In Search of God and Guinness: A Biography of the Beer That Changed the World by Stephen Mansfield, published by Corola, an imprint of ap! (ACT and Politon), is not merely a book about beer or the history of a brand. It is also a lesson in how profit should go hand in hand with care for employees, their well-being, and their development.

In the excerpt below, published exclusively by Careers&Business, Stephen Mansfield arrives at the Guinness brewery in Ireland, St. James’s Gate, to consult the company archives. He reconstructs in his mind the image of Ireland during an era when craftsmanship was passed down from one generation to the next, imagining the lives of the people who worked tirelessly at the brewery.

The author also highlights the many benefits enjoyed by workers as early as the 1900s. They received privileges that were virtually unheard of at the time and that, even today, would surpass those offered by major companies such as Google or Microsoft.

Exclusive Excerpt:

I should mention that it was not the Guinness brand of today that first captured my imagination, however brilliant, high-tech, and impressive it may be. No, my historical imagination took flight, and I could see this pure and cherished craft of brewing beer being passed down through generations. I saw barley, water, hops, and yeast transformed by skilled craftsmen into a drink that kept men away from the madness caused by alcohol while revitalizing them and making them whole. I saw well-cared-for and beloved horses pulling beer barrels, and I watched coopers teaching their trade to awkward young apprentices. I saw ships crossing the seas, their decks loaded with dark beer, and men on the docks eagerly unloading what they hoped they would soon have the chance to taste. I saw workers gathering after a day’s labor and raising a glass of their national beer. And I heard men in pubs laughing with relief that the day had finally ended, while entire families toasted with a Guinness to the blessings God had brought into their lives.

I knew I had found that earthly, human, and sacred story of a people perfecting their craft over time and of a family seeking to do good in the world for the glory of God. It was exactly what my weary soul needed: a story as rich as the scent of barley at the St. James’s Gate brewery and as full of bitterness and sweetness as any story passed down from generation to generation.

Thus, my weariness brought me to Guinness.

But so did hope.

During the months I spent researching and writing this book, the most severe economic crisis since the Great Depression began to unfold. It started with the collapse of the U.S. housing market and spread to Wall Street, where aggressive lending practices, reckless borrowing, and secondary bets on those loans—known as “swaps”—worsened an already serious situation. Shortly afterward, some of America’s most important financial institutions collapsed, while most of those that survived did so only through federal assistance.

The situation grew worse, and greed seemed to be spreading everywhere.

Overwhelmed by the greed and suffering that played out daily on the television in my office, I turned gratefully to the Guinness story. In it, I found an antidote—a dose of the spirit of a bygone era—that revived me and gave me hope.

From the very beginning of the corporation’s and the family’s history, Guinness embraced a responsibility toward those in need. It all began at home, with its own employees. Edward Cecil Guinness, great-grandson of founder Arthur Guinness, expressed a fundamental company belief when he said: “You cannot make money from people unless you are willing for them to make money from you.” Accordingly, the Guinness brewery typically paid wages that were 10 to 20 percent above average, enjoyed a reputation as the best workplace in Ireland, and, just as importantly to many employees, provided them with two pints a day of its famous stout.

Moreover, the benefits offered by the company exceeded even those imagined by modern corporations such as Google and Microsoft. Consider the picture presented in a Guinness company report from 1928, a period not particularly enlightened regarding the treatment of workers. Guinness employees at the Dublin brewery had access to two fully qualified physicians working in an on-site clinic, where any employee, spouse, or child could receive treatment. These privileges extended to widows and retirees as well. The doctors were available day and night, made house calls, and consulted specialists on behalf of their patients whenever necessary.

Employees also had access to two dentists, two pharmacists, two nurses, a “visiting lady”—a social worker who ensured that workers’ homes met proper hygiene standards—and a masseuse. Hospital beds were available both at the Guinness brewery and at a countryside sanatorium for patients recovering from tuberculosis.

This was only the beginning. Retirees received pensions granted “at the discretion of the board,” without having been required to contribute from their own pockets. This benefit extended to widows as well. If an employee or a family member died, the company covered most funeral expenses.

To improve employees’ quality of life, the company established an on-site savings bank and contributed to a fund from which workers could borrow money to purchase homes. To ensure that life in those homes was as pleasant as possible, the company also sponsored competitions that encouraged domestic skills, offering cash prizes for sewing, cooking, decorating, gardening, and hat-making. Concerts and lectures were organized for workers’ wives, based on the belief that the moral and intellectual level of a household would rise no higher than that of the mother or wife who lived within it.

The same philosophy led the company to sponsor guilds and associations of all kinds. There was an association dedicated to the breeding and care of “dogs, poultry, pigeons, and cage birds,” another for growing vegetables and flowers, and one for “encouraging home industries.” A sports association was founded to sponsor competitions in Gaelic football, cricket, cycling, boxing, swimming, hurling, and tug-of-war. In addition, nearly every essential skill involved in brewing was represented by a guild or professional development association sponsored by the company.

Educational benefits were also more generous than those offered by most modern corporations. Guinness paid for all employees between the ages of 14 and 30 to attend technical schools in Dublin and even financed higher education for qualified individuals. The brewery maintained a library, a musical society, and “Workers’ Rooms”—lounges where employees could read, reflect, or focus on interests beyond their daily work. Courses were also available in woodcarving, cage making, weaving, drawing, photography, carpentry, calligraphy, music, singing, and dance.

The generosity of the Guinness family seemed limitless. Each year, every employee was paid to spend a day in the countryside with their family on “Excursion Day.” Train tickets, meals, and entertainment were all covered. Single men were permitted to bring a companion, and once again the company paid the bill. To mark Queen Victoria’s Jubilee, Guinness granted every employee an additional week’s wages.

Immersing myself in this culture of generosity provided a welcome respite from the times in which I lived, when greed and unjustified privilege were daily destroying so many lives. It was not difficult to see how the Guinness story could bring balance, calm, and a measure of grace to our harsh age. Once again, I found myself drawn to the Guinness legacy—for the lessons it might offer and for what it could mean to corporations seeking to rise from the ruins and build a different model from the one that had led us so far astray. The hope that Guinness might teach us something guided my work and lightened my spirit.

It was a hope that kept me firmly attached to the Guinness story.

And then there was the beer.

I must admit that I approached the subject of beer as something of an outsider. I had never been a beer drinker and did not feel deprived because of it. Yet the culture that had grown around beer and the sense of community it seemed to inspire fascinated me. Looking at the world of beer, I felt exactly like a little boy with his face pressed against the window of a candy shop.

The Guinness story demonstrates that long-term success is built not only through financial performance but also through continuous investment in people. The benefits offered to employees, support for education, and commitment to community well-being transformed the company into a model of responsible leadership. The excerpt presented by Stephen Mansfield offers valuable insight into how authentic values can contribute to building a sustainable and respected organization.

ap! (ACT and Politon) is one of the leading players in Romania’s book market. Specializing in high-quality nonfiction, the publishing house has introduced Romanian readers to internationally acclaimed authors such as Tim Ferriss, Robin Sharma, Tony Robbins, Wayne Dyer, Steve Harvey, Gino Wickman, and many others. At the same time, ap! (ACT and Politon) is the Romanian publisher responsible for releasing the largest number of audiobooks on the local market. Since its launch in 2014, the publishing house has brought more than 300 audiobook titles to Romania, many of them international bestsellers that have inspired and transformed thousands of lives around the world.

ap! (ACT and Politon) believes in continuous development and offers Romanian readers titles covering a wide range of subjects, including personal and professional development, business, entrepreneurship, spirituality, and wellbeing. Its publications are available in multiple formats, including print, eBook, MP3, and audiobook, allowing readers to enjoy them anytime and anywhere.

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Graduate of the Technical University of Cluj-Napoca, Ilie Preda, founder of AdeonaCamps, is an unconventional entrepreneur fascinated by mountains, karate, people, and the philosophy behind every kind of ascent. At just 19 years old, he founded the Ochiul Muntelui Mountain Tourism Student Club. He never practiced in the field he originally studied, choosing instead to build his own vision of mountain tourism from a young age while continuing to climb some of the world’s great mountain ranges: the Tatras, the Alps, the Andes, and the Himalayas. Yet the ascent that matters most is undoubtedly AdeonaCamps. Even today, after 25 years, he remains actively involved in organizing mountain camps and excursions for children, playing a significant role in the development of adventure tourism in Romania.

He believes entrepreneurship is much like high-altitude expeditions. There are no guaranteed recipes for success, no certainties—perhaps only the beauty of each unique story. Attitude determines altitude!

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

Ilie: In the autumn of 2016, I decided to share lesser-known aspects of my life with people. Four years later, after repeatedly revisiting and rewriting entire chapters, a book emerged about a man who is always climbing, searching for a summit that does not exist—a Sisyphean effort whose ending remains uncertain.

On the Other Side brings together the years spent in the karate dojo, the mountains I have climbed, the entrepreneurial projects I have built, and the people who, in one way or another, influenced my transformation.

Even today, I firmly believe these worlds complement one another naturally because, at their core, they all require hard work, humility, determination, and respect.

C&B: Looking back, what has been the “red thread” guiding your professional journey?

Ilie: Avoiding a theoretical answer, I would rather highlight five personal moments that significantly contributed to my professional path and likely shaped me into who I am today:

1. Founding a karate club for children at just 18 years old, together with a close friend who was equally fearless.
2. Deciding to establish the Ochiul Muntelui Mountain Tourism Student Club in Cluj. It was an extraordinary opportunity and my first encounter with what I would later understand as leadership.
3. Choosing to resign from what was then a very well-paid job after learning the basics of sales and deciding to follow my own dream.
4. Signing the first long-term contract and building the first dedicated location for AdeonaCamps camps.
5. Stepping away from the operational side of the business and delegating decision-making.

If I were to draw a common thread, I would say: vision, motivation, attitude, learning, values, and hard work.

Exactly in that order.

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

Ilie: I believe people stubbornly refuse to learn much in the absence of pain.

Each of us evolves through the accumulation of experiences over time, but meaningful change only occurs when we are pushed beyond our limits.

For me, the critical moment came in 2021, immediately after the pandemic, when it became clear that my heart condition was far more complex than I had believed. Three medical interventions quickly pulled me into a new reality that was difficult to accept.

I was forced to understand that the mountains would remain the same without me and that the only true profit is life itself and my family. No one can stay at the summit forever.

C&B: What courageous—or counterintuitive—decision significantly influenced your trajectory?

Ilie: It happened in 2009, the year my daughter was born and also the year the global economic crisis was causing dramatic effects across every industry.

At that time, I signed a 15-year contract for a mountain lodge in the Retezat Mountains, a property requiring extensive renovations and a substantial budget.

It seemed crazy, but I took the risk and borrowed the money needed to start the investment, surprising everyone around me—including my own family.

It worked. From that year on, AdeonaCamps began a steadily upward journey.

There was very little time before the start of the summer season, and what followed felt worthy of a Hollywood movie. I described the episode in detail in the book I mentioned earlier. In short, our first guests had already left Timișoara while we were still landscaping the property.

Romania’s road infrastructure unexpectedly helped us. The group was delayed, and the extra two hours we gained before their arrival meant flowers throughout the courtyard and the smell of fresh paint everywhere.

Today, I remember those times fondly, especially since Lolaia remains part of the Adeona portfolio—a place very close to my heart.

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

Ilie: I believe the passing years and especially the health issues I mentioned earlier taught me to slow down.

Deadline-driven projects and an endless list of achievements—if I may put quotation marks around the word—come with a price, one paid first by the leader and later by the team.

I have come to the conclusion that the process is more important than the numbers, even if this somehow contradicts entrepreneurial thinking and is therefore difficult to accept.

It wasn’t easy for me, but I believe I eventually understood that in life—and therefore in business—everything should be measured, yet time is the most important resource. All other resources will naturally align afterward.

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

Ilie: I don’t have a professionally crafted public image. Some say that is not something to be proud of and that an entrepreneur or leader should embody the image of their business.

I don’t feel the need to be at the center of attention, although I have often found myself in that position and managed reasonably well.

In fact, I do not believe I deliver what is popular today—inflated numbers, clichés, and glitter—but rather a certain spirit of humility, perhaps even an excessive one, which I cultivated through mountain climbing and years spent in the dojo.

To answer the question, I would like to believe that I inspire the people around me, even if I am often challenging.

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

Ilie: I believe there have been two completely different stages in my evolution.

The first was before the age of 45, when deadline-driven projects were the norm. The second began with my health issues.

As I mentioned earlier, every action comes with a cost. When that cost is no longer measured in money but in days spent in a hospital, decisions become self-evident.

As for my leadership style, I genuinely believe organizational culture is what people do when the leader is not present—not what they say they do, but what they actually do.

For this reason, I have avoided controlling people and invested heavily in trust. The real battle was against inherited prejudices and my own fears.

Sometimes I was wrong. Sometimes I made poor choices. But that is part of the game.

I do not hide the fact that there were occasions—few, fortunately—when my perspective was completely mistaken and I treated valuable people unfairly. That too is part of my evolution, even if it is less comfortable to acknowledge.

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

Ilie: A large part of AdeonaCamps’ activity takes place in nature, in the mountains, or on sports fields.

Apart from the inevitable business tools used for communication, promotion, and marketing, we are only minimally affected by technological transformations.

I could say that the current context dramatically influences the behavior of our customers, and that behavior, in turn, transforms us and the way we operate. However, that is a much broader discussion than the space here allows.

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

Ilie: First of all, I believe I should define what performance means to me in business: I managed to build a model organization in a niche field without resources, relevant information, or established examples to follow.

Today, Adeona’s impact is significant, confirmed by the tens of thousands of students who have participated in our programs over the years. For most entrepreneurs, performance is measured through revenue, number of employees, or profit.

My main routine is organization. I do not start projects until I know exactly what steps need to be taken and what scenarios might arise.

At the beginning of each year, I create a rigorous plan that includes personal goals, new projects, ongoing projects, development initiatives, and investments.

All of these are anchored in a calendar and supported by separate budgets.

This does not mean such planning guarantees success, but it certainly provides a mirror that accurately reflects reality.

It helps that I can break down long-term objectives into smaller ones and track their achievement in detail without excessive effort.

I believe we should make a habit of taking one small step every day toward the summit we are trying to reach.

Long-term results do not come from spectacular leaps but from small, consistent, repeated achievements that accumulate quietly until they become a difficult-to-match advantage.

Real progress appears when you do those “small things” even on the days when you don’t feel like it.

Rhythm beats intensity, and consistency becomes a multiplier of results.

This is the formula through which strong careers, resilient businesses, and highly capable people are built.

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

Ilie: It is a complex question with many possible answers. I will try to limit myself to five principles derived from five questions that I consider essential:

1. Why am I doing this? Is it important for me or for the business? How clear is the objective?
2. What resources does the project require? Time, energy, and money—in that order.
3. What are the possible scenarios? What is the downside risk for me or for potential partners?
4. Who are the partners and people involved? Do we share the same values, standards, and expectations?
5. Have enough days passed since I formulated my answers? Are those answers still valid? If yes, the project is probably viable.

I can honestly say that whenever I failed to answer one of these questions rationally and allowed emotions to dominate the analysis process—or avoided or vaguely answered one of them—I encountered problems in managing the project, some of them quite serious.

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

Ilie: I believe there will be substantial transformations.

I expect a restructuring and resizing of the market, a clearer specialization by activity type—mountain camps, seaside camps, educational camps, sports camps, and so on—and, not least, a forced professionalization of the sector.

By that, I mean well-defined processes and standards established by the key players in the market.

C&B: What role do you intend to play in that evolution?

Ilie: AdeonaCamps is approaching the end of a stage marked by numerous organizational transformations.

It is time to consolidate the final conclusions and balance the elements that still do not function exactly as we would like within the systems we have built.

Once this process is completed, we will move toward an accelerated franchising strategy.

Franchising itself requires professionalism, processes, standards, evaluation methods, and more.

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

Ilie: I will be as concise as possible and limit myself to five essential questions:

1. Are you sure your dream or project is not just a passing trend or temporary whim? What will it look like years from now?
2. Can you create transformation, progress, or meaningful impact in your chosen field?
3. Do you have the necessary resources? What is their source?
4. Who will accompany you on this journey?
5. Who do you want to become by the end of it?

If the answers satisfy you, it is time to act.

If, after many years, you remain relevant, you probably answered those questions correctly.

If you need to constantly praise yourself on social media, you may be making money—I cannot say—but it is certain that you have not built anything truly meaningful.

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

Ilie: Unfortunately, the children’s camp market—the market in which we also operate—is undergoing continuous transformation, and not necessarily in a positive direction. This is only my personal opinion and should be treated as such.

Behavioral patterns are changing at an astonishing speed from one generation to the next.

Social media and the isolation of young people are part of this irreversible process. The confusion between reality and the virtual world seems to be becoming acceptable.

Mountains, nature, and sports of any kind all require a certain level of physical effort.

What is sad is that fewer and fewer children are willing to make the effort necessary to experience the joy of a hike in nature or a ball game with friends. Instant gratification is only one click away.

The real issue is this: parents are part of this transformation as well.

The mountains are a way of life, and I believe each of us has a responsibility to bring them, in one form or another, into our children’s lives.

But perhaps that is a conversation for another time.

Ilie Preda’s story proves that authentic performance is built over time through discipline, patience, and the ability to remain true to one’s values. From mountain expeditions to the development of AdeonaCamps, every stage of his journey reflects the power of consistency and trust-based leadership.

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Companies including Apple and Microsoft have recently introduced new animated characters, joining a broader trend that marketing experts say is designed to humanize brands and improve customer engagement.

Tech Firms Embrace Friendlier Brand Identities

According to the BBC, Apple recently introduced a blue-and-white animated character informally dubbed “Little Finder Guy” to promote one of its latest laptops on social media.

Microsoft has also unveiled Mico, a smiling avatar designed for its AI assistant, Microsoft Copilot. The company describes the character as an optional visual identity intended to make conversations with AI feel more natural and engaging.

Other technology brands are adopting similar approaches. Google expanded the use of its Android robot mascot by allowing users to create personalized versions, while Reddit refreshed its mascot Snoo and Mozilla transformed its Firefox branding into a dedicated character named Kit.

Building Trust in an AI Era

Marketing researchers cited by the BBC argue that mascots can strengthen brand recognition and loyalty by giving companies a more relatable identity.

Research has shown that brands using mascots are significantly more likely to grow market share compared with those that do not use character-based marketing.

However, some experts believe the resurgence is also linked to growing public skepticism toward large technology companies.

Psychology and technology specialist Nathalie Nahai told the BBC that many consumers increasingly view major tech firms with distrust, making friendly characters an effective way to soften corporate images and improve public perception.

Concerns Over AI-Powered Mascots

The combination of artificial intelligence and digital mascots is also raising new questions.

Some analysts warn that future AI-powered brand characters could interact directly with consumers in highly personalized ways, potentially increasing their influence over purchasing decisions and online behavior.

Despite these concerns, companies continue to invest heavily in character-driven branding. One of the most successful examples remains Duolingo, whose green owl mascot, Duo, has helped the company attract millions of followers across social media platforms.

According to the BBC, marketing experts believe mascots remain effective because they tap into natural human responses to familiar, expressive and emotionally engaging characters—an approach that many brands now see as increasingly valuable in the AI era.

Photo: macrumors.com

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“We’ve been trying to shield customers from these increases, but the situation has become unsustainable,” Cook said.

AI Boom Creates Supply Pressure

Memory chips are a critical component in smartphones, computers and other electronic devices. According to the BBC, the rapid expansion of artificial intelligence technologies has significantly increased demand for these components, driving prices sharply higher.

The price of RAM memory has more than doubled since October 2025, while semiconductor production costs have also been affected by disruptions in global helium supplies linked to the conflict involving Iran.

Cook warned that demand is rising faster than supply, allowing chip manufacturers to pass substantial price increases on to technology companies.

Smartphones Expected to Become More Expensive

Industry analysts expect the trend to affect consumers across the sector.

According to research firm Omdia, the average selling price of smartphones worldwide is projected to increase by around 20% in 2026, reaching a record high.

Omdia analyst Chiew Le Xuan told the BBC that future Apple smartphones could cost up to $150 more than current models as the company upgrades hardware to support advanced AI features.

The company has not confirmed which products will be affected or when the increases will take effect. It remains unclear whether the expected price adjustments will impact the upcoming iPhone 18 lineup.

Industry-Wide Challenge

Apple is not the only company facing higher component costs. According to the BBC, TSMC has indicated that rising costs could lead to higher chip prices, while Samsung has warned of ongoing memory chip shortages.

Other consumer electronics manufacturers have already responded. Sony recently increased the price of its PlayStation 5 consoles, while Nintendo announced plans to raise prices for the Switch 2 later this year.

Despite the cost pressures, Apple continues to benefit from strong demand. The BBC reports that sales of Apple devices increased by 17% during the first quarter of 2026, supported by robust growth in the Chinese market.

Photo: quartz.com

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Many small business owners say the platform, once seen as one of the easiest ways to launch and scale an online business, has become significantly more expensive in recent years.

Rising Costs Push Sellers to Diversify

According to Forbes, a growing number of third-party sellers are expanding their presence to platforms such as TikTok Shop, Walmart Marketplace, Target Plus and independent online stores to reduce their dependence on Amazon.

Many entrepreneurs are also investing in direct-to-consumer strategies through platforms such as Shopify, allowing them to retain greater control over customer relationships and profit margins.

The shift reflects mounting concerns about the cost of doing business on Amazon, particularly as sellers seek new ways to sustain growth and protect earnings.

More Than Half of Revenue Can Go to Fees

Forbes reports that Amazon has gradually introduced additional charges for third-party merchants since the end of the COVID-19 pandemic, increasing the overall cost of selling on the platform.

Some sellers claim they now return more than 50 cents of every dollar in revenue to Amazon through a combination of marketplace fees, fulfillment costs, advertising expenses and other charges.

The growing financial burden has led many businesses to rethink their sales strategies and explore new channels where operating costs may be lower.

While Amazon remains one of the world’s largest online marketplaces and an essential source of traffic for many brands, sellers increasingly view diversification as necessary to maintain profitability and reduce business risk.

The trend highlights the evolving dynamics of e-commerce, where merchants are seeking a balance between access to large customer bases and sustainable operating margins.

Photo: SwipeInsight

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The decision is part of the Dutch capital’s broader strategy to align public spaces with its environmental and climate objectives.

Public Advertising Shifts Toward Cultural Promotion

In some of Amsterdam’s busiest public transport areas, advertisements previously promoting burgers, petrol-powered vehicles, airline travel and budget holidays have disappeared.

According to the BBC, these advertising spaces are now being used to promote cultural events and institutions, including the Rijksmuseum and various music performances.

City officials argue that public advertising should reflect the municipality’s sustainability goals rather than encourage activities associated with higher carbon emissions.

Part of Amsterdam’s Climate Strategy

The policy supports Amsterdam’s long-term environmental targets, which include achieving carbon neutrality by 2050 and reducing local meat consumption by 50% over the same period.

Anneke Veenhoff of the GreenLeft said the city must ensure its public policies are consistent with its climate commitments.

“If authorities are pursuing ambitious climate policies, it makes little sense to generate revenue from advertising that promotes activities working against those goals,” she argued.

Supporters of the measure view it as a symbolic but important step toward encouraging more sustainable lifestyles and reducing the visibility of products linked to higher greenhouse gas emissions.

The move places Amsterdam at the forefront of a growing international debate over the role of advertising in addressing climate change and environmental policy.

Photo: Türkiye Today

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Recent graduation ceremonies in the United States highlighted this sentiment, with students openly criticizing tech leaders who promoted AI as the next major economic revolution. While some observers dismissed the reactions as resistance to change, management experts argue that many of the concerns reflect genuine challenges emerging across the business world.

AI Strategy Divides Companies

According to analysts, organizations are increasingly following one of two approaches to AI adoption.

A smaller group of companies, estimated at around 30%, uses AI to enhance employee capabilities, support innovation and create additional value for customers. In these environments, workers are encouraged to experiment with new tools while maintaining a strong focus on human judgment and creativity.

The remaining 70% are primarily focused on automation, cost reduction and workforce cuts. Critics argue that this approach may generate short-term financial gains but can also reduce morale, increase employee turnover and weaken long-term competitiveness.

Research cited by management experts suggests that AI implementation combined with layoffs often leads to anxiety among employees, lower engagement and resistance to change.

Concerns Over Jobs and Long-Term Growth

One of the main concerns for younger workers is the potential impact on entry-level employment opportunities. As companies automate more tasks, some are reducing graduate recruitment, making it harder for young professionals to gain experience and enter the workforce.

The debate extends beyond technology itself. In his book “Incorruptible,” entrepreneur and author Eric Ries argues that many organizations remain overly focused on short-term profit maximization, treating AI primarily as a tool for efficiency rather than innovation.

Retail Giants Offer a Different Model

Supporters of AI-driven transformation point to companies such as Amazon, Walmart and Costco, which use AI across supply chains, pricing and customer experience initiatives.

The article highlights that U.S. private-label sales reached a record $282.8 billion in 2025, growing significantly faster than traditional consumer brands. Companies that use AI to improve customer value rather than simply reduce costs are increasingly viewed as better positioned for long-term success.

For many young professionals, the challenge is not AI itself, but how organizations choose to deploy it. Experts suggest future opportunities will favor businesses that combine technology with human talent rather than replacing it entirely.

Photo: Davide Zanin/ magnific.com

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Speaking to CNBC, Srinivas said the company’s timeline remains unchanged despite growing attention around potential IPOs from major players in the AI sector.

“We were planning for something in 2028, and that still remains the case,” he said.

AI Industry Watches Upcoming IPO Wave

The remarks come as OpenAI confidentially filed for a U.S. initial public offering, following a similar move by Anthropic. Meanwhile, SpaceX is also preparing for a highly anticipated market debut.

Srinivas acknowledged that the success or failure of these listings could influence investor sentiment toward the broader AI sector.

He noted that the SpaceX IPO could serve as an important indicator of market appetite ahead of potential listings from Anthropic and OpenAI.

At the same time, he expressed confidence that the upcoming offerings are likely to perform well, citing the strong business performance of the companies involved.

Focus on Long-Term Growth

Perplexity executives say the company has deliberately maintained a longer-term approach to public markets.

According to Chief Business Officer Dmitry Shevelenko, keeping 2028 as the earliest possible IPO date has allowed the company to focus on building a high-growth and financially healthy business.

The company has repeatedly pushed back against speculation regarding its financial position. In 2025, Srinivas stated that Perplexity was not facing funding challenges and had no intention of seeking a public listing before 2028.

As competition intensifies across the artificial intelligence industry, Perplexity appears committed to prioritizing expansion and operational growth before entering public markets.

Photo: cnet.com

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The country welcomed 9.1 million international visitors in April, the highest figure ever recorded for that month and 5.2% more than a year earlier. After receiving 97 million foreign tourists in 2025, industry representatives believe Spain could surpass the 100 million visitor mark in 2026.

Security Concerns Redirect Tourist Flows

According to tourism industry leaders, ongoing tensions involving Israel, Iran and the broader Middle East have prompted many travelers to choose Spain instead of destinations such as Dubai, Turkey, Egypt or Cyprus.

Fede Fuster, president of the Benidorm tourism association, said similar patterns were observed during the Arab Spring in 2011, when instability in competing destinations redirected visitors toward Spain.

Tourism analyst Francisco Femenia-Serra from the Complutense University of Madrid noted that Spain is often viewed as a safe alternative whenever crises emerge in the eastern Mediterranean region.

At the same time, Dubai’s aviation sector has felt the impact of regional instability. Passenger traffic at Dubai International Airport reportedly fell by 66% in March as flights and bookings declined.

Economic Benefits Meet Growing Local Opposition

Tourism remains a key pillar of the Spanish economy, directly accounting for around 13% of GDP and helping the country outperform several major European economies in recent years.

However, the sector’s rapid growth has also intensified concerns among residents. Cities such as Barcelona, Valencia, as well as destinations in the Balearic and Canary Islands, have witnessed repeated protests against what critics describe as over-tourism.

Residents argue that growing tourist numbers contribute to congestion, environmental pressures and rising housing costs.

Housing activists claim that landlords increasingly adjust rents based on the purchasing power of foreign visitors rather than local incomes, making accommodation less affordable for residents.

The debate has also reached the political level. In 2025, Spanish Prime Minister Pedro Sánchez stated that the country had “too many Airbnbs and not enough homes.” Later that year, the government imposed a €65 million fine on Airbnb over the promotion of unlicensed tourist apartments.

Several local administrations have introduced restrictions on short-term rental licenses. Meanwhile, Barcelona plans to revoke licenses for approximately 10,000 tourist apartments by 2028 and increase its tourist tax for cruise passengers.

While authorities continue searching for solutions, tourism operators warn that excessive restrictions could affect competitiveness and employment. Industry representatives stress the need to rebuild trust between residents and the tourism sector as Spain prepares for another exceptionally busy summer season.

Photo: AlexFotolabs/ magnific.com

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Cosmin Dărăban: There are several structural differences.

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

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

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

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

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

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

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

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

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

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

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

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

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

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