Ana Maria Ruiu is the Founder and Creative Owner of Savelli Communication, as well as an Associate Lecturer at SNSPA, where she shares her experience in strategic communication with students. Savelli Communication represents the culmination of her professional growth: an agency founded out of the desire to create an honest space where ideas have depth and brands take shape through strategies tailored to their unique identity.

C&B: You chose entrepreneurship at an age when many young people are still searching for their professional direction. How did it all begin?

Ana: It wasn’t a romantic decision, nor an impulsive one. I didn’t wake up one morning and decide I wanted to become an entrepreneur. I simply started building organically, beginning with myself and a continuous learning process across several advertising agencies. I wanted to understand the industry from the inside, to observe, make mistakes, and learn before claiming I was ready to build something of my own. So, I started with patience and consistency.

I’ve always wanted to focus on long-term results rather than immediate financial gains. I made choices that, from the outside, may have looked like compromises. I sacrificed a large part of my university years, constantly moving between the classroom and the office.

Looking back, I realize that my entrepreneurial journey began long before this business existed. I strengthened it with every decision to invest in myself, every project I accepted for the experience it offered, and every day I chose to get out of bed, even when I was tired, sad, or disappointed.

C&B: You built your business without investors or external financial support. What did that actually mean in practice?

Ana: It means that every step is taken with your own resources, and every mistake is paid for by you. I started with the savings from my previous salary, enough to cover the initial administrative expenses: setting up the company and everything required to run a business from day one.

When you have no investment and no safety net, you quickly learn to distinguish between what is spectacular and what is sustainable. As we all know, there are very good months and there are months when you ask yourself uncomfortable questions. Especially because there’s no one else to take responsibility for your decisions, and there’s no reset button. That’s exactly why you end up building with much more discipline, getting lost in spreadsheets over even the smallest costs.

I believe one of the most valuable lessons I’ve learned is to respect money for what it truly represents: a client’s trust, the time invested in a project, and the responsibility you have toward the people who choose to work with you.

C&B: You started at a very young age. How can you earn the trust of clients who have much more experience?

Ana: At first, I thought I would have to compensate for my age by working twice as hard. Over time, I realized that beyond titles and company sizes, there are people who all want the same thing: someone who genuinely understands their challenges and whom they can trust to deliver solutions with professionalism, maturity, and consistency.

Of course, there were moments when I felt I was being judged through the lens of my age or because I am a woman. Sometimes, before people evaluate your skills, they evaluate your appearance. But I chose not to turn that into frustration; instead, I turned it into motivation. I realized that perceptions are the hardest to change through arguments and the easiest to change through results.

C&B: What is the biggest myth about becoming an entrepreneur before the age of 30?

Ana: The idea that success is built quickly and that enthusiasm can compensate for any lack of experience. In reality, enthusiasm is only the spark. It helps you take the first step, but discipline is what carries you through all the days when motivation is missing, results are delayed, and responsibilities keep growing.

C&B: Was there a moment when you felt your business had started to mature?

Ana: Yes. I felt that I was growing alongside the business, at the same pace, and many times it felt like we were holding each other’s hand. Whenever one of us needed to evolve, the other had no choice but to evolve as well.

In the beginning, Savelli was a reflection of my enthusiasm. Today, it is a reflection of my values. It has grown with every client who placed their trust in me, every mistake that taught me humility, and every achievement that taught me gratitude.

At first, I believed I was the one guiding the business. Now I realize it was the business that guided me. It taught me patience when I wanted immediate results, balance when I demanded too much from myself, and confidence when I questioned my own decisions.

I believe a business matures when it begins to resemble the person building it. And I hope that years from now, people will find in Savelli the same qualities I strive to cultivate within myself: kindness, professionalism, respect, and genuine care.

I think the greatest gift entrepreneurship has given me is the privilege of growing alongside it. And if today I feel that both of us are stronger, it’s because neither of us has ever moved forward without the other.

C&B: Alongside entrepreneurship, you also work in academia. How do these two worlds complement each other?

Ana: To me, they aren’t two different worlds. The university challenges me to remain curious and keep asking questions, while business challenges me to find the answers. At the same time, my practical experience allows me to bring real-life examples into the classroom, not just theory. I believe these two roles balance each other and help me see communication from both an academic and a practical perspective.

One of the most valuable educational initiatives I’ve organized at the university is Pitch Lab, a creative project born from the desire to bring students closer to the reality of the communication industry. The project gave 70 students the opportunity to work on real briefs provided directly by brands such as Lavazza, Gradena, Expert Cosmetics, and Gerlinéa. Throughout an entire semester, we worked together as one team, discovering what meaningful insights, the right influencers, consumer barriers, and coherent campaign development truly mean. The students presented their ideas to industry professionals and received practical feedback, but I believe the real value was in the process itself: every student was heard, encouraged, and appreciated. I strongly believe that real learning happens in a safe environment where ideas gain the confidence to grow. Pitch Lab is not just an academic exercise; it is a space where we build confidence, competence, and the future of a new generation.

C&B: What would you say to a young person who dreams of building their own company?

Ana: I would love for them to understand that they are not competing with anyone. Each of us starts from a different place, with different resources, different fears, and different lessons to learn. One thing I often tell my students is that the only difference between them and older professionals is that the Earth has simply completed more rotations for those who are older. They have had more time to make mistakes, learn, and get back up.

I also hope they never lose their sensitivity in an attempt to appear strong. Business conversations often revolve around results, numbers, and performance, but behind all of those are people. We are all sensitive, vulnerable, and much deeper than we usually allow others to see. It is precisely this side of us that enables us to build genuine relationships, practice empathy, understand other people’s needs, and make decisions guided by values.

I like to believe that each of us has an inner spark: curiosity, kindness, the desire to do good, the ability to be moved. In the pursuit of performance, the greatest risk is allowing that spark to fade. True success is keeping it alive, no matter how far we go, because it reminds us that before we are entrepreneurs, managers, or leaders, we are human beings and there is something truly beautiful about that.

Entrepreneurship is about far more than numbers, strategy and performance. It is about having the courage to build patiently, learning from every challenge and staying true to your values. Ana Maria Ruiu’s story shows that lasting success is built through discipline, authenticity and trust earned one step at a time.

The post Ana Maria Ruiu on entrepreneurship without a safety net: Lessons from building a business before turning 30 appeared first on careers-business.com.

Sorin Daniel is the founder of Unic Studio Foto, a professional corporate photography and videography studio based in Bucharest, and of Unic Flow Lens—an ecosystem dedicated to visual content for companies, built on more than 20 years of passion for photography and entrepreneurial experience gained in parallel.

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

Sorin: Many years ago, I entered the fields of IT and economics to learn business. For nearly 20 years, I combined entrepreneurship with photography as a passion, and for the past two years I have been bringing to market exactly what I personally lacked throughout all those years.

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

Sorin: Photography has been part of my life for more than 20 years, but for a long time it was a passion rather than a profession. I photographed events and products alongside another business, depending on the opportunities available at the time, not as my primary activity.

The real common thread wasn’t photography itself, but a constant frustration: I had lighting ideas and creative concepts I wanted to test, but I had nowhere to do it. A professionally equipped studio is expensive, my time was limited because of my other business, and such an investment didn’t make sense for someone who photographed “whenever possible” rather than full-time. I wanted to find someone who could provide me with a space, at little or no cost, simply so I could practice.

No one offered that.

So I decided to build that place myself.

In 2024, I opened Unic Studio Foto—not just as a photography studio, but as a place where I could finally practice what I had wanted to do for years, while also solving a problem I had personally experienced for a long time: creating an accessible space for photographers and videographers who have the skills and professionalism but lack the resources to own a studio. At the beginning of 2026, I started actively promoting this project under the name Unic Flow Lens, and the results have already begun to show—not only through the team that has formed around it but also through the collaborations we have secured together.

The constant throughout this journey has been simple: I have always built what I personally needed, not what I thought “should” exist in the market. My 20 years in business gave me maturity and discipline; photography gave me passion; and Unic Studio Foto emerged precisely where those two met a genuine need that no one else had addressed.

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

Sorin: I can’t say I’ve experienced a financial failure or a client project that collapsed. The studio has been consistently supported, and the quality of our work has always been my main performance indicator. But I did experience another kind of failure—less visible, yet just as costly: I built my online presence without a clear strategy.

As Unic Studio Foto, and later Unic Flow Lens, evolved, I kept creating new accounts whenever I felt the need to separate a project, a sub-brand, or a new direction—the studio page, the product account, accounts for specific collaborations. Eventually, I found myself managing more accounts than I could handle consistently, each with its own audience, tone of voice, and posting history.

The result was exactly the opposite of what I wanted. Instead of creating a strong and easy-to-follow brand identity, I ended up confusing my own content between accounts—posting on the wrong profile, losing consistency, and making it difficult for people to know where to find us and understand who we are and what we do. I invested time and energy in creating high-quality content, but without a structure that could maximize its impact, much of that effort became diluted.

The lesson was simple, yet difficult to accept: production quality does not compensate for a lack of clarity in communication. You can have the best photographs and the best projects, but if people don’t know where to find you or what to expect from you, your work remains invisible.

That is why I am now taking a completely different approach: clear, consistent posting with dedicated time allocated specifically for content creation—not improvised between other tasks. It’s a discipline I now treat just as seriously as I treat a corporate photography project: with planning, structure, and accountability for the final result.

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

Sorin: When I opened Unic Studio Foto, the easiest choice would have been to keep the studio exclusively for myself, for my own projects, or at most rent it out at market rates. That would have been the safe option, with predictable income and no additional risks. I deliberately rejected that path because it wasn’t the reason I had built the studio.

Instead, I chose to open the space to photographers and videographers who had real skills and professionalism but lacked the resources to own a studio—people who, just like me years ago, had ideas and simply needed a place to test them.

The risk was obvious: quality. You can’t allow strangers to work in a space that carries your name without accepting the consequences if something goes wrong. I managed that risk through a rigorous selection process involving numerous meetings and genuine evaluations, not just an application form. I didn’t accept everyone—I selected only those who demonstrated through both their portfolio and our conversations that they deserved my trust.

The results came faster than I expected. Less than six months after launching the project under the Unic Flow Lens brand, I can already rely on a real network of professionals—photographers, editors, and videographers—with whom I win and deliver corporate projects that require far more than one person behind the camera. What initially seemed like a risk to my brand has become the very reason I can now take on projects that I could never have completed on my own.

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

Sorin: In the beginning, my work was structurally simple, even though it was technically demanding: me, the camera, and the client. The decisions were mine alone, and so was the pressure.

Nearly two years after founding the studio, my work looks completely different. I now coordinate teams on complex projects—photographers, a drone pilot, and editors—and I have to manage multiple workflows simultaneously without allowing them to overlap. For example, while covering a sports championship as the official photographer, we were running two parallel content streams: one for the organizers and one for our own brand, each with its own pace, tone, and deliverables, delivered every evening in real time.

The biggest difference compared to a few years ago isn’t photography itself—that remains a foundation I have mastered well. The real difference is that my decisions now affect other people’s work, not just my own shots. I’ve learned to make fast decisions under real-time pressure—I no longer have the luxury of endlessly reconsidering a frame; it has to be delivered. I’ve learned to delegate without compromising quality and to build clear processes—checklists, fixed roles, and non-negotiable rules, such as placing a watermark on every photograph—that work even when I’m not the one pressing the shutter.

In practical terms, I’ve evolved from being the photographer who delivers the work to the leader who ensures the entire team delivers work of the same quality, regardless of who is holding the camera.

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

Sorin: I believe my team would first mention consistency. I don’t change direction easily, and the ideas I propose remain stable over time. I don’t jump from one project to another without a clear reason.

They would probably also mention how demanding I am when it comes to the quality of our deliverables. I don’t accept “good enough”; I expect the work to be exactly what it needs to be.

And I think they would say I’m someone who stays involved when problems arise. I’m the kind of person who remains engaged until the issue is solved, not someone who leaves it for others to deal with.

That said, there are also traits that are less comfortable. I find it difficult to say no to a client. I’m persistent—perhaps sometimes too persistent—in trying to win a project, even when it might be easier to walk away. I’m also impatient with slow decision-making. I don’t like waiting too long to make a decision, nor do I like seeing a new idea put aside without being analyzed immediately. I think my team feels this as well—the pace I set is sometimes faster than they would prefer because I want things moving from day one.

These are qualities that help me complete projects successfully, but I also know they can make it challenging for the people around me to keep up.

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

Sorin: I don’t claim that “we’re different.” I prefer to show how we work and let others draw their own conclusions.

That said, I would point out that I built Unic Flow Lens as a complete ecosystem rather than simply expanding our services. When a corporate client needs visual content, they don’t just get a photographer—they gain access to a photographer, videographer, editor, graphic designer, and even professional models, all working within one coordinated structure. Most small studios remain one-person operations or expand only into photography. I chose to build the complete team before having a guaranteed client volume that would financially justify it.

I measure the project’s success through how carefully I select collaborators. I have never accepted people into the team simply because they own good equipment. Every candidate goes through real meetings, portfolio evaluations, and assessments of professionalism, because everyone at Unic Flow Lens works under my name with corporate clients who don’t forgive mistakes.

I also focus on visibility in the way we deliver large-scale projects. At the events we cover, we simultaneously run two separate content streams—one for the client or event organizer and another for our own brand—each following clearly defined rules and never interfering with one another.

Ultimately, the difference isn’t found in a slogan. It’s in treating every project with the same structure and discipline, regardless of its size. That’s how you build long-term trust—not just a client who’s satisfied once.

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

Sorin: AI has already become an integral part of how we work—not as an experiment, but as part of our actual deliverables. One of the services we’re currently developing is corporate aftermovies featuring AI-generated soundtracks tailored to each client’s brand identity—something that would have been impossible to offer just a few years ago at today’s cost and speed, while also avoiding music copyright complications.

On the production side, I’ve built my own digital tools to automate processes that previously took hours—from organizing photographs and optimizing content for social media to creating workflows where the camera connects directly to our applications. I don’t wait for off-the-shelf solutions to solve my specific needs. If a process slows me down, I’d rather build my own tool than adapt my work to generic software.

Economically, today’s market has also changed client demand. Companies increasingly want video content for LinkedIn and presentations rather than simple still photography, while digital marketing budgets among medium-sized businesses continue to grow. That has encouraged us to expand beyond photography into video production, aftermovies, and soon corporate podcast production, allowing us to stay relevant where purchasing decisions are increasingly being made.

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

Sorin: I have several routines that have become part of my daily life, each serving its own purpose.

The first—and probably the most visible outside the studio—is that I consistently publish blog articles on unicstudiofoto.ro on the same day every week. It’s not a spectacular activity, but over time that consistency has built a genuine online presence—the exact opposite of the social media chaos I experienced in the past. A fixed rhythm, maintained no matter how busy the week becomes, matters far more than sheer volume.

The second routine is operational discipline. Before every event, I go through a comprehensive checklist to ensure nothing has been overlooked—equipment, team roles, deliverables, and logistical details. It sounds simple, but on projects involving multiple people, where you never get a second chance to recreate a missed shot from a one-time event, that checklist is the difference between flawless delivery and a project full of gaps.

The third is more personal, but it sets the tone for my entire day. Every day at the studio begins with a quality coffee made from freshly roasted beans. It’s not just a small indulgence—it’s the ritual that helps me focus before diving into work, no matter how demanding my schedule is.

All three routines have one thing in common: they’re small, repetitive, and easy to overlook in the short term—but over time, they’ve become the foundation that supports everything we deliver.

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

Sorin: The first principle is that quality is non-negotiable, regardless of time or budget constraints. I’d rather decline a project than deliver something below the standard I’ve set for myself.

The second principle is choosing long-term partnerships over quick profits. When I decided to open the studio to other photographers and videographers instead of simply renting it out at market rates, I chose the path with greater risk and slower returns because my goal wasn’t immediate income—it was to build a genuine community of professionals. In the long run, that is worth far more than rental income.

The third principle is to build what is missing, not what the market obviously demands. Unic Studio Foto and Unic Flow Lens were born from a need that I personally experienced for years, not from a market research study.

This last principle was put to the test when I decided to open the studio to other professionals through a rigorous selection process, without any guarantee of immediate benefits. The risk was real—other people’s work would carry my name—but the principle of “build what’s missing, not what’s safe” prevailed over the easier and financially safer option. Less than six months later, that principle proved itself through the collaborations and projects we secured precisely because of the team we had built.

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

Sorin: I believe the direction is already clear—it’s no longer just a prediction. Video is continuing to replace still photography as the default standard rather than a premium option. Short-form, vertical, mobile-first content is becoming the norm, both on social media and in corporate communication, where more and more companies are requesting content designed specifically for LinkedIn and short-form platforms instead of simply building photo archives.

At the same time, artificial intelligence is rapidly becoming part of the production process—from generating original music for aftermovies to tools that automate image selection and basic editing. I don’t believe AI will replace experienced photographers or videographers, but it will raise expectations. Clients will expect faster delivery, multiple content formats from a single project, and greater cost efficiency. Professionals who fail to integrate these tools into their workflow will become slower and more expensive than their competitors.

The real risk for the industry, in my opinion, is increasing polarization. On one side, there will be fast, inexpensive, AI-generated content for companies seeking only volume. On the other, there will be a premium segment demanding strategy, brand storytelling, and genuinely high production quality—not just beautiful visuals, but content that serves a clear business objective. I believe the studios that will survive and grow are those that firmly position themselves in the second category, acting as strategic partners rather than simple image providers.

The greatest opportunity lies exactly where we are already positioning ourselves: serving small and medium-sized companies that still don’t have a consistent visual content partner and instead hire providers only when needed. Their demand will continue to grow as competitive pressure increases and businesses recognize the importance of maintaining a professional online presence. Those who build long-term retainer relationships instead of relying solely on one-off projects will benefit the most from this growth.

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

Sorin: I don’t want to be just another service provider adapting as the market changes. I want to build the structure that anticipates exactly where corporate demand is heading.

In practical terms, that means continuing to develop Unic Flow Lens as a complete ecosystem—not just photographers and videographers, but an integrated content team including editors, graphic designers, web developers, and models, capable of delivering everything a company needs for its visual identity through a single trusted partner instead of multiple fragmented suppliers. I believe the near future will strongly favor this model. Companies no longer want to coordinate four or five different collaborators for content—they want one reliable point of contact.

At the same time, I intend to integrate AI wherever it creates genuine value: original music for aftermovies, greater production efficiency, and smarter workflows—without sacrificing what technology cannot replace: artistic judgment, direct client relationships, and a deep understanding of each client’s brand strategy.

I don’t want to compete on volume or the lowest price. I want to be the preferred choice for companies that understand their visual identity is an investment, not an expense.

My medium-term objective is simple to express but difficult to achieve: to transform Unic Studio Foto and Unic Flow Lens from occasional service providers into long-term content partners for an increasing number of companies while simultaneously building a genuine community of photographers and videographers who grow professionally through the projects we create together.

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

Sorin: My first piece of advice is this: build what is missing, not what seems safe. I started Unic Studio Foto because of a personal frustration—I couldn’t find a place where I could experiment with creative ideas without significant costs. Instead of looking for an existing solution, I decided to become that solution for others. More often than not, the best business ideas don’t come from market research—they come from solving a problem you’ve personally experienced.

My second piece of advice is not to underestimate communication simply because your product or service is of high quality. I made that mistake myself. I invested everything in delivering outstanding projects while neglecting consistency in my online presence. I created multiple accounts without a clear strategy and ended up diluting my own efforts. High-quality work doesn’t promote itself—it needs to be communicated and supported with the same discipline you apply when creating it.

Third, choose your partners with the same level of rigor you use when choosing your clients. When I opened the studio to other photographers and videographers, the biggest risk wasn’t financial—it was reputational. Every collaborator works under your name. Don’t accept everyone just because you want to grow faster. A rigorous selection process may slow your growth initially, but it is what protects your brand over the long term.

And if I had to summarize everything in one idea, it would be this: build the structure before you have proof that it will work. I assembled a complete team before I had enough clients to financially justify it. It was a calculated risk—but that very risk is what led to the results we have today.

C&B: What is an uncomfortable truth about your industry that very few people are willing to say?

Sorin: The most uncomfortable truth is that most studios in the local market compete on price rather than value—and that keeps the entire industry undervalued compared to what it could truly become. The B2B photography and video market in Bucharest is estimated to be worth tens of millions of euros annually, yet many of us accept fees that barely cover our costs simply to avoid losing projects to competitors. The result is a race where the cheapest provider wins instead of the best one, and genuine quality ends up being treated as a luxury rather than the standard.

The second uncomfortable truth is that many clients still view visual content as a one-time expense rather than a marketing asset capable of generating measurable long-term results. A website with poor-quality photographs, an inconsistent LinkedIn presence, or an amateur aftermovie all carry a very real—but invisible—cost in terms of the trust you lose with partners and potential clients. Yet because those consequences don’t immediately appear on an invoice, investing seriously in brand image is constantly postponed until “later.”

And perhaps the most uncomfortable truth of all is that many of us within the industry fail to publicly acknowledge that business fundamentals—communication, strategy, and consistency—matter just as much as the talent behind the camera. We prefer talking about equipment and portfolios instead of admitting that even an outstanding photographer without a solid business structure remains invisible in the marketplace, no matter how talented they truly are.

And perhaps the most uncomfortable truth of all is that many of us within the industry fail to publicly acknowledge that business fundamentals—communication, strategy, and consistency—matter just as much as the talent behind the camera. We prefer talking about equipment and portfolios instead of admitting that even an outstanding photographer without a solid business structure remains invisible in the marketplace, no matter how talented they truly are.

Sorin Daniel’s interview provides an authentic perspective on how corporate photography, videography, artificial intelligence and business strategy can work together to build a strong brand and long-term client partnerships.

The post Sorin Daniel, Unic Studio Foto: From corporate photography to a complete visual content ecosystem appeared first on careers-business.com.

Alexandru Olteanu is the kind of person who, together with a small and relentlessly determined team, brings tens of thousands of people to an island in Bacău for four days every year and convinces them that yes, it is possible to build something remarkable from Bacău, not just from Cluj or Bucharest. The other half of him spends every summer hoping it won’t rain on the festival weekend.

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

Alexandru: The common thread has been one simple stubborn belief: to build something here, at home, instead of somewhere else. I’m stubborn in a way that, on paper, should have driven us into bankruptcy long ago, yet on the island it somehow turned into a strategy.

Three moments made all the difference.

The first was deciding to stop organizing one-off events that people forget after a few months and instead create a festival with a strong identity, one people would return to year after year.

The second was realizing that a festival on its own is fragile and that I couldn’t carry it alone. That’s when I started building a team and an entire ecosystem around it, including media, hospitality, and our own brand.

The third comes every time someone tells me to move where the larger audience is. Every single time, I choose to stay.

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

Alexandru: The year the festival ended in the red.

It’s not exactly the sexiest sentence to include in an interview, but if I’m being honest, that was the most expensive lesson I’ve ever learned. When my team and I analyzed the numbers, we realized that nearly half of the entire budget was going to artists. Add to that a headliner canceling just a few weeks before the festival, after the entire communication strategy had already been built around them.

When a headliner cancels at that stage, it’s like the bride walking away from the wedding after you’ve already paid for the venue, the cake, and the band.

So what changed afterward?

We introduced much stricter cancellation clauses into our contracts, built a more balanced artist lineup so the entire festival wouldn’t depend on one single name, and developed the healthy habit of looking at margins instead of applause. We learned that using our own money and our team’s—that a festival relying on one artist isn’t really a festival. It’s a gamble.

C&B: What is one bold—or perhaps counterintuitive—decision that significantly influenced your path?

Alexandru: Choosing not to move.

Every business textbook tells you the same thing: if you want to build a major festival, go where the people and the money are. We did exactly the opposite. We stayed in Bacău and bet on a young audience across Moldova, people between the ages of 14 and 50.

The comfortable option would have been relocating everything to a bigger, more established city so we wouldn’t have to explain where Bacău is on the map anymore.

The result?

Young Island has reached its sixth edition and earned European recognition through the EFFE Label, all without losing its local identity. And the best part is that the people who come to Bacău still bring an authentic vibe. They aren’t jaded festival-goers who have already seen everything and are impossible to impress. They come with genuine enthusiasm rather than the attitude of, “Let’s see what you’ve got.” Sometimes, your greatest competitive advantage is precisely the place everyone else is trying to escape.

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

Alexandru: This is probably where I’ve changed the most.

I used to make decisions based on instinct and tried to do everything myself—from writing copy and handling logistics to negotiating with the scaffolding supplier. I was the kind of person who, if it had been possible, would have held the stage lights up with my own hands just to make sure they were set up properly.

Today, I make important decisions with spreadsheets in front of me and, more importantly, with my team around me. I compare ticket sales across different editions, analyze the average ticket price rather than just the volume sold, and only then draw conclusions—very often together with the people who notice things I might have missed. Under pressure, I’ve learned to stay quiet more often and react less.

When an artist cancels, the first hour matters and panic has never solved anything. The hardest lesson I’ve learned as a leader is that I neither have to nor can do everything myself. A festival isn’t carried by one person. It’s carried by a team. Everything else is just ego.

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

Alexandru: They’d probably say I move fast—sometimes too fast—and that I change direction the moment I realize something isn’t working. Depending on the day, that’s either my greatest strength or everyone’s worst nightmare.

I’m fairly convinced the team has a separate WhatsApp group just to keep track of how many times I’ve changed the plan. And honestly, I don’t blame them.

One thing my team consistently acknowledges is that I work alongside them. I don’t sit behind a desk giving orders with my feet up—I roll up my sleeves and get involved.

One piece of uncomfortable but fair feedback is that I sometimes assume everyone cares about the project as much as I do, and that’s simply not realistic. It’s something I’m still working on.

You can’t expect people to pour their hearts into your dream without at least telling them “thank you.” My team deserves to hear those words more often.

C&B: What truly sets you apart in the way you build and lead?

Alexandru: The fact that, as a team, we own the entire value chain.

We’re not organizers who hire an agency and wait for an email. We handle production, media, hospitality, and even our own consumer brand—all under the same umbrella.

When we launch a campaign, everything is done in-house: copywriting, filming, voiceovers, distribution—the entire process.

In practical terms, this means we can test an idea on Monday and have it live by Wednesday without involving three suppliers or exchanging five rounds of emails. We don’t hold meetings just to decide when to schedule the next meeting. When you’re a small team that has to perform like one three times its size, speed isn’t a luxury—it’s oxygen. And that speed comes from people, not processes.

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

Alexandru: Radically, but without unnecessary drama.

We use artificial intelligence like a teammate who never sleeps, never complains, and never asks for time off on the festival weekend. It helps us create first drafts of copy for all our brands, prepare documents, analyze financial data, and even generate voices for commercials. What used to take three people an entire day now reaches a solid first version in just a few hours, and then our team refines it.

The real impact isn’t that we’ve replaced people. It’s that a small team can now deliver the output of one three times its size. In today’s economy, where costs keep rising across the board, affordable speed is no longer a luxury, it’s a necessity.

Technology isn’t taking my job or my team’s jobs. It’s taking care of the first drafts. And that’s a huge difference.

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

Alexandru: During the months leading up to the festival, I check ticket sales almost every day—not obsessively, but the way you monitor a patient’s temperature.

Some people check their horoscope every morning. I check ticket sales. It’s about the same level of anxiety, just with charts.

A spike or a drop immediately tells me whether a campaign is working and how much time we, as a team, still have to make adjustments. The second habit is exercise. It may sound like a cliché in a business interview, but in the months before the festival, your ability to handle stress is literally a resource. A tired organizer makes poor decisions, and poor decisions at a festival cost far more than an hour spent at the gym.

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

Alexandru: Three simple principles.

First, if an idea doesn’t survive in a spreadsheet, it won’t survive in the real world either. Excel is the most honest friend you’ll ever have—it never flatters you.

Second, building a strong brand for the long term always beats making quick money.

Third, I never make major decisions alone. I test them against real data and discuss them with the people around me—not with opinions, not even my own.

That last principle was seriously tested when we had to decide whether to announce another big-name artist after a cancellation.

The answer came from the sales figures, not from ego. And honestly, ego would have been a much more expensive answer.

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

Alexandru: Artist fees will continue to rise. It’s an arms race that isn’t ending anytime soon.

At this pace, in a few years we’ll probably spend more on a single artist than on the entire rest of the festival combined—including staff and electricity. I believe we’ll see significant market consolidation. Weaker festivals will disappear, while those that survive will compete through the quality of the experience, not just by booking the biggest headliners.

The real opportunity lies in regional festivals with a strong identity—festivals that don’t try to become smaller copies of those in the capital. Artificial intelligence will also become the standard in production and marketing. Those who don’t embrace it will end up paying more to deliver less. The audience may not know exactly why, but they’ll certainly notice the difference.

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

Alexandru: I want Young Island to become living proof that meaningful culture can be built from a secondary city, and that it can be created by a local team rather than by importing talent from elsewhere.

My dream is that, ten years from now, when someone says, “I’m going to Bacău,” the first reaction won’t be, “Poor you,” but, “You’re so lucky.” Our concrete goal is to turn the festival into a national benchmark starting from Bacău—not despite its location, but precisely because of it. If we succeed, we’ll also open the door for people from smaller cities who believe they have to leave in order to matter. The greatest impact we can have is to make our own story an argument that proves otherwise.

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

Alexandru: Three things, all learned the hard way.

First, don’t build your entire project around one single name. If that name falls through, everything falls with it.

Second, focus on cash flow rather than vanity metrics. Likes don’t pay suppliers.

Third, and most importantly, build a team before you build a product.

Great people are what make the difference between a one-day event and a brand that lasts for years. And here’s one bonus lesson I wish someone had told me much earlier: Start badly, but start.

If someone watched our very first edition today, they’d laugh. I would too. But without that awkward first edition, there would never have been a sixth. Your first edition will never be Tomorrowland. And that’s perfectly okay.

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

Alexandru: The truth is that most festivals in Romania don’t make money—or they make so little that it hardly justifies the sleepless nights.

The festival that looks like it’s swimming in money on Instagram is, in reality, swimming in unpaid invoices.

Behind the scenes, you’re often negotiating with suppliers and juggling payment deadlines like a circus performer.

Artist fees have reached a point where audiences expect increasingly bigger names, without realizing that the financial reality behind the scenes is barely holding together.

Anyone who gets into this business believing it’s a money-making machine usually exits quickly—along with some very expensive lessons.

You do it because you’re passionate about it, but you also need the mindset of an accountant and a team that believes in the vision just as much as you do.

If you’re trying to do it alone, fueled only by passion, you’ll go bankrupt beautifully.

Alexandru Olteanu’s interview provides an authentic perspective on entrepreneurship, leadership and large-scale event management. From building the Young Island brand and developing a high-performing team to leveraging artificial intelligence, making data-driven decisions and navigating the challenges of the festival industry, his journey shows how perseverance, strategy and strong local identity can turn a regional project into a nationally recognized success.

The post How Alexandru Olteanu turned Young Island Festival into one of romania’s most promising festivals appeared first on careers-business.com.

Doru Huțuțui is a management consultant, entrepreneur, and PhD candidate in Management, conducting research on adaptive communication strategies in resilient organizations. After nearly 25 years in management, progressing through every professional stage—from Branch Manager, National Trainer, Regional Director, Human Resources Director, and General Manager—he chose to dedicate his accumulated experience to supporting entrepreneurs, CEOs, and executive teams. For ten years, he built his own company alongside his executive career, and for the past seven years, he has been fully devoted to entrepreneurship. Today, he helps organizations strengthen their management, align their executive teams, and make better-informed decisions, firmly believing that sustainable performance begins with people who understand the direction they are heading.

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

Doru: After nearly 25 years in management, I believe that, above all else, I am someone who has learned that high-performing organizations are not built through spectacular solutions, but through people, accountable decisions, and consistency.

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

Doru: I never pursued job titles for their own sake. Instead, I wanted to understand how organizations function and what it truly means to lead people in different contexts.

I had the opportunity to grow step by step, from operational management to the position of General Manager. Looking back, I realize that every stage required me to learn something new. In sales, I learned the discipline of achieving results. In training, I discovered how much a person can grow when someone believes in them. In human resources, I understood that trust is an organization’s most valuable asset. And as a General Manager, I learned that, in the end, every decision converges in the same place: responsibility.

Another defining moment was the decision to build my own company. For ten years, I did this while continuing my executive responsibilities. Those were years when my workday often ended late at night, and many weekends turned into working days. It was not easy, but I did not want to take the leap into entrepreneurship until I felt that the experience I had gained could create value for organizations beyond the one I was leading.

Looking back, I believe the common thread throughout my career has been the conviction that success has no elevator. There are only stairs, and each step prepares you for the next.

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

Doru: One of the moments that changed me was realizing that you can be right from a managerial perspective and still fail to achieve the desired outcome.

During an organizational transformation project, I was convinced that the direction we had chosen was the right one. From a technical standpoint, the decision was well-founded. However, I did not dedicate enough time to helping people understand the change and the reasons behind it. As a result, the implementation proved far more difficult than I had anticipated, leading to financial losses for the organization.

That experience completely changed my perspective on management. Today, before proposing solutions, I strive to understand the people and the context. I listen more than I speak, and I pay attention not only to what is being said but also to what remains unspoken. I learned that resistance to change often arises not because people reject change itself, but because they do not understand where they are headed.

C&B: What is one bold (or counterintuitive) decision that significantly influenced your career path?

Doru: The most important decision I made was choosing entrepreneurship after nearly two decades in executive management. It was not an impulsive decision. For ten years, I built my company alongside my corporate responsibilities. I wanted to understand whether my experience could generate results in other organizations, not just the one I was leading.

When I finally took the leap into entrepreneurship, I did not feel that I was leaving management behind. On the contrary, I felt that I was continuing it in a different form. Today, I have the privilege of working alongside entrepreneurs, CEOs, and executive teams from various organizations, each with its own challenges and objectives.

At the same time, if tomorrow I were offered the opportunity to lead an organization where I could create real value and where I felt aligned with its culture and direction, I would seriously consider that possibility. To me, management is not about job titles—it is about the responsibility of building something meaningful.

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

Doru: At the beginning of my career, I believed that a leader had to have an answer to everything. Today, I believe that a great leader is the one who asks the right questions.

Experience has made me more patient and more attentive to context. In the past, I made decisions very quickly. Today, I prefer to understand how others see the same situation because I have learned that different perspectives usually lead to better decisions.

I have also become more attentive to people. During a meeting, I pay attention not only to what is being said but also to what remains unsaid. Body language, hesitation, or the absence of a reaction can sometimes communicate information that is just as important as the arguments themselves.

I believe this is one of the greatest lessons management has taught me: before leading processes, you must first understand people.

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

Doru: I believe they would say that I am someone who listens carefully and tries to understand before expressing my own point of view. I have often received feedback that I help people see the same situation from a different perspective—not because I come up with spectacular solutions, but because I ask questions that encourage them to analyze things more deeply.

They would probably also say that I am demanding. I value discipline in execution, and I believe that honoring commitments is one of the core values that builds trust within a team.

At the same time, I strive to remain a genuine dialogue partner. I do not believe in consulting where someone arrives with ready-made answers before taking the time to understand the organization.

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

Doru: I believe my nearly 25 years of management experience allow me to understand organizations from the inside, not just from the perspective of a consultant.

Whenever I am invited to work with an entrepreneur or an executive team, my first objective is not to propose solutions. Instead, I first seek to understand how decisions are made, how information flows, where bottlenecks appear, and whether the team is genuinely aligned around the same goals.

My role is to create the environment in which leaders can examine situations from different perspectives and make well-informed, accountable decisions. I believe this is why I am invited into the strategic discussions of various organizations—not because I bring universal answers, but because I help teams develop their own answers.

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

Doru: We are living through a time when change is no longer a project but the everyday reality of every organization. The economic environment is more volatile, technology is evolving at an unprecedented pace, and artificial intelligence is already transforming the way we work and make decisions.

I believe, however, that there is a risk. In the race to adopt new technologies, we may forget that organizations are led by people. Artificial intelligence can analyze vast amounts of information and accelerate processes, but it cannot replace judgment, responsibility, or the courage to make decisions when information is incomplete.

In my work, I use these tools and encourage leaders to integrate them into their organizations. However, I always tell them the same thing: AI should support management, not replace it.

At the same time, the current economic environment requires leaders to pay much closer attention to costs, efficiency, and the speed at which their organizations can adapt. I believe the coming years will not be won by the largest companies, but by those with management teams capable of learning quickly and making accountable decisions.

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

Doru: There is one habit I have maintained for many years: after every major project or difficult decision, I set aside time for reflection. I try to answer three simple questions:
What went well?
What could I have done better?
What lesson is worth carrying forward?

I believe that experience is not simply about the number of years spent in a profession. Experience comes when you take the time to learn from what you have lived through.

At the same time, I strive to stay continuously connected to the changes taking place in management. That is one of the reasons I decided to pursue doctoral studies—not for the title itself, but because I felt the need to gain a deeper understanding of the mechanisms that make organizations resilient and capable of adapting to an environment of constant change.

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

Doru: The first principle is to understand the context before making a decision. I have learned that the same solution can work exceptionally well in one organization and very poorly in another.

The second principle is responsibility. Every decision affects people, and I believe leaders should never lose sight of that.

The third principle is dialogue. In many of the projects I am involved in, I often notice that the real issue is not the lack of a solution, but the fact that people begin from different understandings of the same situation. When the objective is clear and the team is aligned, decisions become much easier to take ownership of.

From my experience, management is less about having all the answers and more about creating the environment in which an organization can make the best possible decisions.

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

Doru: I believe management will become less about control and increasingly about adaptability.

Leaders will have to navigate economic, technological, and social changes simultaneously. In this context, the ability to learn, communicate effectively, and build trust will become a significant competitive advantage.

I already see that entrepreneurs and CEOs are no longer looking only for one-off solutions. They are seeking trusted thought partners who can help them better understand their organizations and develop their own strategic thinking.

I believe this is also the direction in which management consulting is heading: fewer ready-made formulas and much closer collaboration with executive teams.

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

Doru: I want to remain close to the leaders who are building organizations and taking responsibility for both people and results.

I want to contribute to the development of a more mature management culture in Romania—one in which decisions are well-founded, communication is treated as a strategic tool, and performance is built with a long-term perspective.

At the same time, I want to share more of the experience I have gained through conferences, articles, and projects dedicated to leaders. If my experience can help others avoid mistakes I have made or make better decisions, then I believe I have fulfilled my role.

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

Doru: The first thing I would say is: be patient. Today, we often see people’s results, but we rarely see the years of work behind them. I believe there is no elevator to success. There are only stairs. Sometimes you climb faster, sometimes more slowly, but every step prepares you for the next.

My second piece of advice is to invest in people. Technology, products, and strategies will continue to change, but high-performing organizations are built by teams that trust one another.

And perhaps most importantly, never stop learning. After nearly 25 years in management, I am still studying, still researching, and still discovering new things. I believe that the moment you think you know everything is the moment you actually begin to fall behind.

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

Doru: I believe one of the uncomfortable truths is that many organizations look for quick solutions to problems that have taken years to develop.

Companies invest in technology, systems, and procedures, but sometimes invest far too little in developing management itself. No application and no consultant can replace the responsibility of leaders to build trust, communicate effectively, and make accountable decisions.

Another thing I frequently observe is that, in many organizations, communication is still regarded as a secondary skill. From my experience, communication is one of the most important management tools. The way a leader communicates determines the level of trust within the team, the speed at which change is implemented, and the organization’s ability to remain united during difficult times.

Ultimately, I believe management is not about having all the answers. It is about having the courage to ask the right questions, listening carefully, and making decisions you are prepared to stand behind—even when the circumstances are challenging.

Doru Huțuțui’s interview provides valuable insights into modern leadership, strategic management, and the essential role of communication in building resilient organizations. Drawing on nearly 25 years of management experience, he explores decision-making, executive leadership, organizational alignment, artificial intelligence, and continuous learning as the foundations of sustainable business performance.

The post Doru Huțuțui: “Management is less about having all the answers and more about asking the right questions” appeared first on careers-business.com.

The job cuts come as businesses across the financial and technology sectors increasingly adopt artificial intelligence to improve efficiency and automate technical tasks.

AI Drives Operational Transformation

According to CNBC, most of the affected roles are within Visa’s technology and product operations teams.

In a memo to employees, Chief Executive Officer Ryan McInerney said the company must continue adapting its operating model to remain competitive.

“To capture the opportunities ahead and best position Visa to lead this transformation, we must continue evolving how we work,” McInerney wrote, adding that AI is accelerating this transformation and changing how work is performed across the company.

Employees affected by the restructuring are expected to begin receiving notifications along with transition support.

Company Prioritises Growth Areas

CNBC reports that while artificial intelligence played an important role in the restructuring, it was not the sole reason behind the workforce reduction.

Visa intends to redirect resources toward strategic priorities, including services for affluent customers, cross-border payments, business payment solutions, stablecoin initiatives and international expansion.

At the end of its last fiscal year, the company employed approximately 34,100 people, meaning the announced reductions represent one of its largest recent workforce restructurings.

Financial Sector Continues AI Shift

The announcement reflects a broader trend across the financial services industry, where companies are using artificial intelligence to automate software development and other technical functions while controlling costs after several years of rapid hiring.

According to CNBC, McInerney said Visa is entering “a new era in commerce”, supported by strong financial performance and high client satisfaction, positioning the company to expand its investments in next-generation payment technologies.

Photo: Guardian GlassVisa plans to reduce its workforce by approximately 7%, eliminating around 2,600 positions, as the company restructures its operations and increases investment in future growth areas, according to CNBC.

The job cuts come as businesses across the financial and technology sectors increasingly adopt artificial intelligence to improve efficiency and automate technical tasks.

AI Drives Operational Transformation

According to CNBC, most of the affected roles are within Visa’s technology and product operations teams.

In a memo to employees, Chief Executive Officer Ryan McInerney said the company must continue adapting its operating model to remain competitive.

“To capture the opportunities ahead and best position Visa to lead this transformation, we must continue evolving how we work,” McInerney wrote, adding that AI is accelerating this transformation and changing how work is performed across the company.

Employees affected by the restructuring are expected to begin receiving notifications along with transition support.

Company Prioritises Growth Areas

CNBC reports that while artificial intelligence played an important role in the restructuring, it was not the sole reason behind the workforce reduction.

Visa intends to redirect resources toward strategic priorities, including services for affluent customers, cross-border payments, business payment solutions, stablecoin initiatives and international expansion.

At the end of its last fiscal year, the company employed approximately 34,100 people, meaning the announced reductions represent one of its largest recent workforce restructurings.

Financial Sector Continues AI Shift

The announcement reflects a broader trend across the financial services industry, where companies are using artificial intelligence to automate software development and other technical functions while controlling costs after several years of rapid hiring.

According to CNBC, McInerney said Visa is entering “a new era in commerce”, supported by strong financial performance and high client satisfaction, positioning the company to expand its investments in next-generation payment technologies.

Photo: Guardian Glass

The post Visa to Cut 7% of Workforce as AI and Strategic Investments Reshape Operations appeared first on careers-business.com.

Ovidiu Pena is the Founder and CEO of OVIX Group, an entrepreneur who, together with his team, is building a Romanian ecosystem of integrated HVAC, ventilation, and building automation solutions, with the goal of transforming complex technology into smart comfort that is simple to control.

C&B: How would you describe yourself in a single sentence to capture the attention of someone who has never met you?

Ovidiu: I am an entrepreneur who started in traditional building installations and is now building, together with the OVIX team, an ecosystem where heating, cooling, ventilation, and automation work as one integrated system that is simple for the customer to use.

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

Ovidiu: The common thread has been the desire to transform a technical need into a clearer and better experience for the customer. I started with a local installation business, where I learned firsthand what it means to deliver quality work, how costly a wrong decision can be, and how essential trust is.

The second turning point came when we shifted from simply selling equipment to integrating complete systems. I realized that a high-performance heat pump, a ventilation system, or an automation solution alone cannot create comfort. Real value appears when they are designed and managed together.

The third stage is the one we are building today: OVIX as an ecosystem for energy and comfort in buildings. We opened the OVIX SmartRoom in Otopeni so people can see and test the technology instead of just reading about it in a proposal. Throughout all these stages, one question has remained constant: how do we make complex things easier to understand, buy, and use?

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

Ovidiu: The most difficult moment in business came in 2022. Starting in 2020, we had built a team and an infrastructure largely based on the exceptionally high demand in the post-pandemic construction market and the results generated by online marketing. The business was growing, but the organization behind it had not developed at the same healthy pace.

We still lacked sufficiently clear processes, functional systems, well-defined roles, and a CRM filled with accurate data. When the number of contracts began to decline, we were left with a structure generating very high operating costs, and the losses became significant. That was when I realized that high demand can temporarily hide an organization’s vulnerabilities, but it cannot solve them.

I had to reduce the team to a minimum, drastically optimize expenses, and find new ways to attract customers because online marketing had become extremely expensive. In essence, I had to reinvent both the business and the organization. The lesson that stayed with me is that you should never build only for today’s market, but also for the moment when demand decreases. Sustainable growth requires solid processes, accurate data, clear responsibilities, and systems that can scale.

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

Ovidiu: The decision to invest in a technology showroom and in an import, distribution, and integration structure at a time when the market was calling for caution. The easier alternative would have been to remain a traditional HVAC contractor and equipment reseller in a business we already knew well and that was generating revenue.

Instead, we decided to open the OVIX SmartRoom in Otopeni and expand our portfolio of heat pumps, heat recovery ventilation systems, and automation solutions into an integrated platform. The risk was twofold: the financial investment itself and the effort required to educate a market where many products are still sold separately, without a unified approach.

At this stage, the most important outcome is not only commercial. We have created a place where customers, developers, architects, and designers can clearly understand how an intelligent and energy-efficient building actually works. This decision supports OVIX’s new direction: becoming a systems integrator and a trusted partner for builders, architects, and designers across Romania, rather than simply an equipment supplier.

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

Ovidiu: In the beginning, I led through presence and control. I wanted to personally verify many things because I believed that was the safest way to protect the company’s standards. Over time, I realized that excessive control slows talented people down and makes them wait for the leader’s answer instead of developing their own judgment.

Today, I try to lead more through context, objectives, and accountability. We hold recurring sales meetings, monitor performance indicators, and discuss not only the final results but also the activities that generate them. Under pressure, I try to separate what is urgent from what is truly important and avoid automatically transferring my own stress to the team.

This does not mean I have become a leader without high standards. I am still strongly focused on pace and results. The difference is that I now understand sustainable performance is not achieved by expecting people to operate at their limits all the time, but by building a system where they know what they need to do, why it matters, and how progress is measured.

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

Ovidiu: I believe the people who work closely with me would say that I am committed, ambitious, and able to spot opportunities before they become obvious. They would probably also say that I raise the standard and that, when I believe in a direction, I mobilize a great deal of energy around it.

However, they have also told me things that were harder to hear. Mircea pointed out that not everything revolves around me and that, at times, I am too focused on my own perspective rather than on the people around me. His message was that I should listen more and make decisions by genuinely respecting other people’s opinions. Vali told me that he needed me to trust him more and to make decisions affecting him based on concrete information and real data, rather than solely on how I felt in the moment.

That feedback helped me understand that entrepreneurial intuition is valuable, but it should never replace listening, data, and trust. I am working on providing more context, giving managers real decision-making space, and avoiding the mistake of confusing involvement with the need for control. To me, maturing as a leader means being able to hear things that do not confirm your self-image and turning them into meaningful behavioral changes.

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

Ovidiu: I don’t believe differentiation comes from claiming that we have better products than everyone else. Many companies can sell high-performance equipment. The difference we are trying to build at OVIX lies in integration: heating, cooling, ventilation, and energy management should all be designed together from the very beginning of a project.

In practice, this means we do not start with the question, “Which equipment do you want?” Instead, we begin by understanding how the building will be used, the level of comfort the client expects, the overall budget, and the long-term operating costs. Then we combine consulting, design, installation, commissioning, and maintenance into one coherent journey.

The SmartRoom in Otopeni perfectly reflects this approach. Customers can see how the systems communicate with each other and understand the difference between a collection of devices and a truly integrated home. Our promise—“Smart comfort. Simple to control.”—is not just a slogan; it is the standard by which we evaluate every solution.

C&B: How has today’s environment—technology, AI, the economy, and new ways of working—changed the way you operate?

Ovidiu: AI has transformed the speed at which we analyze information and the way we structure it. We use it for research, marketing, proposal analysis, process documentation, and decision preparation. However, we have established one important boundary: AI can accelerate judgment, but it cannot replace it where technical, financial, or human responsibility is involved.

At the same time, the economy has forced us to become more disciplined. Customers now compare the initial investment, operating costs, and payback period much more carefully. That is why we have shifted the conversation away from products and toward transparent scenarios that explain energy consumption, compatibility, maintenance, and risks.

Within the business, we have accelerated CRM digitalization, pipeline measurement, and proposal standardization. Technology helps us accomplish more, but the real advantage comes when you improve the process itself rather than simply adding another tool to an unclear way of working.

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

Ovidiu: My professional routine is built on discipline and consistency: weekly management meetings, reviewing performance indicators, documenting company processes with the help of AI, and setting and tracking monthly objectives. These habits help us move decision-making away from assumptions and toward facts, allowing us to correct our direction before problems become major ones.

On a personal level, I begin every morning with 30 minutes of meditation and personal reflection—in other words, I start the day with myself. I strive to remain calm regardless of how important or stressful a decision may be because I know the best decisions are made when I am not reacting under pressure.

I combine reading digital content with reading books. Digital media gives me quick access to information, while books broaden my thinking and creativity. In the evening, I set aside another 30 minutes to reflect on the day. Beyond these routines, my faith in God gives me the strength and balance I need to overcome difficult moments.

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

Ovidiu: I use three filters. The first is real value for the customer: are we solving a problem or simply adding complexity? The second is execution capability: do we have the people, expertise, and resources needed to deliver at the promised standard? The third is long-term relevance: does this decision move us closer to the company we want to build, or does it only generate short-term revenue?

These principles were tested when we decided to invest in systems integration, a technology showroom, and new product portfolios, even though it would have been much easier to continue focusing exclusively on traditional HVAC activities. We accepted a more challenging path because it aligned with our long-term vision. At the same time, I learned that vision must be implemented in stages. Not every good opportunity needs to be pursued immediately.

C&B: How do you see your industry evolving over the next 3–5 years?

Ovidiu: Over the next few years, buildings will increasingly be evaluated as integrated energy systems rather than as a collection of separate pieces of equipment. The electrification of heating, heat pumps, heat recovery ventilation, photovoltaic generation, energy storage, and intelligent energy management will become one unified ecosystem.

The greatest opportunity lies in integration. Property owners do not want five different apps and five different suppliers shifting responsibility from one to another; they want comfort, predictable energy consumption, and a single, reliable point of coordination. At the same time, the greatest risk is the rushed sale of technologies without proper design and sizing. A high-performance piece of equipment installed within a poorly designed system can generate significant costs and undermine confidence in the entire category.

I believe the winners will be the companies that combine technical expertise, data, service, and the ability to explain complex concepts in a simple way. The traditional HVAC installer will not disappear, but the role will evolve into that of a systems integrator and energy consultant.

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

Ovidiu: I want OVIX to become a regional benchmark for integrating energy and comfort solutions in buildings. We are building an ecosystem that brings together consulting, design, equipment, installation, automation, commissioning, and maintenance.

Over the coming years, we plan to scale this approach through strategic partners, standardized processes, installer training, and easily replicable solutions for homes and residential developments. Our ambition is not simply to sell as many individual devices as possible, but to increase the number of buildings that operate as coherent and energy-efficient systems.

My role is to maintain the direction, attract the right people, and build an organization capable of carrying this vision forward without depending on a single individual. If OVIX becomes truly relevant, it will be because of a team that has learned how to transform vision into execution.

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

Ovidiu: First, talk to customers before you fall in love with your own solution. Many months and significant amounts of money are wasted building products or services that the market does not consider urgent.

Second, measure the activities that drive results as early as possible. Revenue and profit are delayed outcomes. Leads, response time, proposals, follow-ups, and conversion rates reveal much sooner where the process is breaking down.

Third, build your team and your processes before they become an emergency. I learned that a founder can temporarily sustain growth through personal effort, but cannot scale a business sustainably that way. Relevance comes not only from having a great idea, but from executing it consistently.

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

Ovidiu: One uncomfortable truth is that, in the HVAC industry, equipment is sometimes sold before the building itself is properly understood. Customers receive products with excellent specifications, but not necessarily a system that will perform well in real-life conditions.

A heat pump, a ventilation unit, or an automation system cannot compensate for poor design, a building with significant energy losses, or careless installation. Moreover, the lowest price in a proposal can ultimately become the highest cost over the system’s lifetime.

The second uncomfortable truth is that true integration requires taking responsibility. It is easy to sell each component separately and blame another supplier when problems arise. It is much harder—but far more valuable—to view the building as a complete system and continue supporting the customer after installation. That is where I believe the real difference will be made between companies that merely participate in the energy transition and those that genuinely drive it.

The transformation of a local business into a comprehensive ecosystem of intelligent building solutions is the central theme of this interview with Ovidiu Pena, Founder and CEO of OVIX Group. From the lessons learned during challenging times to the role of artificial intelligence, HVAC systems integration, heat pumps, and building automation, the interview offers valuable insights into the future of the industry and demonstrates how leadership, innovation, and well-designed processes can generate sustainable growth.

The post Ovidiu Pena, CEO of OVIX Group: “The future of smart buildings lies in the integration of energy, comfort and automation.” appeared first on careers-business.com.

The world’s largest cosmetics company continued to outperform the broader beauty market despite signs of slowing consumer spending in several regions.

Sales Exceed Market Forecasts

According to Reuters, L’Oréal generated €11.6 billion in sales during the three months ending in June, representing 6.3% like-for-like growth after adjustments related to the rollout of a new IT system.

The result exceeded analysts’ expectations, which had forecast sales growth of 5.7%, based on a Visible Alpha consensus.

Analysts at Jefferies described the performance as particularly strong given softer demand affecting several competitors, adding that they expected L’Oréal shares to outperform following the announcement.

Haircare and Online Sales Drive Performance

L’Oréal’s largest business division, focused on mass-market consumer products, delivered stronger-than-expected growth, supported by rising demand for haircare products across Europe and strong online sales.

Reuters notes that Chief Executive Officer Nicolas Hieronimus previously highlighted the “lipstick effect”—the tendency for consumers to continue purchasing affordable beauty products during periods of economic uncertainty.

Sales in Europe, L’Oréal’s largest market, increased 6.7%, while revenue in North America rose 5.9%, demonstrating resilient demand despite ongoing cost-of-living pressures.

Luxury Beauty Faces Mixed Conditions

The company’s Luxe division, which accounts for roughly one-third of total sales, recorded 4.7% growth, below market expectations.

Although L’Oréal achieved double-digit growth in China within the division, Reuters reports that continued weakness in the country’s travel retail sector weighed on overall performance.

The results contrast with recent updates from luxury groups LVMH and Hermès, both of which reported slower growth in their perfume and cosmetics businesses, while Unilever posted 8% underlying sales growth in its Beauty & Wellbeing division during the same period.

Photo: Viorel Dudau/ Dreamstime.com

The post L’Oréal Beats Sales Expectations as Haircare Demand and the ‘Lipstick Effect’ Boost Growth appeared first on careers-business.com.

Adrian Ambrose is an entrepreneur and the founder of Fabricat în RO, one of Romania’s largest communities dedicated to promoting Romanian manufacturers, a platform he has been developing since 2014. After spending more than 15 years in multinational technology companies, where he led and developed complex teams and projects, he decided to focus his energy on building initiatives that create long-term value for the Romanian business environment. Today, he is developing an ecosystem that brings together the largest database of Romanian manufacturers, a marketplace, educational content, entrepreneur podcasts, and national media partnerships, with the goal of increasing the visibility, competitiveness, and collaboration of Romanian companies.

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

Adrian: I build ecosystems that help entrepreneurs become more visible, more competitive, and better connected.

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

Adrian: Looking back, I realize that all my decisions have shared the same denominator: building.

The first stage of my career was in multinational companies, where I led complex teams and projects. That experience taught me that well-designed processes, discipline, and people are the foundation of any organization that wants to grow in a healthy and sustainable way.

At the same time, I started developing Fabricat în RO, driven by the belief that a strong economy begins with supporting local manufacturers. I believe it is important to buy products made in Romania whenever possible and, at the same time, to have access to complete and trustworthy information about the manufacturers and products available nearby. Romanian-made products bring economic, social, and environmental benefits, but in order to be chosen, they first need to be discovered.

That is why I set out to build an ecosystem that gives Romanian manufacturers greater visibility through a dedicated database, a marketplace, search engine optimization and AI-powered platform optimization, social media promotion, educational content, podcasts, and media partnerships.

Looking back, I realize that financial results alone have never been my main motivation. What has always driven me is the desire to leave behind something valuable and lasting. I want Fabricat în RO to continue growing for decades to come, regardless of who leads it in the future. A database of verified Romanian manufacturers, a community of tens of thousands of people who support local consumption, a marketplace, thousands of articles about the benefits of Romanian-made products, and a strong digital presence represent, in my view, a legacy built in support of Romanian manufacturers. I hope this ecosystem will contribute to the long-term development of Romania’s economy, inspire more people to choose products made in Romania, and provide future generations with a reliable starting point when searching for trusted local manufacturers.

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

Adrian: One of the hardest lessons I learned was that having a great idea and working hard are not enough to build a project with real impact. You also need people who believe in the same mission and enough time to earn the market’s trust.

During the early years of Fabricat în RO, I tried to involve more people in the project, but it wasn’t easy to find individuals who shared the same vision and values and who were willing to build something for the long term. Many people seek quick results, while I was convinced that a project like this requires years to generate meaningful impact.

At the same time, I realized that the market tends to trust well-established organizations more easily. When you are just starting out, even if you have a strong idea and promising results, you have to work several times harder to prove that you deserve people’s attention and trust. Credibility is not earned through statements—it is built through consistency and results delivered over time.

These experiences changed me profoundly. They taught me that patience, perseverance, and building a strong reputation are just as important as the idea itself. Today, I no longer try to convince everyone. Instead, I prefer to keep building every single day, let the results speak for themselves, and attract people and partners who share the same mission: contributing to the growth of Romanian manufacturers and entrepreneurs.

C&B: What is one bold (or counterintuitive) decision that significantly influenced your journey?

Adrian: One of our boldest decisions was to expand Fabricat în RO into podcasts dedicated to Romanian entrepreneurs. It was a counterintuitive choice in an already highly competitive field, where many experienced content creators and media professionals are active.

However, we started from a simple belief: people don’t just buy products or services—they also buy the story, the values, and the people behind them. I felt that Romanian entrepreneurs needed a space where they could openly talk about their journey, the challenges they had faced, and the value of the products and services they create.

The risk was that we were investing time and resources into a format that wouldn’t deliver overnight results and had no guarantee of market adoption. We could have continued investing exclusively in traditional promotion and services, but instead, we chose to build a new communication channel designed for long-term impact.

The feedback we received from entrepreneurs confirmed that we had made the right decision. They want to tell their stories, share the lessons they have learned, and better explain the value behind the products and services they develop.

One tangible outcome of this decision is our partnership with A7TV, where Fabricat în RO podcasts will be broadcast as part of a TV show dedicated to Romanian entrepreneurs. For us, this is an important validation and, above all, an opportunity to increase the visibility of Romanian entrepreneurs and manufacturers before an even wider audience.

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

Adrian: My professional development began in multinational companies, where I had the opportunity to work alongside people with decades of experience in management, leadership, and business. That is where I learned organizational discipline, the importance of well-defined processes, and the fact that decisions should be based on data and performance indicators.

For years, I analyzed charts, reports, and KPIs, and I became accustomed to making decisions almost exclusively based on numbers. It was an extraordinary learning experience that shaped the way I think.

Today, as an entrepreneur, I have discovered that numbers tell only part of the story. They show you what has happened so far, but they do not always tell you what comes next. That is why, after years of experience and hundreds of conversations with entrepreneurs, I have started paying much greater attention to intuition, experience, and people. Today, I make important decisions by combining data analysis with the instincts I have developed over time.

Another major change is that I no longer try to control every detail. At the beginning, I believed that a leader had to have all the answers. Today, I believe a leader’s role is to set the direction, bring the right people together, and create an environment where they can perform at their best.

I have also learned to evaluate decisions over a much longer time horizon. I no longer ask myself only what result a decision will produce next month, but what impact it will have five or even ten years from now. I believe this shift in perspective has helped me build stronger projects and remain consistent with the mission I have embraced.

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

Adrian: I believe this question should really be answered by my colleagues, but I can share the feedback I have received over the years.

At the moment, the Fabricat în RO team is still relatively small, but we want to grow and bring in people who share the same mission so that we can invest even more energy in developing the project.

Ioana, the colleague who has been with me the longest, often tells me that she appreciates my consistency and the fact that I always try to find solutions, regardless of the challenges. Beyond that close working relationship, the feedback I receive most often is that people appreciate my logical thinking, creativity, professionalism, and reliability. I believe these qualities have helped me build long-lasting relationships based on trust and strong partnerships.

At the same time, I am fully aware that there is always room for improvement. One area I continuously work on is communication. Sometimes, because I am highly focused on goals and on the pace at which I want projects to move forward, I assume that others have the same context or perspective that I do. Experience has taught me that a leader should not only have a clear direction but should also communicate that direction effectively, so that the entire team understands not only what we need to do, but also why we are doing it.

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

Adrian: I believe what sets me apart is the way I approach building projects. I do not try to develop isolated services. Instead, I focus on creating an ecosystem in which every component complements another, like pieces of a puzzle that become increasingly valuable as new elements are added.

Whenever we identify a need among Romanian manufacturers, we try to find a solution that complements what we have already built. That is how our database of Romanian manufacturers, the marketplace, SEO-optimized and AI-optimized articles, social media promotion, podcasts, media partnerships, and, more recently, our television show dedicated to Romanian entrepreneurs have all emerged over time. Every new project does not replace the previous one—it increases its value.

Another differentiator is that we have never limited ourselves to a single industry. The platform brings together manufacturers from almost every field of activity, as well as service providers and guesthouses across Romania. Our goal is for anyone looking for a Romanian product, service, or experience to find relevant and trustworthy information in one place.

I also believe that our long-term perspective makes a difference. From the very beginning, I told my colleagues that Fabricat în RO is not a project we build today and abandon tomorrow. It is a project we intend to develop over the coming decades. This vision provides stability, builds trust, and motivates those who join us to create something truly lasting.

Ultimately, I believe leaders are not defined only by what they build, but by their ability to continuously create value. For me, every new idea must answer one simple question: How does it concretely help Romanian manufacturers and entrepreneurs? If the answer is clear, then that piece deserves its place in the puzzle we have been building for more than a decade.

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

Adrian: Technology and artificial intelligence have fundamentally transformed the way I work. In the past, many decisions required days of research, analysis, and consultation. Today, we can evaluate scenarios much faster, analyze large volumes of information, and make better-informed decisions.

At Fabricat în RO, we use artificial intelligence across numerous activities: research, market analysis, content strategy development, search engine and AI platform optimization, digital promotion, and information structuring. On the technical side, AI helps us identify code issues more quickly, streamline debugging processes, and develop new features in significantly less time than before.

Perhaps the greatest benefit is not just reduced costs, but the time we have gained. The hours we saved by automating and optimizing SEO and software development activities have been reinvested in producing video podcasts and creating content for Romanian entrepreneurs. In practice, we have been able to launch this new direction without expanding our team, simply by using technology to work smarter and more efficiently.

For me, this is one of the best examples of how artificial intelligence can create a competitive advantage. We have not used technology to replace people, but to eliminate repetitive tasks and allow our team to focus on projects that require creativity, added value, and meaningful human interaction.

I believe that in the years ahead, the competitive advantage will not belong to companies that simply use artificial intelligence, but to those that integrate it intelligently into their processes and turn the time they save into innovation, better products, and stronger customer relationships.

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

Adrian: One of the rules I have set for myself is to introduce Fabricat în RO and the solutions we develop to at least one new entrepreneur or potential partner every day.

I do not see these conversations merely as a sales process. For me, they are the best way to stay continuously connected to the market. Every conversation helps me better understand the real challenges entrepreneurs face, which solutions are truly useful, what objections arise, and perhaps most importantly, whether people are willing to pay for the value we provide.

I believe the market is the most honest consultant an entrepreneur can have. If an idea does not spark interest or solve a sufficiently important problem, you find out very quickly. On the other hand, when you see that people respond positively and are willing to invest in your solution, you receive one of the most valuable forms of validation.

This habit has helped me continuously improve the services and projects we develop, identify opportunities more quickly, and adapt Fabricat în RO to the real needs of Romanian entrepreneurs and manufacturers. I believe a leader should never become so busy that they lose direct contact with the market and with the people they are building for.

I have learned that the market always tells you the truth. The important thing is to be willing to listen, learn from feedback, and have the courage to adjust your direction whenever necessary.

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

Adrian: Whenever I make an important decision, I almost always ask myself three questions.

The first is: Does it create real value for people? If a project does not solve a problem or bring a tangible benefit to Romanian entrepreneurs and manufacturers, I prefer not to invest time and resources in it.

The second question is: Does it have the potential to remain relevant and continue creating value over time? I strive to build projects and services that do not lose their usefulness after a few months but continue helping people and evolving as the market changes.

The third question is: What does the market say? No matter how good an idea may seem to me, I always try to validate it through direct conversations with entrepreneurs, partners, and customers. I have learned that the market is the most objective test for any project.

A very good example is our decision to invest in video content and build Fabricat în RO’s YouTube, Spotify, and Apple Podcasts channels from scratch. It was a difficult decision because we already maintained an active presence on Facebook, Instagram, LinkedIn, TikTok, Threads, and X. Adding three more channels means much more than simply publishing the same content—it requires strategy, adapting materials for each platform, time, resources, and consistency.

Even so, we believed Romanian entrepreneurs needed a space where they could tell their stories in depth, and video content is one of the most effective ways to build trust and credibility. We chose to invest in these channels without any guarantee of immediate results, fully aware that communities and media channels are built over time through consistency and high-quality content.

Today, we can already see that this decision is producing results. Our community continues to grow steadily, entrepreneurs have given us excellent feedback, and our investment in content has opened new collaboration opportunities, including our partnership with A7TV, where Fabricat în RO podcasts will be broadcast as part of a television program dedicated to Romanian entrepreneurs.

I believe the best decisions are not always those that generate the fastest profit, but those that build trust, create communities, and generate long-term value.

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

Adrian: I believe the coming years will bring major changes in the way manufacturers and entrepreneurs promote their businesses and build relationships with customers.

I am noticing an interesting trend: after years in which globalization dominated commerce, more and more consumers are looking for locally made products, while major retail chains are paying increasing attention to nearby manufacturers and developing dedicated campaigns to support them. I am pleased to see this evolution because I believe a healthy economy depends on strong local manufacturers and consumers who understand the story behind the products they choose.

At the same time, I believe having a great product is no longer enough. Entrepreneurs need to step forward, tell their stories, talk about the values and principles that guide their businesses, and be transparent. More and more, people buy from people they trust, and that trust is built through authentic communication.

Another important shift is the way people search for information. The online industry and search engine optimization are undergoing a major transformation. It is no longer enough to rank well only in traditional search engines. More and more users are relying on AI-powered platforms to discover products, services, and recommendations, which means websites will also need to be optimized for these systems. I believe this will become one of the most significant competitive advantages in the years ahead.

I also believe entrepreneurs will benefit increasingly from becoming part of business communities and ecosystems. Collaboration between communities, the exchange of experience, and the development of strong partnerships will matter more than isolated competition. In an increasingly complex economy, no one can build alone at the same speed as a collaborative community.

I am optimistic. I believe technology will continue to reshape the rules of the game, but the values that truly make the difference will remain the same: trust, transparency, collaboration, and the ability to create genuine value for people.

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

Adrian: My goal is for Fabricat în RO to become one of the leading trusted sources whenever Romanians search for information about Romanian products, services, and manufacturers.

Our vision is that whenever a Romanian searches through search engines or AI-powered applications to discover a product or manufacturer, Fabricat în RO will be among the top recommendations. To achieve this, we continuously create high-quality content, develop the platform, and invest in technologies that reflect the way people search for information today.

We want Fabricat în RO to become the place where Romanians find Romanian solutions—from food products and furniture to services, guesthouses, and other local businesses. We aim to be the answer to what Romanians are looking for, and whenever possible, we want the solutions they find to be Romanian.

At the same time, we want the platform to strengthen collaboration between manufacturers, between manufacturers and distributors, and among entrepreneurs from different industries. I believe a strong local economy is built when companies collaborate, recommend one another’s products and services, and develop long-term partnerships.

We are also looking beyond Romania’s borders. The platform is available in English, and one of our objectives is to increase the visibility of Romanian manufacturers in international markets. We want more companies to receive inquiries from abroad, establish commercial partnerships, and increase their exports. I believe Romanian products have the quality needed to compete internationally—they simply need greater visibility and easier access to potential buyers and distributors.

In the long run, I hope more and more Romanians will choose products made in Romania, not only out of patriotism, but because they know their quality, their story, and the people behind them. If we can contribute to this change in mindset and help thousands of Romanian manufacturers and entrepreneurs become more visible, collaborate more easily, and grow their businesses both in Romania and internationally, I will consider our mission accomplished.

I do not believe success should be measured only by the number of visitors or products listed on the platform. For me, success means that Fabricat în RO becomes a trusted benchmark for consumers and a genuine partner for Romanian entrepreneurs, contributing to the development of a stronger Romanian economy.

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

Adrian: My first piece of advice would be to talk to the market as early as possible. Many entrepreneurs spend months or even years perfecting a product or service without validating it with the people who are supposed to buy it. I have learned that real feedback is far more valuable than our own assumptions. If the market does not confirm that you are solving an important problem, it is much better to find that out early and adjust your direction.

My second piece of advice is to build something in Romania and for Romania. We have courageous entrepreneurs, responsible people, highly skilled professionals, and outstanding human talent. I believe we have every reason to develop competitive Romanian products, services, and brands that create value here while successfully representing Romania in international markets. The more strong businesses we build in Romania, the stronger our economy will become.

My third piece of advice is to invest in trust, not just promotion. More and more, people buy from individuals and brands they know and trust. High-quality content, transparency, and consistency build relationships that stand the test of time and are worth far more than any short-term advertising campaign.

At the same time, do not ignore technology. Artificial intelligence can dramatically accelerate business growth and provide access to knowledge and tools that, just a few years ago, were available only to large companies. Used wisely, it can help entrepreneurs save time, make better decisions, and remain competitive.

If I had to summarize everything in a single idea, it would be this: build something that solves a real problem, validate it continuously with the market, and have the courage to build in Romania. I truly believe we have talented people, valuable products, and all the resources needed to create businesses that are appreciated both at home and abroad.

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

Adrian: I believe one of the biggest uncomfortable truths is that having a great product does not guarantee success. In the digital economy, if people cannot find you, it is as if you do not exist.

Romania has many manufacturers producing outstanding products, yet many of them invest years in product development while investing very little in visibility, brand building, and communicating the values that set them apart. At the same time, I have noticed that we still find it easier to compete than to collaborate. I believe the next stage of Romanian entrepreneurship will be driven by communities, partnerships, and projects built together.

Another truth is that technology cannot compensate for the lack of a strategy. Artificial intelligence can accelerate business growth, but it cannot replace a great idea, a committed team, or relationships built over time.

I believe the future will favor entrepreneurs who have the courage to be more transparent, collaborate more, and invest continuously in visibility and trust. Because before people buy a product, they always choose the brand and the people behind it.

In the digital economy, if people cannot find you, it is as if you do not exist.

Adrian Ambrose’s interview highlights how a long-term vision, supported by technology, artificial intelligence, SEO, and strategic partnerships, can help strengthen Romanian manufacturers and contribute to the growth of the local economy. Through Fabricat în RO, he is building an ecosystem that promotes visibility, collaboration, and business competitiveness, demonstrating that sustainable success is driven by trust, consistency, and the ability to create real value for the community.

The post Adrian Ambrose: How Fabricat în RO is building an ecosystem that empowers romanian manufacturers through SEO, AI and collaboration appeared first on careers-business.com.

Carmen Mihalache began her career in recruitment at the largest real estate company in northern Bucharest, North Bucharest Investments, and currently owns PRO HR, her own recruitment company. Her greatest mentor and leader is Vlad Musteata, whose dedication and professionalism gave her the courage to start her own company and strive for more. It takes courage and the desire to aim higher.

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

Carmen: A problem solver.

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

Carmen: Looking back, the common thread throughout my professional journey has been the desire to build trusting relationships and generate results through impactful projects. Regardless of the role or industry, I have consistently focused on identifying opportunities, finding the right candidates, developing partnerships, and turning challenges into practical solutions.

One defining moment was choosing to get involved in projects that required direct interaction with partners and clients, a decision that strengthened my communication, negotiation, and business development skills.

The second key moment was taking on responsibilities in large-scale projects, where I understood the importance of collaboration, efficient coordination, and a results-oriented approach. This experience confirmed that sustainable performance is built through consistency, adaptability, and strong relationships.

What has remained constant throughout all my choices is the desire to keep learning, create value for the organizations and people I work with, and contribute to the development of meaningful projects based on professionalism, trust, and a long-term vision.

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

Carmen: One of the moments that truly changed me was managing a period in which an important project did not develop as expected, despite the team’s dedication and hard work. It was an experience that forced me out of my comfort zone and helped me understand that success depends not only on competence and effort, but also on context, timing, and the ability to adapt.

C&B: What is a bold (or counterintuitive) decision that significantly influenced your career path?

Carmen: One of the boldest decisions I made was choosing projects with long-term development potential instead of opportunities that offered immediate benefits but limited future prospects. It was a counterintuitive decision because it involved greater responsibility, a higher degree of uncertainty, and results that would only become visible over time.

I carefully assessed the risks—from taking on ambitious goals to the possibility that the investment of time and resources might not produce immediate results. At the same time, I rejected the alternative of a comfortable but predictable career path because I believe that real growth happens when you choose challenges that expand your skills and perspective.

The result was accelerated professional growth, the strengthening of valuable partnerships, and involvement in impactful projects that gave me the opportunity to contribute strategically while developing both my leadership skills and my ability to make decisions in a dynamic environment. This experience confirmed that the most important opportunities often arise from decisions that require courage and confidence in your own vision.

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

Carmen: My transformation as a leader came when I learned to understand that we are all different, that everyone has their own potential and limitations—whether they choose to overcome them or not—and to accept other people’s limitations or even their lack of desire to strive for more.

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

Carmen: I believe that people who work directly with me would describe me as someone committed, results-oriented, and reliable. I place great value on professionalism, honoring commitments, and building relationships based on trust and collaboration. I enjoy creating an environment where everyone can express their ideas and contribute meaningful value.

At the same time, I know that I can be demanding, both with myself and with those around me. When I commit to a goal, I have high expectations regarding quality and accountability, which may sometimes be perceived as perfectionism, a very intense work pace, or occasional criticism.

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

Carmen: I believe what truly sets me apart is the way I turn relationships and ideas into tangible results. To me, leadership is not just about coordination—it is about creating a framework in which people, partnerships, and objectives converge around a shared vision.

In every project I lead, I start with a clear understanding of the objectives and build processes based on communication, accountability, and transparency. I prefer making decisions grounded in data and context, while giving equal importance to intuition developed through experience and continuous dialogue with my team and partners.

One defining characteristic of mine is being solution-oriented. Whenever obstacles arise, my first step is not to identify who is to blame, but to understand the root cause and find the most effective way forward.

C&B: How has the current landscape (technology, AI, the economy) changed the way you work?

Carmen: The current landscape has significantly changed the way we approach recruitment. Artificial intelligence and digitalization have streamlined many operational stages, while also making it even more evident that recruitment remains, at its core, a people-centered process based on understanding the business context.

We have integrated digital tools and AI solutions into activities such as writing and optimizing job descriptions, market analysis, candidate sourcing, and automating administrative processes. This allows us to reduce the time spent on repetitive tasks and devote more energy to interacting with people, assessing the compatibility between candidates and organizations, and delivering a high-quality recruitment experience.

At the same time, the economic environment has changed the way we advise companies. The focus is no longer solely on filling positions quickly, but on sustainable recruitment, talent retention, and identifying candidates who are the right fit both in terms of skills and organizational culture. Today, the success of a recruitment process is measured not only by making a hire but by the candidate’s long-term integration and performance.

I believe technology and artificial intelligence will continue to transform the recruitment industry, but they will not replace the elements that truly make the difference: empathy, judgment, experience, and the ability to build trusted relationships with both employers and the professionals we represent.

C&B: Is there a habit or routine that has had a significant impact on your performance?

Carmen: It’s very simple—for me, there is no such thing as “it can’t be done.” Discipline is extremely important, as is perseverance.

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

Carmen: In recruitment, important decisions must combine objectivity with an understanding of the human context. The principles that guide me are transparency, integrity, accountability, and a focus on sustainable results. I believe that a good decision is one that creates value for both the company and the candidate, not just one that solves an immediate need.

One principle I never compromise on is the genuine fit between the candidate and the organization. Over the years, there have been situations where I advised a client not to finalize a hire, even though the recruitment process was at an advanced stage and there was pressure to fill the position quickly. Our assessment showed that, beyond professional competencies, there were significant differences between the candidate’s values and the organization’s culture, which would have negatively affected long-term integration and retention.

Although this decision meant restarting the recruitment process and making an additional effort, the outcome was finding a candidate who successfully integrated into the organization and contributed to the team’s long-term development. To me, this is a clear example that the right decisions are not always the fastest ones, but those that create lasting impact and are built on trust, professionalism, and responsibility.

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

Carmen: Over the next three to five years, I believe recruitment will become increasingly strategic and more heavily influenced by technology, without diminishing the importance of the human factor. Artificial intelligence will automate a significant portion of administrative and sourcing activities, but decisions related to candidate selection, compatibility assessment, and relationship building will continue to rely on the experience and judgment of recruitment professionals.

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

Carmen: I would be tempted to say that I want PRO HR to become the largest recruitment company in Romania, but let me correct that—I want PRO HR to become the best recruitment company in Romania.

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

Carmen: My first piece of advice would be to invest time in truly understanding the market’s needs before investing in solutions. Very often, the enthusiasm of building something new leads entrepreneurs to focus on what they believe is valuable rather than on what customers genuinely need. In my opinion, listening to the market is one of the greatest competitive advantages.

My second piece of advice is to build relationships before chasing results. In recruitment, as in business in general, trust is earned over time and becomes a true differentiator. The most valuable collaborations and opportunities come from relationships built on consistency, professionalism, and mutual respect—not from short-term objectives.

Perhaps the most important lesson I have learned is not to confuse speed with progress. There were times when I tried to do too many things at once, and experience taught me that sustainable results come from prioritization, discipline, and consistent execution. Today, I prefer building step by step, with clear objectives and well-founded decisions, rather than pursuing rapid growth that cannot be sustained over the long term.

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

Carmen: An uncomfortable truth about recruitment is that, more often than not, the problem is not the lack of candidates, but the lack of a clear definition of what the employer is actually looking for. Many recruitment processes are prolonged not because of the market, but because the candidate profile changes throughout the process, the decision-makers are not aligned on the selection criteria, or expectations are not consistent with market realities.

Another aspect that is rarely discussed is that recruitment cannot compensate for an organization’s internal problems. Neither the best recruiter nor the most suitable candidate can succeed in an environment where clarity, leadership, or a healthy organizational culture are missing. Recruitment can bring the right people to the table, but retention and performance depend on what they find after joining the company.

That is why I believe the future of recruitment is not only about identifying talent but also about playing an increasingly important role as a strategic consultant, capable of providing organizations with a realistic perspective on the market, candidate expectations, and the conditions required to build high-performing teams for the long term.

Carmen Mihalache’s interview provides an authentic perspective on the future of recruitment, the role of artificial intelligence in HR, trust-based leadership, and the importance of aligning people with organizational culture.

The post Carmen Mihalache, founder of PRO HR: “The future of recruitment is driven by technology and built on trust” appeared first on careers-business.com.

The new service aims to combine health information from multiple devices, applications and services into a single platform, helping users better understand their health data and make more informed lifestyle decisions.

AI Brings Health Data Together

According to Forbes, Samsung’s new AI Health Assistant is designed to address one of the biggest challenges in consumer healthcare: fragmented health information.

Rather than leaving users to manage data across different wearables, mobile applications and health services, the platform uses artificial intelligence to analyse and combine information into personalised health insights.

The move comes as the use of wearable health devices continues to grow. Forbes cites research indicating that nearly 60% of Americans own at least one wearable device, while more than 83% of users wear these devices on at least five days each week.

Samsung’s ecosystem already includes smartwatches capable of tracking activity, sleep, fitness and long-term health metrics, providing a large foundation of data for the new AI-powered service.

Big Tech Deepens Its Healthcare Investments

According to Forbes, Samsung’s latest announcement reflects a broader industry trend in which leading technology companies are expanding their presence in healthcare through artificial intelligence, software and digital services.

Nvidia, traditionally known for computer hardware, is investing heavily in healthcare technologies, including AI models, robotics, medical simulation platforms and drug discovery tools.

Other major technology companies are following similar strategies. Google continues to develop AI solutions for drug research, analytics and healthcare applications, while Amazon has expanded into clinical care through One Medical.

AI Becomes a Strategic Healthcare Tool

The growing investment from major technology companies reflects increasing confidence that artificial intelligence can improve healthcare delivery, patient engagement and preventive care.

According to Forbes, by integrating data from multiple sources into unified platforms, companies such as Samsung hope to simplify health management for consumers while making digital healthcare more personalised and accessible.

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