event was created as a space where leaders can understand these dynamics, see concrete examples, and have relevant conversations that go beyond theory.

However, the event is only one part of the ecosystem.

We also built the “Engage, Retain & Grow” program, structured into eight modules, which takes things further — from awareness into implementation. It is a framework in which organizations can work practically on their own realities: from leadership and relationships to the mechanisms influencing engagement and retention.

The role of the event within this ecosystem is one of opening and clarification. It is the place where the right questions emerge, where leaders begin to see what is not working and where the actual blockages exist.

Then, through the program and subsequent interventions, this process continues and transforms into concrete actions and real change.

In essence, Engage, Retain & Grow is not just an event, but an integrated system — from understanding (study), to awareness (event), to transformation (program) — built to respond to a real challenge in today’s business environment.

Through her expertise in leadership, organizational development, and systemic constellations, Cristina Filip offers an integrated perspective on how organizations can build employee retention, engagement, and sustainable performance.

The post Cristina Filip, Founder of Be Connected – Leadership, organizational development, and employee retention in modern business appeared first on careers-business.com.

Adriana Preda is a social innovator, strategist, and entrepreneur with over a decade of experience at the intersection of social impact, business, and systemic innovation, known for building and scaling programs and platforms that create real opportunities for young people and vulnerable communities in Romania, Central and Eastern Europe, and more recently in the United States, working across both the non-profit sector and the areas of strategic consulting and initiatives with integrated social value. She is currently a Board Member of The Social Incubator Association, a strategy, impact, and ESG consultant at Nimble Minds, and is developing a startup in the impact-driven advertising space, focused on models through which marketing budgets can support concrete social change.

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

Adriana Preda: If I were to look at my career as a narrative thread, I wouldn’t say it was built on spectacular moments, but rather on a few decisions that changed its direction and proved to be lasting.

The first important moment came from the legal field, directly tied to my education. At the beginning, law seemed to me a powerful tool to correct injustices. I have always been moved by situations of abuse, helplessness, and people who lack the language or resources to defend themselves. I believed the law could be a real vehicle for balance and protection. The experience shaped me, but it also awakened me. I quickly understood that formal justice does not automatically reach those who need it most, and that systems, no matter how well-intentioned, have their limits.

Then came television. I entered that space with the sincere desire to be the voice of stories that were not being told and of people who were not being heard. I believed in the power of visibility and in the role of public exposure as a form of change. It was an intense and deeply clarifying stage. I saw how easily nuance gets lost, how complex realities are compressed into formats that demand quick impact. I learned that telling a story is not enough if there is no responsibility after the spotlight fades. A voice, without continuity, sometimes remains just noise.

The Social Incubator, however, was the place where all these threads came together. That’s where the need for justice, the desire to give voice, and especially the need to build something lasting met. I moved from signaling problems to working, day by day, on solutions. From reaction to structure. From emotion to systems that can support real people over the long term. It was the space where I learned what leadership responsibility means, the pressure of decision-making, and the invisible work behind real impact. Looking back, this beginning was more of a search than a plan. I was searching for the right tool. Law gave me the framework. Television gave me the voice. Civil society gave me the place where the two could be put to work, with meaning, patience, and real consequences.

Now I am at the intersection of all these worlds. I work between civil society, business, and consulting, with the same question in mind, but with much clearer tools. I build bridges between impact and economy, between good intentions and systems that can function at scale, between real needs on the ground and resources that exist but are often poorly connected.

After years of working directly with young people, organizations, and communities, I understood that sustainable change does not come from a single sector. It comes from the ability to hold them together. To translate between them. To create models where doing good does not depend only on grants or favorable contexts, but is integrated into how organizations, companies, and markets function.

C&B: What is the biggest challenge you have faced as a leader of a non-profit organization, and how did you overcome it?

Adriana Preda: The biggest challenge was keeping the organization whole in moments when nothing was certain. Unstable funding, constant pressure for results, tired teams, and people looking to leadership for direction, even when I myself had few clear answers.

In the non-profit world, crises don’t come one at a time. They overlap. And the temptation is to accelerate, to compensate through control, to promise more than you know you can deliver. There was a moment when I understood that the biggest mistake would be to perform certainty. I chose the opposite—I was explicit about what we knew and what we didn’t, I set clear boundaries, and I slowed down decisions driven by fear, moving them back into reason.

Another real challenge was balancing mission and people. The desire to help can quickly become a form of collective burnout. I learned to protect the team, even when external needs seemed more urgent. I held the pressure at the leadership level and refused to let it cascade downward. It wasn’t always a popular decision, but it was a necessary one.

I overcame these moments by changing how I defined success. Not only through delivered impact, but through the organization’s ability to remain healthy, coherent, and dignified in difficult conditions. With clearer processes, accountable decisions, and a lot of presence—without spectacular solutions. Just constant, honest, human building.

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

Adriana Preda: The ambition that has consistently guided me has been to build contexts in which people have real chances, not just inspirational success stories. From the very beginning, I was less interested in the idea of saving and much more in the idea of building fair conditions. Access, reference points, people who see you at the right time, and systems that don’t exclude you from the start.

Along the way, the shape of this dream has changed. At first, it was about being on the side of those who were wronged. Then about giving them a voice. Today, it is about changing the rules of the game that produce the same inequalities, generation after generation, through structures that function even when enthusiasm fades.

What has remained constant is the refusal to accept that some destinies are “natural.” I don’t believe that. I believe many trajectories are the result of context, not personal value. My ambition is to work exactly where context can be redesigned. Even if it’s slower, even if it’s harder to explain. For me, true success is when change no longer depends on me, but can continue without me.

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

Adriana Preda: At the beginning, I was very determined, but also very rushed. I had a lot of energy, a lot of frustration with injustice, and a strong need to prove that things could be done differently. I believed that if you worked hard enough and spoke clearly, change would follow almost naturally. I was involved everywhere, present in every detail, with the feeling that responsibility always rested on my shoulders.

Over time, I have transformed more than I planned. I learned to slow down without losing direction. To choose the battles that truly matter. Not to confuse urgency with importance. I learned that leadership means creating clarity, space, and trust for others—not being visible all the time.

Perhaps the biggest change has been how I relate to myself. I moved from defining myself through effort and sacrifice to defining myself through judgment, consistency, and healthy boundaries. Today, I no longer feel the need to constantly prove myself. I care more about what remains than what is seen. And, perhaps paradoxically, this grounding has made the work stronger and more sustainable.

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

Adriana Preda: They would probably say that I am demanding and results-oriented, but also fair and consistent. I place a strong emphasis on clarity, responsibility, and meaning. I believe in autonomy, but also in accountability, and I try to create a space where people can express themselves and grow, even when things are difficult.

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

Adriana Preda: The most important decision was to let go of the idea that I had to choose a single direction and stick to it at all costs. For a long time, I felt the pressure to fit into a clearly defined role—lawyer, journalist, NGO leader. At some point, I consciously chose to stop separating these identities and to build exactly at their intersection.

This decision meant stepping out of comfortable zones and easy-to-explain labels. It meant accepting a path that is harder to read from the outside, but much more coherent on the inside. It also meant the risk of being perceived as “too much” or “too different” for some contexts—and I embraced that.

From that moment on, my trajectory changed. I started thinking long-term, building bridges between worlds that don’t naturally speak to each other, and making decisions not for the next step, but for the architecture of the entire journey. It was the moment I truly moved from execution to building.

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

Adriana Preda: My leadership style did not emerge from a single moment or role—it was built over time, from reality, pressure, and deliberate choices. It has been a deeply learned process, but also a very personal one. I invested a lot in learning, in mentors, in coaching, and in reflection spaces where I could understand not just what I do, but how and why I do it.

At some point, I realized that if I wanted to build something that lasts, I couldn’t lead purely “by instinct” forever. So I chose to treat leadership as a competency, just like strategy or finance. I approached the non-profit organization with the same rigor as a business—clear structure, functional processes, defined responsibilities, data-driven decisions. At the same time, I knew that the human dimension is not a “soft skill,” but the invisible infrastructure that holds everything together.

I worked a lot with the idea of transfer. What can be taken from business and adapted into social impact, what principles are universal, how do you build sustainability without losing meaning? This cross-sector thinking completely changed how I make decisions. It helped me move from reaction to architecture—not just solving today’s problems, but preventing tomorrow’s.

In the beginning, I was very present in all the details. I believed leadership meant being everywhere, carrying everything, compensating. Over time, I learned something more difficult but essential—that true authority comes from clarity, and that sometimes the best decision is to step back, create space, and trust.

Today, my leadership style is calmer, more strategic, and more human. I make decisions with people, consequences, and time in mind. I care just as much about how a result is achieved as about the result itself. And perhaps the most important thing I’ve learned is this—leadership never ends. It evolves, it refines itself, and it always requires honesty with yourself and with those who walk alongside you.

C&B: What is the fundamental mission of the organization and how has it evolved since its launch?

Adriana Preda: The organization’s mission has been, from the beginning, to create real opportunities for young people who start with a significant contextual disadvantage, in a concrete way. Access to relevant education, to people who see them, to experiences that can change their trajectory before the system locks them into a label.

At launch, the mission was very focused on direct intervention. We worked with young people leaving the protection system who urgently needed guidance, skills, and support to integrate professionally. It was about being there, close to them, and filling obvious gaps—basic education, orientation, first contact with the labor market.

Over time, the mission matured. We realized it wasn’t enough to work only with end beneficiaries, no matter how well we did it. So we expanded our intervention to the ecosystem—companies, schools, institutions, decision-makers. We began building programs that not only help young people, but change how organizations work with them. We shifted the focus from “how do we support one young person” to “how do we change the system that excludes them.”

Today, the mission is broader and clearer. We build models that can be replicated, partnerships that sustain long-term impact, and real bridges between the social and economic sectors. We are no longer just talking about integration, but about equity of opportunity and the collective responsibility not to waste potential.

The evolution has been natural—from reaction to architecture, from solutions for individual cases to interventions that can change the rules of the game. The mission remained the same in essence; only the tools became more mature.

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

Adriana Preda: Honestly, there is no truly typical day. My days are a mix of strategic work, decisions that require clarity, and many conversations that don’t appear on the agenda but matter immensely. I might start the morning in a strategy call or a board discussion and end it in a meeting where the stakes are purely human.

A significant part of my time is dedicated to thinking—analyzing, structuring, connecting dots between projects, people, and different contexts. I work with teams and partners from very different areas, so a large part of my day is about translation—between languages, expectations, and rhythms.

But there are also days that completely break the rhythm. Days when one of our young people walks in or calls just to say they got into university. Or that they’ve completed their first month at their first job and their voice still trembles a little when they talk about it. Or that, for the first time, they feel like they belong. These moments are not planned and don’t show up in reports, but they give meaning to everything else.

Equally important are the simple moments with the team—the laughter between meetings, a story shared in passing, a joke that releases the tension of a hard day. These small things hold people together and make long-term work possible.

The greatest satisfaction comes from this mix—from being able to work on systems while also seeing real people going through real change. When strategy and life meet, that’s when I know I’m exactly where I need to be.

C&B: What concrete changes has The Social Incubator brought to the communities you work with?

Adriana Preda: The changes brought by The Social Incubator are most visible in transformed trajectories—and we don’t look only at numbers. In the communities we work with, we have helped many young people move from a space of risk and uncertainty to one of stability, autonomy, and perspective. Young people who entered programs without clear direction and who today are employed, students, mentors, or even leaders in their own communities.

Concretely, we have created real bridges between vulnerable youth and the labor market through direct exposure, practical experiences, and long-term relationships with employers. We have changed how companies relate to these young people—from distrust to responsibility, from “they are not ready” to “what can we do differently so they are.”

At the community level, we introduced working models that did not previously exist—integrated programs combining education, career guidance, emotional support, and mentorship. We professionalized social intervention and brought rigor where often there was only good intention. This increased not only impact, but also trust from local partners and institutions.

Perhaps one of the most important changes is cultural. We contributed to shifting the narrative about young people from vulnerable backgrounds—from “beneficiaries” to people with potential, from exceptions to resources. This shift in perspective created effects that go beyond the organization and are felt in communities, schools, companies, and families.

C&B: How was The Social Incubator Association born and what was the initial inspiration behind this project?

Adriana Preda: The Social Incubator Association was born from a very simple and very harsh reality. There was (and still is) a huge gap between young people who had access to education, networks, and opportunities, and those leaving the protection system or vulnerable environments without any safety net.

The initial inspiration came from a very concrete question asked by the founding members—people who had been volunteering for many years in foster care centers and were witnessing this critical moment from the inside: what happens to these young people after they are no longer “anyone’s responsibility”?

At the beginning, the idea was to build a transition space—a place where young people are not treated as beneficiaries, but as individuals at the start of their journey, with real potential. A place that offers not just skills, but also confidence, exposure, and meaningful relationships. That is also where the name comes from—an incubator does not artificially accelerate growth, but creates the conditions for something fragile to take root.

Over time, the project grew far beyond its initial form. We quickly understood that it is not enough to work only with young people, no matter how well we do it. So we began building partnerships with companies, mentors, institutions, and local communities. We brought together actors who do not normally collaborate and connected them through a shared responsibility.

The inspiration remains the same to this day—the belief that talent is equally distributed, but opportunities are not. The Social Incubator was created to reduce this gap and continues to exist to demonstrate that when context changes, destinies can change too.

C&B: How would you describe your leadership style in an NGO and how does it differ from a similar role in a traditional business?

Adriana Preda: In an NGO, my leadership is deeply anchored in people and purpose. Decisions are never purely operational, because almost every choice has a direct impact on real lives. That requires attention, clarity, and constant presence, because you cannot lead only through results. You have to account for context, different rhythms, and vulnerabilities that don’t show up in a P&L but deeply influence the work.

At the same time, I have led an NGO with the rigor of a business—clear structure, measurable objectives, well-defined responsibilities, and accountable decisions. I strongly believe that lack of professionalization does more harm than lack of resources. The difference is that in an NGO, performance is measured in trust, stability, and the organization’s ability to remain healthy in the long term.

In a traditional business, things are more direct—decisions can be faster, accountability chains clearer, and performance pressure explicit. In an NGO, the pressure is more diffuse, but often heavier. It comes from moral expectations, social urgency, and responsibility toward communities that have no alternatives.

The major difference, however, is not technical, but about stakes. In business, mistakes cost money. In an NGO, mistakes can cost trust, lost time, or real opportunities for people. That’s why my leadership style in the non-profit space is more deliberate, more attentive, and more oriented toward long-term building—less about speed and more about direction.

Adriana Preda’s story is one of long-term building, intentional leadership, and the ability to connect different worlds to create real change. At the intersection of social impact, business, and strategy, she is redefining how opportunities can be created and scaled for young people and vulnerable communities.

The post Adriana Preda, social innovator and strategist: Leadership, social impact, and ESG in building sustainable systems appeared first on careers-business.com.

Maria Chivu is an educator and musician, a graduate of the Faculty of Music, trained in vocal performance and cobza; she is involved in numerous artistic projects, founder of the vocal group Jianca, collaborator of producer David Ciente, and part of the concept Lăutăresele, initiated by Șaraimanic.

C&B: How did your relationship with folk music begin, and where did your love for the cobza come from?

Maria Chivu: My relationship with folklore began in childhood. Romanian folk music was present in my home at every celebration and in every important moment. I grew up with its sound and, without realizing it, it became part of how I feel the world. My love for the cobza came as a natural discovery: I was drawn to its vibration and its history. When I first held a cobza, I felt I had found an instrument that represents me and allows me to carry forward an extremely valuable tradition. Since then, folk music and the cobza have been not just passions, but an essential part of my artistic identity.

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

Maria Chivu: The most difficult moment in my journey was when I had to find a balance between all the projects I was involved in and my inner rhythm, between what I had to do and what I truly wanted to do. There were periods when I felt overwhelmed, but over time I learned to choose what is best for me. When I feel that I am drifting away from myself, I go back home, to Ostroveni, the place where I grew up and where people still live by their own rhythm, in peace and simplicity. There I remember that life is not just a constant rush, as it often seems nowadays, but that sometimes it is good, healthy, and even necessary to take a break. Other times, I gather my thoughts by sewing traditional blouses; it connects me with tradition and brings back my patience. This is how I manage to find myself again and move forward, more at peace and more confident in my path.

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

Maria Chivu: Yes, I have always had a dream that guided me. I like to listen to my intuition, and it has always led me toward music. When I sing, I find peace; I feel that I am settling into my place, that I am fulfilling my purpose on this earth. I feel that this is the gift I have received and that I must carry forward to people. God chose this path for me, from the gift He gave me to the people He placed along my way. I simply try to do everything I can in this direction—to grow, to learn, and to honor the gift I have received through every song I offer.

C&B: What did the decision to participate in Vedeta Populară mean to you, and why did you feel it was the right moment?

Maria Chivu: My first participation in Vedeta Populară came following a proposal that deeply honored me: maestro Tudor Gheorghe encouraged me to enter the competition. I accepted the challenge with emotion and gratitude, and that journey took me all the way to the final. It was an experience that gave me confidence and helped me better understand who I am as an artist.

My second participation was different, because it came from my own desire. I felt the need to push my limits, to show how I feel and carry forward folklore, and to work with professionals, because I like to take things seriously. For me, the competition was a conscious challenge, a path I wanted to see through to the end. And I did. After enjoying every stage, every rehearsal, and all the emotion of the competition, I was awarded the Vedeta Populară trophy. It was a unique moment, a validation, and one of the most beautiful memories I have ever experienced.

C&B: How did you experience the Vedeta Populară competition, and what impressed you most during that journey?

Maria Chivu: The experience at Vedeta Populară was, for me, an intense process of working with myself. An essential support throughout this journey was Professor Cristian Mihăescu, who guided me with patience and professionalism. I spent entire days studying, searching for the right repertoire, working on every detail of the pieces, and learning how to manage my emotions so they wouldn’t overwhelm me. All this preparation helped me experience the competition with joy. Backstage, before going on stage, I had a mix of emotions and thoughts that unsettled me, but the moment I stepped into the stage lights, everything simplified. I remembered my beginnings, the moments when I sang simply because I loved it, and I entered that same state of sincerity. On stage, it was just me, the orchestra, and that special energy created when music comes alive. I felt it lifting me, placing me where I belong.

After each performance, knowing I had given everything I could in that moment, I waited calmly for the jury’s reaction. From one stage to the next, I learned, adjusted, and grew.

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

Maria Chivu: I believe the most important decision that changed my trajectory was participating in Vedeta Populară. It was the moment when I managed to prove to myself that this is my path. Until then, I had many questions, many possible directions, and I didn’t know exactly where to go. Before entering the competition, I told myself something very simple: if I manage to at least reach the final, then it means this is the path I should choose and that it is worth dedicating all my time to music. It was my way of asking for a sign, a confirmation.

And that sign came. Because nowhere do I feel better than when I make music, when I connect with people through what I sing, and when I can share my passion with those who receive it. Winning the competition was a strong, clear confirmation that I am exactly where I need to be. That decision changed my life. It brought clarity, direction, and helped me understand that when you listen to your soul, the path opens before you.

C&B: What does winning season 8 mean to you, and how has this success changed your artistic perspective?

Maria Chivu: This achievement was not an endpoint, but a beginning. It showed me that I must move forward with more courage, but also with a deeper awareness of the responsibility I have: to carry folklore forward in my own way, with respect, care, and all the seriousness it deserves.

C&B: How do you manage to combine traditional authenticity with modern influences in the way you sing or interpret?

Maria Chivu: The blend between traditional and modern came at the initiative of David Ciente to work together. He wanted to bring folklore closer to younger audiences, and to try to bring together the world I come from with the one he comes from. I remain anchored in the authenticity of folklore, while he brings a contemporary perspective that highlights what is already there. Together, we founded the vocal group Jianca, which also aims to promote authentic Romanian folklore.

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

Maria Chivu: For me, no two days are alike. My schedule is always full and very diverse, because I try to take care of all aspects of my career. There are days when I start with study and rehearsals, others when I have meetings, discussions, phone calls, emails, and organizational work for shows, events, or contracts. I also have moments when I withdraw to create: I compose, look for new ideas, browse books, enrich my repertoire, or go to libraries. Other times, I go out into the field, to villages, to search for old songs and stories from local people—an aspect of my work that inspires me immensely. At the same time, I try to stay active online, where many of us spend our time. For me, it is important to remain present in this space, because it allows me to stay close to people even when I am not on stage. I post fragments from rehearsals, backstage moments, personal thoughts, or projects I am working on, and this direct interaction helps me better understand what the audience wants and how they resonate with what I do.

I am also involved in my family’s tradition: I sew traditional blouses that I later wear on stage, and I help my mother in her small workshop, where she weaves Oltenian carpets on a loom. I truly enjoy working together with her, because she was the first to see, even when I was very young, that my path is music. There are also days dedicated to the studio, where I record or work on new projects. And beyond everything related to my career, it is important for me to take care of my home, to be a good homemaker, to cook, keep things in order, and maintain a healthy body and mind through sports.

C&B: Do you have plans to explore related genres or fusions between folk music and other styles?

Maria Chivu: I have long had thoughts and desires regarding collaborations in this direction. It seems the universe worked in my favor, because this idea came back to me through the proposal from David Ciente. That is how a project was born that opened folklore to a wide audience, from whom we received wonderful feedback.

C&B: How did your collaborations with the Jianca group and David Ciente come about, and what experiences have these projects brought you?

Maria Chivu: My collaboration with David Ciente began as a simple experiment, without a clear plan in that direction. We wanted to see what could emerge from the meeting between folklore and contemporary sounds, and the result surprised both of us. It gave us the confidence to continue and develop the project, and from there came the idea of forming a group of girls that we could train together. It was a beautiful challenge that helped me divide my time between multiple projects, discover myself in new roles, and build a wonderful collective where sincere friendships were formed.

The collaboration with Jianca came from the desire to create something authentic and coherent together, based on respect for tradition and a shared energy that united us from the beginning. Today, we perform in two different formats: alongside David Ciente, with the fusion of folklore and contemporary sounds, which attracts a wide audience—and in the traditional format, accompanied by an authentic taraf, for those who love the roots and purity of folklore.

This diversity fulfills me and helps me grow, because each project shows me the richness of music and the many ways I can share it with people.

C&B: How does your style evolve from one project to another, and how do you adapt your repertoire for a broad audience?

Maria Chivu: When I talk to event organizers, I quickly understand what type of repertoire fits best, depending on the theme of the festival, the space where it takes place, and the expected audience. In this way, I choose the right direction: either the traditional version, alongside a taraf, or the concept developed together with David Ciente, where we reinterpret folklore in a contemporary light.

These are two distinct projects, united by the desire to promote folklore, but addressed to different audiences. What makes me happy is that people have understood that these two directions naturally coexist in my artistic journey and complement each other, without excluding one another.

Maria Chivu’s story is one of balance between roots and evolution, between tradition and the present. Through every project and every stage appearance, she embraces the role of carrying Romanian folklore forward with respect, authenticity, and personal sensitivity.

The post Maria Chivu, winner of “Vedeta Populară”: the story of an artist who carries romanian folklore forward appeared first on careers-business.com.

If you ask 10 Romanians why they don’t save or invest, most will give you the same answer: “I don’t have enough money.”

It’s a convenient explanation, but in reality, it’s rarely true.

I’ve met people earning 3,000 lei who manage to consistently set money aside. And others earning 10,000–15,000 lei per month who live paycheck to paycheck. The difference isn’t income. It’s behavior.

In fact, the problem doesn’t appear when you earn little. It appears when you don’t have clear rules for managing your money. Without rules, any increase in income almost automatically turns into an increase in expenses.

In Romania, we’re not taught how to manage our money. We don’t have real models of people who have built financial stability through discipline and long-term investing. We more often see examples of consumption: expensive cars, exotic vacations, “Instagram” lifestyles. But we almost never see the process behind them: budgeting, investing, patience.

Another major issue is the lack of a budget. For many, money is something that simply “happens.” It comes in and goes out without a clear plan. Without tracking your expenses, it’s almost impossible to build anything long-term.

In practice, this means that at the end of the month you don’t really know where your money went. You only know that it’s “gone.” And without clarity, there is no control.

Then impulsive spending comes into play. We live in an economy designed to make us spend: discounts, ads, social pressure. Without control, we end up buying things we don’t need, with money we don’t have, to impress people who don’t care.

In reality, it’s not just about how much money you make. It matters even more what you do with it.

Income gives you opportunities. But financial habits are what determine the final outcome. Without a clear system, even a high income can disappear from one month to the next. On the other hand, an average income, managed properly, can build long-term stability.

And perhaps the most subtle issue: the psychology of money.

Financial decisions are not logical. They are emotional. We buy when we’re stressed, avoid investing out of fear, and postpone important decisions for “later.” Without understanding these mechanisms, we repeat the same mistakes for years.

From my experience as a financial education trainer, I’ve noticed that most people don’t need new information. They need a simple system they can follow consistently.

The good news is that the solutions are simple, but not easy.

A personal financial system can start with a few basic steps:
• a clear budget
• automatic monthly saving
• consistent investing, even with small amounts

The motivation behind all of this is simple: time and consistency can make the difference.

For example, €200 invested monthly for 30–40 years can grow to hundreds of thousands or even over a million euros, depending on the return. Not because the monthly amount is large, but because each contribution builds on the previous ones and generates its own return.

That is the power of long-term investing: you don’t win through “big hits,” but through discipline and time.

You don’t need huge incomes to build financial stability. You need consistency.

That’s why I founded formulabanilor.ro, a place where I explain, in simple terms, how to build a personal financial system without complicated theories, but with long-term results.

Because in the end, the difference between those who achieve stability or even financial independence and those who remain stuck is not determined by how much they earn, but by what they consistently do, month after month, with the money they have.

Change doesn’t come from one big decision, but from small choices repeated consistently. Start simple, stay consistent, and let time work in your favor. Financial stability is not accidental, it’s built step by step.

The post Andrei Vișan – The biggest financial mistake that romanians make is not a lack of money, but a lack of a system appeared first on careers-business.com.

Viorel Ghiță is the founder of Kreativio, a Romanian workshop specializing in custom gold jewelry with natural gemstones. With over 25 years of experience, he creates one-of-a-kind pieces and limited series, most often intended for those who see jewelry as a story that blends craftsmanship, inspiration, and creativity.

C&B: How would you define your role as General Manager in a business that combines creativity with production?

Viorel Ghiță: My role is to maintain a balance between the technical and the creative sides. When this balance exists, the idea takes shape and the jewelry piece can be successfully created. It is important that I am involved in all stages of the process, from design to execution.

C&B: How do you preserve the authenticity of a handmade product in an increasingly industrialized market?

Viorel Ghiță: Authenticity has several ingredients: the working process and the direct relationship with the client when it comes to a unique custom piece, or it can refer to our own collections or individual items. Regardless of these approaches, at their core lies the emotion of the future piece and what it aims to convey. Retail brands are often based on standard pieces, while in creative workshops like Kreativio, we seek the meaning the object holds for the person who wears it.

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

Viorel Ghiță: I have always been guided by the desire to create distinctive jewelry, often inspired by nature and the world of universal symbols, while persevering in maintaining quality. Jewelry should not only be beautiful but also relevant to those who wear it. My ambition is for the Kreativio brand to become recognized both nationally and internationally.

C&B: Kreativio follows a model that starts from an idea and reaches a fully customized final product. What are the biggest challenges in this complete process?

Viorel Ghiță: It is challenging to ensure alignment between idea and execution, for the final object to turn out exactly as I imagined. Creating bespoke jewelry is also a challenge, as this unique creation must reflect the identity and emotions of the person who wears it. Communication with the client is essential, at such a level that I come to understand which design and gemstones suit them best.

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

Viorel Ghiță: They would mention how demanding I am with details, my promptness, the direct and transparent relationship with clients, and the meticulous attention given to every stage of creating a piece of jewelry.

C&B: How has consumer behavior changed in the area of custom jewelry?

Viorel Ghiță: The world is constantly changing, and this accelerated dynamic is turning consumers into more informed individuals. Interest in genuine jewelry, precious gemstones, and unique design is growing, even though in Romania there has often been more emphasis on quantity rather than quality. As I am not an industrial jewelry producer, I have always addressed clients who are looking for the story behind the jewelry, not just the piece itself. Personalization is increasingly common among today’s clients.

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

Viorel Ghiță: This is a process built over time through direct experience. I have learned that good decisions come from balance, flexibility, and openness. I often see adaptability as both personal and professional growth.

C&B: What do you think differentiates Kreativio from other jewelry brands?

Viorel Ghiță: The main difference is our approach. We work with small series collections and customized concepts, collections that carry symbolism and a story translated into jewelry. Each piece is designed according to the person who will wear it. We also combine traditional craftsmanship with modern technology without losing the unique character of each piece.

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

Viorel Ghiță: A typical day is divided between design, coordinating production stages, and discussions with clients. The most satisfying moments are when I see the finished product and the client’s reaction when they receive it. Some clients order jewelry from other cities, and I can only imagine their emotions, but when they are present, you can often read their joy and emotion on their faces. It is a great professional satisfaction to see a finished piece that has gone through the entire process, from a simple sketch to a genuine piece of jewelry, but what truly fulfills me is the moment of silence and amazement when the client admires it.

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

Viorel Ghiță: Respect is the essential element. It helps me constantly refine healthy principles in my relationship with myself and others. My gratitude for the creative ability and craftsmanship involved in this profession is the driving force behind my daily work.

C&B: What is the client looking for today: the product itself or the experience around it?

Viorel Ghiță: As I mentioned earlier, the dynamics of today’s world force us to pay closer attention and to put ourselves in the client’s place to understand their desires and emotions. People are increasingly looking for quality and the artist’s experience embedded in a piece created especially for them, especially when they feel overwhelmed by a multitude of options and models that rarely create a real connection. Education around jewelry and gemstones has improved, and interest in significant artistic periods also contributes to people’s attraction to designer jewelry or pieces from major brands.

C&B: How do you see the competition between local brands and major international brands?

Viorel Ghiță: It is about the market itself. Both local and international brands have their target audience, and I am not sure it is necessarily about competition, as I do not have the expertise to make such an analysis. A small brand, whether local or from another country, cannot compete with a major brand, but it can be inspired by how it positions itself.

However, one thing can make a difference. From my own analysis, a small growing brand can stand out and be unique as long as it brings creativity through new collections and unique jewelry, through articles and educational materials, and through a strong and active online presence.

In a world dominated by mass production, custom jewelry is returning to the forefront as an authentic expression of identity and emotion. For Kreativio, each piece is not just an object, but a story built with patience, expertise, and meaning.

The post Viorel Ghiță, Kreativio – The story behind jewelry that says something about you appeared first on careers-business.com.

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

Oana Mică: Despite my academic background in philology, my first professional experiences were not directly related to the field of communication. I chose to begin my journey in the corporate environment, in well-known companies which, looking back, I realize helped me build a solid work structure as well as a well-trained team spirit. At the time, I didn’t feel aligned with those fields, but the discipline and operating style specific to large corporations shaped me in a positive way that I didn’t fully recognize then.

A first defining moment was when a simple volunteering role in an NGO turned into a part-time position. It was a confirmation that the involvement and passion I was investing during that period, driven by my desire to professionally transition into communication and marketing, were starting to pay off. That moment marked the beginning of an intense period of rapid changes, in which I felt I was gaining real momentum in terms of opportunities and experiences.

The second decisive moment in my professional journey was meeting Valentina Vesler. I believe I am among the few fortunate people who can honestly say that life has brought them a mentor. To have someone with the wisdom to truly “see” you — in that deeper sense that distinguishes a leader from a mentor — has been and remains an extraordinary privilege. Our collaboration became a constant learning space, where I was encouraged to develop my strategic thinking, autonomy, and confidence in my own decisions, which is why I owe a large part of my growth over the past two years at AQUA Carpatica to her.

At present, I feel that my entire journey has created a natural convergence, where my experiences and inner resources have found a professional space in which I truly belong.

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

Oana Mică: It wasn’t a single moment, but rather a period in which multiple demands and challenges overlapped over a longer time. It happened right when I was promoted to the role of Project Manager, and coincidentally, during those months, we were managing three campaigns simultaneously — two already in the amplification phase and a new one that required full team mobilization.

It was an intense context in which I had to quickly develop my prioritization skills, make decisions at an accelerated pace, and maintain an overview of all projects. Looking back, it was one of those moments that, although difficult, significantly accelerate the learning process and help you build confidence in your own decisions. I can say it was a true “baptism” in resource and time management.

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

Oana Mică: I wouldn’t say I’ve been guided by a specific dream. Rather, it’s about a very strong inner drive for self-improvement and a dose — now more balanced — of perfectionism. Regardless of the environment or context I’ve been in, I’ve consistently had this inner drive to do things as well as possible and to deliver something beyond expectations. I’m the type of person who always finds room for improvement, even when things are already working well.

Naturally, this ambition filtered out for me the contexts where I couldn’t find myself, while also bringing me closer to people who resonated with and appreciated this trait — a journey that ultimately led me to AQUA Carpatica.

I can say that one of the great advantages AQUA Carpatica offers me daily is this environment where I collaborate with top professionals, passionate people who inevitably train you into a constant desire to do things better, more beautifully. It is one of the satisfactions I take home at the end of each day and that gives me the energy needed during more challenging periods.

C&B: How did your journey in communication begin and what attracted you to project management in this field?

Oana Mică: As I mentioned, my journey was not linear. I would rather describe it as circular. I started as a Literature graduate in the corporate environment and completely different fields, only to later return to the same academic space in a process of rediscovery that opened new opportunities and gradually guided me to where I am today.

In communication, there are different types of professionals — some highly creative, who thrive in contexts where they can express themselves freely, and others with a more analytical structure. I lean more toward the latter category, and project management in communication became a natural step, where my analytical side and orientation toward structure met the creative dimension of the field.

What recommended me was not only my analytical nature, but also my abstract thinking, which comes with a strong sense of discernment. When ten ideas seem equally attractive or when multiple projects are all “urgent,” you need a level of rationality that helps you prioritize and structure your direction effectively.

It is a continuously evolving journey, and even now I feel I am constantly developing. No partnership and no project is the same, which means the challenges are always new and each brief is different.

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

Oana Mică: I believe they would say that I show a lot of involvement in day-to-day tasks and that, regardless of how small a task is, I find the resources to offer guidance or support in bringing it to the highest possible level, both in terms of efficiency and quality.

I am still trying to find a balance between the principle “don’t fix it if it’s not broken” and my natural tendency to always look for improvement. One possible criticism would be that sometimes I may insist too much on details or optimization, even when things are already working well. However, this is something I constantly work on, trying to better calibrate when intervention is necessary and when it is more efficient to let things follow their natural course.

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

Oana Mică: To leave those contexts where I knew, at a deep level, that I wouldn’t be able to grow, despite any fears or uncertainties. It was not an easy decision, especially at the beginning of my transition process, but looking back, it confirms that having the courage to end a context that doesn’t suit you at the right time actually means saving time and resources — both for yourself and for others involved.

I have never resonated with the idea of staying in a role just to “look good” on a CV or to tick a certain length of experience. There are contexts and contexts, and the real difference lies not in years, but in the type of experiences lived and the pace of learning. For me, a few years of exposure to diverse, dynamic, and challenging projects have mattered more than longer periods in which the work would have been predominantly repetitive.

C&B: How would you describe your current role within the AQUA Carpatica team and the impact you have on the communication strategy?

Oana Mică: My role translates into direct involvement in coordinating and implementing communication activities, with a focus on message coherence and alignment with the already defined brand strategy. Essentially, I ensure that the agreed communication ideas and directions from our collaborations are translated into clear, consistent, and relevant executions for both our audience and the brand’s objectives, so that all amplifications logically and coherently derive from the key message.

My impact is felt both at a macro level, through contributing to coherent, well-guided communication — the result of the entire team’s effort — and at a more granular level within specific projects that allow for a higher degree of involvement and development, where I can contribute to raising execution standards and exploring more complex directions.

C&B: What are the main pillars of a communication strategy for an FMCG brand like AQUA Carpatica?

Oana Mică: Beyond the communication pillars, which are evident in all our activity, I would rather talk about principles. AQUA Carpatica is a relevant case study for any marketing and branding professional. We are talking about an FMCG brand positioned at the base of the consumption pyramid, yet placed in the premium segment within a market of long-established players. It has had strong growth built on differentiation and the courage to break patterns.

A first principle is message consistency — in a brand built around the idea of purity, every touchpoint must reflect this value without deviations or compromises. Purity leaves no room for error; it is a non-negotiable core value. Careful selection of partnerships and association contexts is also important, so they support the brand’s values and contribute to strengthening its premium positioning.

The second is authentic differentiation. In a crowded category, it is essential to clearly communicate what makes you distinct, not only at the product level but also in terms of perception and positioning. AQUA started with a clear differentiator — its extremely low, undetectable nitrate levels. Today, this direction has matured, and our campaigns increasingly include socially relevant messages reflecting consumers’ real needs, concerns, and frustrations. “Mislabeling” or “Choose Informed!” are expressions of this belief.

A third important principle is consistency in execution and channel adaptability. Communication must be unified yet flexible enough to adapt to different contexts and audiences without losing its core identity.

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

Oana Mică: My days vary depending on the priorities of the period. There are days when I attend various partner events, others when my focus is on organizing and coordinating campaign amplification, and also days when most of my work revolves around implementing routine, day-to-day partnerships.

The greatest satisfactions, perhaps unexpectedly, come from small, everyday acknowledgments — moments when things work exactly as planned or when I receive positive feedback, whether from the team or partners. These are the confirmations that show you are on the right path and give meaning to the effort you put in every day.

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

Oana Mică: First of all, I would mention that spirit of perfectionism — or rather ambition for more — which I also referred to earlier. I believe this is one of my main internal drivers, motivating me to push my limits and consistently maintain a high standard of quality in what I do.

Difficult projects excite me for this very reason, and I often perceive busy periods as a challenge and as a race in which I am, in fact, competing with myself. Over time, I have learned not to rely predominantly on external validation, as much of the satisfaction from work comes from the internal process and the progress I observe over time.

In addition, I would say I have a set of ethical principles I do not compromise on, along with an internal discernment that I have also found in the ethos of the AQUA Carpatica brand. When you talk about “purity,” it is essential to maintain coherence between the messages conveyed and the decisions made. In daily activity, especially in the context of a premium brand with such a core value, this principle helps me signal and avoid potential discrepancies between proposed directions and specific executions. There is a certain red line up to which the brand can transform and adapt in collaborations or associations without diluting its identity and values.

Another aspect I would mention is my belief in a holistic vision of the entire activity. I like to understand not just the execution of a task or a campaign, but the entire context in which it is integrated — from aesthetics, creation, and strategy, to how messages are adapted and delivered.

Often, for example, I sit with colleagues from the design department out of curiosity to understand their perspective and how they visually translate a message. I strongly believe that a liaison-type role such as Project Management, positioned between strategy and implementation, requires a diverse set of knowledge and understanding in order to make well-grounded decisions and maintain coherence between idea, execution, and impact.

C&B: What has been one of the most challenging campaigns you’ve worked on and what did you learn from that experience?

Oana Mică: I believe one of the most challenging campaigns was “Choose Informed!”, carried out last spring, as it was a blitz campaign with an extremely tight timeline. The strategic directions were already outlined at the management and agency level, but the decision to implement came unexpectedly, which required rapid mobilization of all internal resources.

There were multiple brainstorming sessions with many promising ideas, but the limited time forced us to be extremely selective. Some directions were very ambitious, others less realistic given the context, so it became an exercise in clarity and prioritization for all of us.

We had to filter quickly, make clear decisions, and focus on directions that could be efficiently implemented without compromising the message or execution quality. From this experience, I learned how important it is to find the balance between creativity and feasibility.

C&B: What projects or initiatives are you looking to develop in the near future?

Oana Mică: Recently, I mentored a group of students doing their internship within the company for about three weeks. It was a very valuable experience for me, especially because I had the freedom to structure a mini learning program through which I could offer them a practical perspective on the various facets of communication work.

I tried to provide them with as diverse an exposure as possible — from strategy and the logic behind our decisions to the day-to-day implementation of messages — so they could better understand the real dynamics of a role in this field. At the same time, I connected them with various partners so they could also see the external perspective on projects, as well as with different internal departments — from design and legal to our colleagues in the lab.

Going forward, I would like to continue such initiatives and develop them in a more structured direction. In today’s AI-driven landscape, which puts pressure on tomorrow’s juniors and future seniors alike, I believe it is extremely important to support their first steps in their development. Young people should not feel redundant just because they are young and lack experience.

Oana Mică’s story highlights how discipline, adaptability, and strategic thinking can shape a strong career in communication. In a competitive FMCG landscape, consistency, authentic differentiation, and the courage to make bold decisions are essential for building a relevant and sustainable brand.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Give your image a fresh vibe, right before Easter

Hair color has increasingly become a statement of personality. We’re moving beyond aesthetics and into the way we choose to express ourselves. It’s also about courage, self-assumption, and coherence between who we are and how we want to be perceived. In a professional context, this choice becomes an integral part of personal branding: your image says something before you even have the chance to introduce yourself in words.
In a professional career, success also has a visual component. Personal branding studies show that first impressions are processed in less than 7 seconds, so color and personal image play a specific role in how you are perceived as a professional. You simply can’t overlook the details your look communicates.
A fresh, well-defined look becomes a form of visual leadership—it shows that you consciously manage your own identity.

Reinvent yourself in Loncolor style before Easter

LONCOLOR Ultra is a hair coloring range that combines performance with care for your hair. The new season brings two shades inspired by current trends, tones rooted in contemporary aesthetics and the latest fashion color directions, designed to highlight natural beauty and add that subtle glow of confidence: lavender blonde and rose copper blonde.
Spring and the Easter holiday are ideal moments for an image reset. A balanced, elegant shade change can bring that “refresh” you feel not only in the mirror, but also in your attitude.
For active women who juggle daily responsibilities and goals, LONCOLOR Ultra offers the perfect balance between performance and care. The range introduces two new trend-inspired shades, with formulas enriched with almond oil and wheat proteins that protect the hair and restore its shine.

What do the two new shades represent?

Lavender blonde – a delicate, sophisticated shade that conveys calm, clarity, and self-control. It’s the choice of a woman who inspires trust through discretion and balance. Lavender suggests serenity, empathy, and an elegant presence, perfect for the modern business environment.
Rose copper blonde – a warm expression of passion and creative energy. Copper tones and pink reflections add a sense of dynamism, optimism, and courage, suited for leaders who break new ground and embrace transformation as part of growth.

Color as a symbol of transformation

Sometimes, women believe that changing their hair color also brings a shift in their personal journey. It may sound like a superstition, but often a small external transformation can mark a significant internal reorganization.
If you are in a period of professional redefinition—whether you work in a corporation, a growing company, or run your own business—a new color can become an exercise in self-affirmation and motivation. It’s that gesture that says: “I’m here, and I’m ready for the next step.”

Spring, color and courage

At a time when the new economic context may feel discouraging, you can include a new color choice among the steps you take toward your own success. For many years, LONCOLOR has supported the creativity of women in Romania and their desire to experiment with fresh, dynamic looks.

Choosing the right hair shade is not just an aesthetic decision, but a conscious step toward how you present yourself to the world. Whether you go for a sophisticated lavender blonde or an energetic rose copper blonde, each shade tells a story about you. And in your career, sometimes these details make all the difference.

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Cristian Comaroni is one of the most respected guitarists in the Romanian music scene, known for his collaborations with major artists in the industry. Over time, he has worked both on stage and in the studio, being recognized for his versatility and for the way he blends classical and electric guitar in live projects.

In the television and music show space, Cristian Comaroni became widely known through his involvement in talent show productions, including Vocea României, where he contributed as an instrumentalist alongside artists and coaches. At the same time, he is a live band guitarist and a constant collaborator for several performers, including Irina Rimes, with whom he has worked in concerts and music productions.

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

Cristian Comaroni: The key moments that defined my career were when I started working on bigger shows, when I had major opportunities, or maybe even when I first picked up the guitar. But I think it’s more useful to say that I see every day as such a moment, every opportunity, every door that opens can be treated either constructively or destructively and can become a key moment in your career – without you even knowing it at the time. It’s more important to see the trend, the bigger picture, to see life as an opportunity to make small decisions every day that accumulate and eventually lead you to the desired result.

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

Cristian Comaroni: It’s the same with difficult moments. If I were to rank the hardest moments in my life by difficulty, I don’t think there would be substantial differences between the hardest and the second hardest moment. Difficulties appear every day or every few days, and it’s about how we react to them. Everything is hard, everything involves obstacles – personal, health-related, career-related, or in relationships with others. But again, I think it’s important to choose how we respond to these external factors, because if we don’t take responsibility for our choices, mistakes, and decisions, we won’t gain the wisdom needed to overcome similar obstacles in the future.

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

Cristian Comaroni: The dream or ambition that has always guided me is the idea of freedom. I know true freedom doesn’t really exist, but you can significantly increase the level of freedom in your life. I’ve always been guided by the idea of being my own boss, of being free, of working on my own terms, doing what I like, when I want to do it.

C&B: How did your relationship with the guitar begin, and when did you realize music would be more than a passion?

Cristian Comaroni: My relationship with the guitar began when I was nine, when my father bought an acoustic guitar, and shortly after that, within a few months, I liked it so much that I switched to electric. Everything evolved quite organically. I can’t really say when I realized I wanted to do this for the rest of my life, but it happened quite early as a logical consequence of everything happening around me.

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

Cristian Comaroni: I hope they would say good things. But there would definitely also be things I’m still working on – like patience, warmer communication with others, and the fact that I can sometimes be too perfectionist and too rigid, trying to extract too much value from a project.

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

Cristian Comaroni: Again, I don’t know what the most important decision is, because life is an amalgam of many decisions that bring you where you are, some small, some big. Maybe right now I don’t even know which one it was. I think the most important decision is following my dream in music and making a living from it, but maybe at the end of my life I’ll realize it was something else entirely – like choosing when I was 10 to play basketball instead of football, which placed me in an environment with people from whom I learned things that motivated me in one direction or another. I don’t really believe in the idea of a single most important decision unless it’s something extreme.

C&B: How did your collaboration with Irina Rimes begin, and what does it mean for you to be part of her artistic universe?

Cristian Comaroni: The collaboration with Irina began around 2016, if I’m not mistaken, when Aprilia Ivănescu (her project manager at the time, at Quantum Music) called me and Bubu Cernea – my very close friend and long-time music partner – to refresh Irina’s live show. She had just started as an artist, with only “Trilogia”, “Visele”, and a collaboration with DJ Sava, and her live show wasn’t very developed. At that time, we were gaining momentum in other projects, and we were invited to rework her live concept. At that meeting, we listened to songs from her first album, many still in demo form, and we immediately realized we had to work with her, because her music was different and aligned with the depth we value in music.

C&B: What does the work behind a well-constructed show involve, beyond public appearances?

Cristian Comaroni: I think the most important thing for a show, like for a theatre play or a film, is continuity – it shouldn’t just be a playlist of songs placed one after another. It has to say something in essence, take you somewhere, have a conclusion, climaxes, moments of rest, contrast – just like a good story.

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

Cristian Comaroni: My days are quite different from each other, but there are a few things I try to do every day.

First, I try to study guitar, maintain my technique, and stay in shape. Even on very busy days, I try to spend at least 15–20 minutes with the instrument.

Second, I try to move my career forward every day, even if that means spending 5 minutes learning something about social media or 6 hours creating a solo or a piece. I try to ensure I’m always a bit further than yesterday.

C&B: What values or principles guide you in what you do?

Cristian Comaroni: One principle that guides me is that whatever I start, I want it to be done very well, as close to perfection as possible. Of course, perfection cannot be achieved, and that can sometimes become a trap. But I try to do things properly and finish what I start. This is something I learned from my mother.

C&B: What projects or collaborations would you like to explore next?

Cristian Comaroni: At the moment, I’m not looking for collaborations because my focus is shifting toward my own music. For the past year, I’ve been working on my personal artistic direction, even though many opportunities still appear. The main focus of my life now is to step away from collaborations and focus more on myself.

C&B: If music disappeared from your life for a day, what would you miss most?

Cristian Comaroni: If music disappeared completely, what I would miss most is the connection with people. When you play for people, you create a safe space where emotions can be felt fully. I think that human connection would be the thing I would miss the most.

In an ever-changing industry, Cristian Comaroni remains an example of balance between discipline, authenticity, and continuous growth. His journey shows that success does not come from a single defining moment, but from a series of daily choices made with patience and intention. From major collaborations to his current focus on his own artistic path, his story is about staying true to one’s values and turning every stage into an opportunity for growth.

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Tania Turtureanu is a singer and songwriter, an artist who has built her path in music through authenticity, sensitivity, and a deep connection with her audience. Through her songs, she transforms emotions and life experiences into musical stories that reach directly into people’s hearts.

C&B: How did your story with music begin and what made you pursue an artistic career?

Tania: My story with music started very early. There was always music playing in our home, and my mother used to sing to me often. I first stepped on stage at the age of 6–7, and from that moment I felt it was love at first appearance. I’ve been singing for as long as I can remember, but for a long time I wasn’t sure I would necessarily turn it into a profession. It took half a year of studying economics for me to truly realize that music is my path and to choose it once and for all. Because, in the end, there is no more beautiful profession than one driven by passion.

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

Tania: The most difficult moment came, paradoxically, after the release of the song “Love Me.” Out of nowhere, a huge wave of attention and admiration appeared, and along with it came the fear of whether I would be able to write such songs again and live up to people’s expectations. Even today, these thoughts still come up sometimes, but every time I remind myself why I make music, everything becomes clear again.

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

Tania: I have always felt that my voice and the way I write and sing are a gift from above. Of course, there is also a lot of work and experience gathered over the years, but beyond all that, I believe it is a gift. My desire has always been to share this gift with people and to leave something beautiful and meaningful behind. At the same time, I want to be an example of a fulfilled, peaceful, and happy person for my children.

C&B: What did releasing your first songs mean to you?

Tania: Releasing my first songs felt more like a game, a challenge for myself. I never imagined that “Love Me” would have such an impact. Shortly after, “How Beautiful” and “What Do You Want” followed, songs that were also very well received by the audience. I think one of the reasons they reached people is that I didn’t start with the intention of making hits, but rather enjoyed the creative process like a child. I wrote with enthusiasm and curiosity, searching within my inner world and sharing what I found there with others. Even now, I don’t limit myself to a single musical style—most of the time, the lyrics dictate the melody and the genre.

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

Tania: I think the guys in my band know me best. We’ve toured together and they’ve seen me in all kinds of situations—from my calmest and gentlest side to moments of impulsiveness. But beyond everything, I believe my people know that I am always there for them and that they can count on me. It’s not always easy with me, but it is definitely interesting and, I hope, worth it.

C&B: How did the song “Love Me” come about?

Tania: The song “Love Me” came after a phone call in which I was told: “I love you. Let’s talk tomorrow when I get home.” I simply replied, “Love me,” and hung up. From that moment on, I never answered that person’s messages or calls again. “Love Me” was actually the ending point of that relationship. It was a toxic relationship, but one from which I learned a lot and which helped me discover important things about myself.

When I wrote the song, I didn’t think about listeners or success. I thought about myself. In fact, that’s how I write all my songs—as if I were writing them for myself or for my children, without thinking whether they will be liked or not.

C&B: How did the audience react to this song?

Tania: The audience’s reaction was extraordinary and unexpected for me. Coming from a cover band, I wasn’t prepared for so much attention and appreciation, and at first I didn’t even know how to handle it. What impressed me the most was seeing the age range the song reached: I received videos of 2–3–4-year-old children singing “Love Me,” and at concerts I saw women in their 60s and 70s singing it with me. Everyone understands the song through their own experience, but one thing is clear: we all want to be loved.

C&B: Where do you draw your inspiration from?

Tania: Most of the time, my inspiration comes from my own life—my feelings, my past and present, but also my dreams and imagination. Sometimes I also write inspired by the stories of people around me, friends or even strangers whose experiences have left a mark on me. Life, with all its beauty and unpredictability, is my greatest source of inspiration.

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

Tania: A typical day for me starts with preparing breakfast for my children and taking them to school. After that, I go for a run in the park, and later I either write or go to shoots or rehearsals. A good part of the day is dedicated to creation and my thoughts, and in the afternoon I pick up my children from school and we continue our activities together. I always make time for moments of solitude, because that’s when I write best.

The most beautiful moment of the day, however, is in the evening, when I hold my children close and we fall asleep peacefully together.

C&B: What values guide you?

Tania: I was born in the countryside and grew up among people who shared both the good and the bad. I used to go to church on Sundays with my grandmother, and these experiences instilled in me the values I grew up with: kindness, respect, love, humility, justice, gratitude, dignity, inner freedom, courage, and, of course, discipline. These are the values my parents planted in me during my early years, and they still guide me today.

C&B: How do you interact with your fans?

Tania: I have a special love for the people who come to my concerts and listen to my music, because in my view, we artists exist as long as there are people who listen to us. That’s why I am very grateful to them. Every time I step on stage, I give everything I have and share everything I feel with them, and when I receive the same warmth and sincerity in return, I feel that what I do has meaning.

If I manage to touch even one soul, to bring it peace and make it more courageous and confident through my music, then I know I am doing what I am meant to do on this earth.

C&B: What projects do you have planned?

Tania: My goal is, above all, to live a beautiful and peaceful life, in love and kindness, alongside my children and loved ones. Music is one of my great passions and, at the same time, an important mission for me. However, I don’t write songs on an assembly line and I don’t rush to release music just because it’s expected of me. I let myself be guided by intuition and what I feel.

I have a few unreleased songs that will come out when the time is right.

On May 8, I will perform a concert at Sala Palatului, followed by a small diaspora tour in five cities, also in May. For the rest of the year, many other concerts and festivals await me, which I look forward to with joy.

More than anything, I want to enjoy this journey and the creative process, which I consider a gift and a blessing.

C&B: What advice would you give to young artists?

Tania: I think the first thing they should ask themselves is what their purpose is and why they want to sing or write. It’s important to be as honest as possible with themselves when answering this, and based on that, to choose their path.

In art, in my opinion, success should not be the main goal, but sincerity. The more honest you are with yourself, the more authentic your work becomes and the more easily it reaches people.

At the same time, a lot of discipline, consistency, and hard work are needed. Talent, gift, or luck are not enough.

C&B: How do you see your artistic evolution in the coming years?

Tania: I want to keep the same enthusiasm, the same sense of wonder and joy toward the creative process, and not get too tired along the way. For me, it’s important to maintain balance, to take on only what I can handle, and to stay grounded, guided by truly important values.

I usually don’t talk much about my future plans—I prefer to let them happen first.

In a world where success is often measured in numbers and visibility, Tania Turtureanu’s journey remains a lesson in sincerity, balance, and the courage to stay true to one’s own voice. Beyond the stage and the applause, the artist is building her path with patience, guided by strong values and a genuine desire to convey emotion. Perhaps it is precisely this sincerity that allows her music to resonate so deeply with people.

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