Teodor Ivașcu is the founder of Kloth Invest, one of Romania’s most dynamic consulting firms specializing in non-reimbursable funding. He founded the company in April 2022, at just 20 years old, while still a law student, with no prior experience but a clear mission: to bring tangible value to a market often characterized by skepticism and a lack of transparency through a different approach. Four years later, Kloth Invest manages projects worth more than €33 million for entrepreneurs, companies, and public authorities, guided by a commitment they have publicly embraced: “We Dare to Succeed”—from the initial assessment to the final document.

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

Teodor: I am the entrepreneur who started from failure: my own non-reimbursable funding project did not succeed, and instead of stopping there, I turned that experience into a business that today helps entrepreneurs and public institution representatives navigate grant funding correctly and secure the financing they need for growth—with transparency, professionalism, and determination.

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

Teodor: That common thread begins with that very failure and what it triggered. Frustration led me to research, research revealed how poorly understood this market truly is, and the desire to change the experience I had personally gone through became my first step into entrepreneurship. That is how Kloth Invest was born.

Since then, one principle has remained constant in every important decision: refusing to accept that “this is how things are done in the market” is a valid argument. Every time I had to choose between the easy path and the right path, I tried to choose the right one, even when it came at a higher short-term cost. I believe that consistently making this kind of choice is what separates a business that endures from one that merely gets started.

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

Teodor: You might expect me to say “the initial failure,” but the truth is that it was only the catalyst. The truly difficult moments came afterward, from within the business itself. Grant consulting is an extremely competitive field where cash flow is difficult to manage, skilled professionals are even harder to find, and the difference between a successful and an unsuccessful project often comes down to a single detail. During these four years of activity, I have experienced challenges with a much greater impact than that first failed project.

What has never changed is my refusal to give up. In every difficult situation, I focused on solutions, results, opportunities, and building something that would work and stand the test of time. I learned to draw lessons from every experience, good or bad, to surround myself with the right people, and to part ways with those who held us back. Real growth comes from continuous learning, perseverance, and hard work, while always keeping the mission, vision, and long-term goals in sight.

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

Teodor: Taking out financing and redefining our business model during a period when things were not going according to plan or expectations.

Conventional wisdom says that when times get tough, you should cut back, scale down, and wait. I did the opposite: I invested and rebuilt because an objective assessment of the situation showed that the greatest risk was not taking on financing—it was remaining trapped in a business model that no longer worked.

It was not an isolated episode. There were several key moments when, instead of giving up, we looked for ways to adapt, reshape our direction, and test solutions until we found the right path. The result of those decisions is the company we have today: a business that has grown organically while taking on increasingly large-scale projects.

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

Teodor: Every challenge has gradually transformed me into a more resilient version of myself—better prepared for the future and even more determined to pursue the vision we established from the very beginning.

In the period immediately after launching Kloth Invest, I made decisions quickly, on my own, and often based on instinct. That was simply the survival mode of a startup. Today, I make decisions differently: I rely much more on my team, on ongoing discussions, on carefully analyzing every situation, and on structures that do not depend on a single person.

The pressure has not disappeared. In fact, the size and complexity of our projects have only increased it. However, I have learned to manage that pressure through clarity of direction and by surrounding myself with the right people, rather than simply working longer hours.

Perhaps the most important change is that I replaced the need to solve everything myself with the responsibility of creating an environment where others can perform at their best.

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

Teodor: Based on the frequent and very open conversations I have with my team, I believe people have experienced my constant presence—as a source of support, leadership, problem-solving, and someone who keeps moving forward together with the team, regardless of the circumstances.

I always strive to remain approachable and balanced, to make the necessary decisions while continuing to learn from every experience and interaction. I certainly do not have all the answers, and there have undoubtedly been situations I did not handle perfectly.

At Kloth Invest, however, I believe we have built a team in the truest sense of the word. Everyone contributes where and when they are needed, and during difficult times we have always found solutions together. There is mutual respect, appreciation, and professionalism among us—exactly the kind of culture Kloth Invest needs to achieve outstanding results.

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

Teodor: I believe the difference begins with the fact that I was once sitting on the other side of the table.

I was the entrepreneur who was given high expectations but very little value in return, who did not understand the process and ultimately paid the price for it. That experience shaped the way I build and lead. I have never forgotten what it feels like to face a lack of transparency and support, so I made humanity, authenticity, and professionalism not just marketing messages but a personal way of working—one that I later embedded throughout the entire company.

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

Teodor: Technology has helped us address one of the industry’s real challenges: communication and process transparency. A funding project spans several years and involves dozens of deadlines, documents, and clarification requests. Among the most common causes of delays are seemingly simple situations: the client was unaware of a deadline, missed an email, or did not fully understand what was required and by when.

That is precisely why we developed our own client portal and a mobile application through which beneficiaries can monitor their projects, documents, and deadlines in real time. For us, digitalization has had one clear purpose: eliminating exactly those situations that, in practice, lead to missed deadlines and compromised projects, while also standardizing the consultant-beneficiary collaboration.

As for artificial intelligence, our approach is very clear: our consultants work with AI, not instead of AI. Whenever a new funding guide or a corrigendum containing hundreds of pages is published, our team uses AI tools to quickly identify changes and critical points. However, the analysis, interpretation, and decisions made for each client remain entirely the responsibility of our consultants.

Technology gives us speed, but it cannot replace professional judgment. Anyone who believes business plans and funding applications can simply be generated automatically overlooks what truly matters: these documents must reflect real data, solid economic justification, and the beneficiary’s specific circumstances. Evaluators can easily recognize generic AI-generated content.

As for the current economic environment, part of the market is still attracted to grants by the idea of “free money.” However, the direction is becoming increasingly clear: regulations are growing more transparent and more stringent, and the funding system is increasingly distinguishing and prioritizing well-founded, serious projects, including those that combine grants with financial instruments and co-financing.

For us, this evolution is welcome. As standards continue to rise, it becomes even more important for beneficiaries to work with a partner capable of building strong, sustainable projects.

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

Teodor: I wouldn’t necessarily call it a routine, but there is one habit that has changed my trajectory: I constantly seek organic mentorship from people I genuinely admire—people with proven results who are willing to share their experience.

From time to time, I deliberately step away from day-to-day operations and meet with these individuals. I am fortunate to have many of them in my network, and I would like to take this opportunity to thank every one of them. Very often, a piece of advice received at the right moment, a helping hand, or simply a course correction has been worth far more than weeks of additional work.

It is a gradual transition from the way I approached things in the beginning, when I tried to do almost everything on my own. Over time, I realized that success is always about people—it is about moving forward together. That is the only way to grow in a healthy and sustainable manner.

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

Teodor: On a personal level, I filter every major decision through several principles: being honest, even when the truth is uncomfortable; never committing to something I cannot deliver; and evaluating every choice from a long-term perspective rather than focusing on immediate gains.

These principles were shaped by my own experiences, including my failures, and they have protected me from many decisions that initially seemed convenient but ultimately would have been the wrong ones.

We have embedded these same principles into Kloth Invest, where they have become selectivity, transparency, and continuity. We do not take on a project if we do not believe in its chances of success, we tell clients the truth from the very beginning, and our commitment does not end once the application has been submitted.

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

Teodor: I hope—and I believe—we will see a natural filtering of consulting firms along with proper market standardization. Beneficiaries will increasingly ask for evidence, verifiable portfolios, references, and measurable results, while those who have relied on unrealistic promises will naturally disappear from the market.

At the same time, projects will become more complex. Funding will continue to be available, but primarily for those who are prepared—for those who understand trends, priorities, and real financing and development needs, such as renewable energy, digitalization, cybersecurity, and the proper modernization of factories and production facilities.

As these changes unfold, value will shift away from simply obtaining grants toward structuring financing solutions. Non-reimbursable funding will increasingly become one component of a broader financing mix that includes bank loans, financial instruments, and equity.

The consultant of the future will not be the person who simply writes funding applications, but the one who knows how to structure the entire financing strategy behind an investment.

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

Teodor: Our goal is to become an essential partner for companies and public authorities throughout Romania. We know—and have already demonstrated—that we can support any type of project, from investments worth tens of thousands of euros to multi-million-euro initiatives, provided that the beneficiary is fully prepared to access and successfully implement non-reimbursable funding.

To those who do not yet know us or have not placed their trust in us, I would like to extend an open invitation: dare to take the next step. Dare to develop impactful projects, explore opportunities for scaling your business, and discover the right way to access non-reimbursable funding.

The impact we seek is easy to measure: European funds that are put to work in the real economy—in production facilities, technology, and job creation.

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

Teodor: I would start with the foundation: define your long-term objectives and mission with absolute clarity. A clear sense of direction is the only thing that keeps you moving forward during difficult times—and those moments always come.

From there, everything comes down to attitude: ambition, patience, and courage, combined with a continuous investment in your own development. Projects and businesses that create real impact require hard work, sacrifice, and resilience.

Most importantly, I would recommend avoiding opportunism in favor of building solid business models that create genuine value. What is gained quickly through shortcuts often comes at a much higher cost later. A business built on authentic value may grow more slowly, but it endures.

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

Teodor: The uncomfortable truth is that in Romania, nearly twenty years after joining the European Union, the mechanisms and opportunities related to non-reimbursable funding are still not properly understood or fully utilized. This is not a funding problem—it is an education and trust problem.

What we truly need is a nationwide effort focused on awareness, education, and transparency, for the benefit of everyone: ensuring the full absorption of the European funds allocated to Romania across all funding programs and priorities.

There is another uncomfortable truth that is equally rarely discussed: not every business deserves funding, and an honest consultant must have the courage to say so openly.

Sometimes, the most valuable thing you can offer an entrepreneur is not a submitted funding application, but a well-reasoned “no”—one that saves them from years of pursuing the wrong direction or becoming trapped in an unviable project.

This interview with Teodor Ivașcu, founder of Kloth Invest, provides an authentic perspective on modern entrepreneurship, leadership, and the role of European funding in supporting the growth of businesses and public institutions.

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The proposal, contained in a draft regulation obtained by EuroNews and expected to be presented in September, reflects growing concerns over geopolitical tensions, data security and Europe’s dependence on strategic technologies and raw materials supplied by non-EU countries.

Public Buyers Could Exclude High-Risk Companies

According to EuroNews, the draft regulation would allow contracting authorities to assess potential risks throughout the entire procurement process—from planning and market consultations to contract execution.

The proposal states that companies could be excluded if their ownership, financing or control structure creates a risk of undue foreign influence or if legislation in their home country could require them to disclose sensitive information or interfere with contract performance.

Public authorities would also be allowed to apply a European preference when awarding contracts, although this would not become mandatory under the current proposal.

Strategic Sectors Targeted

The draft legislation would apply to sectors considered critical for the European Union, including energy, water, transport, postal services, and oil and gas extraction.

According to EuroNews, the proposal builds on the European Commission’s broader “Made in Europe” strategy, unveiled earlier this year to strengthen domestic industries in areas such as clean technologies, automotive manufacturing and energy-intensive sectors.

The regulation also seeks to protect critical infrastructure, supply chains, essential services and technologies from physical, cyber and hybrid threats, while reducing strategic dependence on third-country suppliers.

Security Concerns Drive Policy Shift

EuroNews reports that European institutions have become increasingly concerned about foreign legislation that could compel companies to transfer data stored within the EU.

Several member states have already taken action. France recently ended a contract with Microsoft involving health data and replaced Palantir Technologies with French firm ChapsVision for domestic intelligence data processing.

Meanwhile, countries including Germany, France, Italy and Denmark have restricted or cancelled contracts involving Huawei over national security concerns.

The proposal also follows recent trade tensions with China, including restrictions on exports of rare earth minerals and semiconductor-related products that are critical for Europe’s automotive, defence and clean technology industries.

Photo: ILGA Europe

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Aurelian Chitez is Sales Director at Mida Soft Business, with more than 15 years of experience in commercial organization development, digital transformation, and building high-performing teams. Throughout his career, he has contributed to the growth of rapidly expanding organizations, led commercial teams, and been involved in complex organizational transformation processes, always believing that sustainable success is built through people.

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

Aurelian: A leader’s impact is not measured by the position they hold, but by the people and organizations they leave better behind them.

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

Aurelian: Looking back, I realize that all the important decisions I have made have had one thing in common: the desire to build. I had the privilege of being part of an organization undergoing rapid growth and, together with my colleagues, contributing to its transformation from a company with approximately €100,000 in annual revenue into a business exceeding €7 million. This experience showed me that exceptional results do not happen overnight and are never the achievement of a single person. They are the outcome of a clear vision, a strong team, and consistent execution. Another defining moment was my decision to pursue an Executive MBA, which transformed the way I view leadership, strategy, and organizational development.

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

Aurelian: Early in my career, I made the mistake of judging a client based on appearances and the potential I believed they had. I focused my attention on opportunities that seemed bigger and treated another relationship superficially, only to later discover that it was far more valuable than I had initially estimated. It was an important lesson in respect, professionalism, and the value of long-term relationships.

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

Aurelian: One of the boldest decisions I have ever made was to begin an Executive MBA at a time when I already held a leadership position and had an established career. It was a significant investment of time, energy, and resources that fundamentally changed the way I analyze business and approach organizational development.

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

Aurelian: At the beginning of my career, I was highly results-oriented and believed that a leader had to have all the answers. Today, I believe a leader’s role is to ask the right questions, create the environment in which people can perform, and remove the obstacles standing in their way.

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

Aurelian: I believe people appreciate that my attention is focused on them and on their success. One of the questions I ask most often is, “How can I help you?” I believe that a leader’s role is to create the right environment for people to perform and grow.

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

Aurelian: I believe what sets me apart is that I invest in people before I invest in processes. My greatest professional achievement is not a contract won or a sales target exceeded, but having built a team from the ground up and seeing people grow professionally and become leaders themselves.

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

Aurelian: Technology and artificial intelligence are fundamentally transforming the way we work. At the same time, I believe technology will never replace trust, empathy, and the ability to build authentic relationships.

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

Aurelian: I consistently set aside time for learning and reflection. Whether through books, podcasts, business studies, or conversations with people from other industries, I strive to learn something new every week.

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

Aurelian: There are three principles I never compromise on: integrity, trust, and keeping my promises.

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

Aurelian: I believe we will witness a significant acceleration in digitalization, automation, and the adoption of artificial intelligence. The difference between organizations will be determined by their ability to combine technology with people who can adapt quickly to change.

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

Aurelian: In the coming years, I aspire to grow into CEO roles while, at the same time, developing my own entrepreneurial initiatives. I want to build high-performing organizations that are people-oriented, driven by innovation, and focused on sustainable results.

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

Aurelian: Invest in people. Never stop learning. Be patient. The most valuable results are built over time through consistency and discipline.

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

Aurelian: Many people believe that sales is all about persuasion and negotiation. In reality, the best results come when you stop trying to sell and start truly understanding your customer’s problems.

Aurelian Chitez’s interview highlights the value of authentic leadership, investing in people, and embracing continuous adaptation in today’s evolving business landscape. His experience in organizational growth, digital transformation, and team development offers valuable insights for executives, entrepreneurs, and professionals seeking to build resilient, future-ready organizations.

The post Aurelian Chitez – A leader’s impact is not measured by the position they hold, but by the people and organizations they leave better than they found them appeared first on careers-business.com.

Eugen Cojocaru is a serial entrepreneur (with over 20 years of experience as a technology expert) who, over the past 13 years, has built several companies in fields such as technology, marketing, investments, media, and business consulting.

His declared mission is to support, through everything he does, the development of a world shaped by authentic leaders who create environments where people grow together, excel, and prosper.

He is the organizer of the Transylvania Meets Business People event and has participated as both a speaker and moderator at numerous business and personal development events. In addition, Eugen supports entrepreneurs through one-on-one consulting, leadership courses, and business strategy programs.

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

Eugen: You’re inviting me to take a wonderful trip down memory lane. I’ll start with the moment when, after my first three months at university, I sought and received support from two professors to study beyond the curriculum and the standard coursework. Later, at the end of my first year, I decided to get a job so I could learn real things from the industry, complementing what I was studying at university. I didn’t care how much I would be paid—I was actually willing to pay for the opportunity to access environments where I could interact with professionals developing technology. I had the privilege of meeting people who trusted me, were patient with me, and guided me through my first steps in the field. That encouraged me to keep growing, realizing that personal development is a never-ending journey that I can enjoy throughout my entire life.

Another defining moment was the experience I gained while working as an employee in a multinational organization, where I came to understand the importance of systems and the fact that, within a company, people are a form of capital rather than merely a resource.

In 2013, together with an exceptional person who became my business partner, I founded my first company—a technology company. Over the next four to five years, we built a team of passionate professionals around us, all engaged in a continuous development process. However, I eventually realized that everything revolved around me. I was an excellent leader and a very good manager, but I also realized that business is about much more than that.

The next step involved educating myself in entrepreneurship while deepening my self-awareness. During that journey, I met extraordinary people who became true mentors. I enjoyed this growth process so much that I became involved far beyond simply learning concepts. The results quickly became visible in my business, and those who noticed the transformation began asking me for consulting. That is how both the desire and the personal fulfillment of helping others grow came into my life.

From there, things expanded further. I founded and developed other companies while simultaneously helping dozens of entrepreneurs grow their businesses. Yet, directly or indirectly, everything intersects with what will soon become as commonplace as electricity is today: technology and artificial intelligence.

I then became involved in business communities, created events designed to make a positive impact on society, and taught at university. I’ve managed to accomplish many of the things I once only dreamed about, and the story continues. Over time, I’ve learned that one of the most important abilities a person can develop is the ability to reinvent themselves, and that becomes possible by creating a vision with genuine purpose for the next stage of growth.

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

Eugen: I gave this question a lot of thought, and I realized it’s difficult for me to choose a specific moment simply because I don’t really perceive any experience as a burden. Early on, I understood that every challenge I encounter is an opportunity for growth and that, as long as I don’t give up searching for solutions, I will become stronger. I’ve learned to appreciate challenges when they arise and even to seek them out by placing myself in situations where they are inevitable. I’ve faced many challenges, and I’m certain there will be many more because I have no intention of stopping.

To answer your question more directly, I believe my greatest challenge was understanding that nobody owes me anything and that everything ultimately depends on me. That realization gave birth to a level of responsibility that freed me from expectations and empowered me to act with confidence.

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

Eugen: I don’t believe there’s a single thing that has had that effect, but it’s certainly not ambition—it’s commitment. Commitment to excellence. I want to dedicate myself to things that honor who I am because life is too short to play small. The difference between who I am today and who I can become lies in what I do every single day, and that occupies all of my time.

C&B: Which professional experiences shaped you the most before launching Universum?

Eugen: Beyond my career as an employee, where I learned a great deal about work ethic and professionalism, I also had the opportunity to build at least one company beforehand. That allowed me to approach consulting, media, and marketing with maturity and confidence, as they all became part of the Universum group.

Before developing this group of companies, I had recruited hundreds of people, built high-performing teams, worked with international clients, and understood that every successful business is built upon an inspiring vision, a strategy firmly rooted in market realities, exceptional people, and effective systems.

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

Eugen: Some time ago, I read something that completely changed the way I approach life. To paraphrase it, it goes something like this: “I don’t know the secret to success, but I certainly know the secret to failure: trying to please everyone.”

Some people might say that I turned them down, but it’s important to be selective about whom we dedicate our limited energy to and why. Others might say that I could have done better—and they would be right. That mindset pushes me to continuously learn from every experience and keep evolving. Perfection doesn’t exist, but I am fully committed to excellence.

The vast majority of my collaborators would probably say that I am a man of principles (although that doesn’t necessarily mean they always appreciate it! ). They would also say that whenever things don’t go according to plan, I’m there to look for solutions—and we always find them.

I’m a loyal person who values long-term relationships built on mutual trust and on the idea of creating situations where three parties benefit: myself, my collaborator, and society. We all need people we can rely on, and we all need to surround ourselves with individuals we trust. I constantly strive to choose such people to be around me while also being that kind of person for them.

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

Eugen: Choosing, with confidence and pragmatism, the right people to accompany me on a journey that would ultimately impact many others. Refusing to compromise just to keep close those who were unwilling to do what we had agreed upon.

In business, emotional attachments and excessive emotional involvement undermine performance and the ability to build something solid and scalable. I’ve concluded that true success requires harmony between the passion and spirit of a people-oriented culture and the pragmatism of systems focused on delivering excellent results.

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

Eugen: The answer is actually in your question—I built it.

From an early age, I paid close attention to the small details that make a difference, and I’ve always loved people. That naturally helped me do many things in ways that now feel instinctive. However, over time I realized that everything is actually the result of thorough preparation—initially unconscious and later intentional—which gave me the privilege of knowing how to choose valuable people to have by my side and how to filter those who had already passed the initial selection.

The easiest problems to solve are the ones we never have because we’ve anticipated them and elegantly avoided them.

From my perspective, every organization relies on two essential forms of capital without which it cannot perform: financial capital and human capital.

I genuinely love people, and it brings me great satisfaction to identify those with whom I can share different stages of our journey. Leadership has become one of the central areas of everything I do because, in reality, abstract leadership principles lie at the root of most of our successes and challenges, whether we’re talking about our professional or personal lives.

Over the years, I’ve learned that one of the most valuable abilities a person can develop is self-awareness. The better you know yourself, the better you are able to understand others.

For me, an authentic leader isn’t someone who has followers, but someone who creates other authentic leaders.

C&B: What differentiates Universum Media from other agencies or media projects on the market?

Eugen: We chose to enter the marketing and media industry because this is where we can create meaningful impact for both businesses and society. There are many aspects that make us different, but I’ll mention just a few.

We operate at the intersection of marketing expertise and business consulting—an essential combination that allows us to understand much more than traditional marketing expressed through social media posts, articles, or other execution-focused activities. We begin by understanding the company’s objectives and then reflect them in measurable strategies and implementation.

We’ve also developed our own proprietary framework, ValueDrive, which enables us to work in a structured and transparent way, starting from the real needs of the business and implementing concrete actions that generate equally concrete and measurable results.

The media landscape is essential for visibility and social impact. We live in a world that is becoming increasingly dependent on authentic and valuable information, and that comes with great responsibility.

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

Eugen: My day starts early, before sunrise, with exercise and time spent with my family. It continues with activities that provide direction and support for the companies I’m involved in, and it ends with quality family time, reading, and rest.

The moments that bring me the greatest satisfaction are those spent with my family and those in which the people I work with succeed. It’s easy to feel good when you’re surrounded by people who are doing well.

C&B: How do you manage the challenge of creating content that remains authentic while also delivering results for your clients?

Eugen: Authenticity is an essential ingredient of great content, but it’s amplified by the ability to truly understand clients’ real needs—beyond what they initially express during the first conversations.

It’s a process of discovery. Clients gradually open up, we explore together, and together we uncover deeper levels of need and the reasons behind them. Once we’ve reached that point, it becomes much easier to identify exactly what best fits each unique situation.

At the same time, we benefit from technology that enables us to significantly accelerate many stages of implementation and delivery. The real key lies at the intersection between the human element and technology.

C&B: How did the idea for Universum Media come about, and what motivated you to start your own business in the media industry?

Eugen: Universum Media emerged from a personal need that I identified within the other businesses I already owned: the need to approach brand exposure and promotion in a structured, measurable way, at the intersection of business and marketing.

We quickly realized that marketing and media are industries with tremendous future potential and a significant impact on both business and society. Our main motivation was to contribute to the evolution of this industry while also benefiting from that evolution ourselves.

C&B: What strategic directions will Universum Media explore over the next two to five years?

Eugen: Our focus will be on helping brands benefit from the intersection of promotion, visibility, and trust-building.

Additionally, we will continue to adapt to the constant changes taking place in this dynamic industry. We are currently developing an online platform that will allow not only us but also other agencies in the field to intelligently automate both marketing strategy development and implementation.

This will enable professionals to focus on what people will increasingly be expected to do in the future: build authentic relationships with clients, guide them through meaningful questions to uncover relevant answers, and master the ability to truly understand their needs so they can provide solutions that make a real difference.

It sounds great in theory, but putting it into practice is an art—and that’s exactly what we do every single day.

Eugen Cojocaru’s interview highlights how authentic leadership, innovation, technology, and continuous growth can transform both businesses and people. Drawing on his extensive experience in entrepreneurship, business consulting, and media, the founder of Universum Media shares valuable insights into the future of marketing, artificial intelligence, and building high-performing organizations founded on trust, strategy, and people.

The post Eugen Cojocaru, Universum Media: “Authentic leadership means creating other leaders, not just followers” appeared first on careers-business.com.

The review comes as the rapid growth of stablecoins and recent policy changes in the United States raise new regulatory challenges for European lawmakers.

Focus on Stablecoins and Foreign Issuers

According to EuroNews, the European Commission is consulting industry stakeholders until 30 September to determine whether MiCA should be reopened.

Several EU diplomats told EuroNews that a revision now appears inevitable, citing both technological developments and concerns expressed by European institutions, including the European Central Bank.

One of the main issues is the regulation of non-EU stablecoin issuers, which are not specifically covered under the current MiCA framework despite operating within the European market.

Trump’s Policies Increase Regulatory Pressure

EuroNews reports that renewed attention on stablecoins follows U.S. President Donald Trump’s support for digital assets and the adoption of the GENIUS Act, which established a regulatory framework for stablecoins in the United States.

Stablecoins are digital assets designed to maintain a fixed value by being linked to traditional currencies such as the U.S. dollar.

According to Artemis Analytics, global stablecoin transaction volumes increased by 72% in 2025, reaching approximately $33 trillion (€28 trillion).

With around 95% of stablecoins backed by the U.S. dollar, European policymakers are increasingly assessing how these assets could affect financial stability and cross-border payments.

Broader Digital Payments Review

The revision is also expected to examine emerging technologies such as tokenisation and distributed ledger technology (DLT).

According to EuroNews, the European Central Bank has already launched new initiatives, including the Pontes and Appia payment infrastructure projects, designed to support next-generation digital payment systems.

The planned MiCA review is expected to help ensure that Europe’s crypto regulatory framework keeps pace with rapid technological innovation while addressing the growing international role of digital assets.

Photo: wirestock/ magnific.com

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Loredana Pipie, entrepreneur and former IT professional with over 11 years of experience, creates authentic connection experiences for individuals, teams, and communities through creative painting workshops built around emotion, relaxation, and personal expression.

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

Loredana: I left behind a stable corporate career to build, through Mooz ARTelier, creative experiences that help people reconnect with themselves and with one another in an increasingly fast-paced and digital world.

This is what sets me apart. I do what I do out of passion, which drives me to always put the client before profit. Perhaps that doesn’t make me the best entrepreneur, but it does make me very good at what I deliver to people.

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

Loredana: Looking back, I believe the common thread that has guided my entire professional journey has been the desire to create genuine human connections and build something meaningful, not just efficient.

The first defining moment was the period when I spent more than 11 years working in the corporate IT sector. Although I learned an enormous amount about organization, business, and people, I constantly felt that the creative and human side—the part that truly fulfilled me—was missing. That experience made me realize how much people need opportunities to step away from routine and connect authentically.

The second key moment came in a small kitchen in Piața Iancului, where the idea of painting T-shirts as a hobby first emerged. People’s reactions made me realize that what I was creating was not just a painted object, but an emotion and a personal experience. That was the beginning of Mooz ARTelier.

The third important milestone was the decision to turn creative workshops into the main direction of the business. Over time, I noticed that people were not coming just to paint—they came to relax, socialize, and feel that they belonged in a warm and authentic space. That’s when I understood that the true value of what I was building was the experience of human connection.

I believe that one thing has remained constant throughout all my choices: the desire to create contexts that bring more emotion, authenticity, and closeness between people.

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

Loredana: One of the most challenging moments came when I realized just how much I still had to learn about entrepreneurship and how difficult it truly is to grow a creative business like Mooz ARTelier.

At the beginning, I had a great deal of passion and energy. But as the business started to grow, challenges related to organization, sales, strategy, marketing, cash flow, and positioning began to appear—things you don’t always see when looking at a business from the outside.

There was a period when I felt overwhelmed and honestly questioned whether it was worth continuing or whether it would have been easier to return to a more predictable and secure corporate career. I believe many entrepreneurs go through moments like these, but they simply aren’t talked about enough.

At the same time, that period changed me the most. It taught me that passion alone is not enough and that a healthy business is built through continuous learning, adaptability, and discipline. Instead of giving up, I began investing more in education, understanding the business side better, and seeing Mooz ARTelier not only as a creative project but as a brand that needed to be built strategically for the long term.

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

Loredana: One of the boldest decisions I made was choosing to continue building Mooz ARTelier at a time when the “logical” choice would have been to return to a stable corporate position, especially given the current economic climate.

The business is still unpredictable. The greatest risk is not only financial but also emotional: investing years of work in a creative field that is beautiful, yet challenging to transform into a sustainable business.

The alternative was clear and, in many ways, comfortable: a predictable career path offering stability and security. However, I realized that if I chose only safety, I would probably always carry the feeling that I had never truly tried to build something of my own.

The decision to continue forced me to grow tremendously as an entrepreneur, not just as a creative person. Over time, it led to the growth of our creative workshops, corporate collaborations, communities built around our events, and the transformation of Mooz ARTelier into a business centered on experiences and human connection—not just painting itself.

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

Loredana: At the beginning, I made many decisions based on emotion and felt I constantly had to prove that I could do everything on my own. I said “yes” to almost every opportunity, tried to control every detail, and put enormous pressure on myself to make everything perfect.

Over time, I realized that a business doesn’t grow sustainably through enthusiasm and hard work alone, but also through clarity, structure, and the ability to prioritize. Today, I make decisions much more strategically and pay closer attention to their long-term impact rather than focusing only on immediate results.

For example, I used to accept projects simply because they seemed like “good opportunities,” even when they didn’t align with the brand’s direction or required too much energy compared to the results. Now, I’m much more selective about collaborations that truly fit the values and vision of Mooz ARTelier.

The way I handle pressure has also changed significantly. In the past, I viewed difficulties as signs that I “wasn’t good enough.” Today, I see them as a natural part of growth and try to respond with more balance, without taking every problem personally.

I believe the biggest transformation has been moving from the mindset of someone who tries to do everything to that of an entrepreneur focused on building sustainably for the long term, without losing the human and authentic essence of the business.

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

Loredana: I believe that people who work closely with me would first of all say that I’m deeply committed and authentic, and that I put my heart into everything I build through Mooz ARTelier. Many people tell me that I create environments where they feel relaxed, seen, and genuinely connected with others, and that is probably one of the things that matters most to me.

At the same time, I think they would also say that I have high standards and that it is sometimes difficult for me to completely disconnect from the business because I tend to become deeply involved in every detail and in the experience of every participant or client.

One piece of feedback I’ve received repeatedly is that I bring a great deal of energy and enthusiasm and inspire others to believe in the ideas we are building together. I have also been told, however, that I sometimes put too much pressure on myself and try to solve too many things at once.

Over the past few years, I believe I’ve learned to balance this much better and to understand that a leader doesn’t have to control everything, but rather create a space where people can contribute and grow together.

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

Loredana: I believe what differentiates me the most is that I don’t design experiences merely as services, but from the perspective of emotion and human connection.

In general, creative workshops are often seen as simple recreational activities. I try to build every experience beyond the painting itself—from the atmosphere and the group’s energy to the way we interact with participants and all the small details that make people feel comfortable and engaged.

For example, during our corporate workshops, we don’t simply show up with easels and paint. We first try to understand what that particular team truly needs: relaxation, stronger connections, breaking down barriers between colleagues, or simply an experience that differs from traditional team-building activities. Very often, people leave saying they felt a genuine connection with their colleagues for the first time.

Another important aspect is that I strive to preserve the human and authentic side of the business even as it grows. I don’t want Mooz ARTelier to become just another company that “delivers events,” but rather a brand that creates experiences with genuine emotional impact.

I believe that this combination of solid business structure and sincere care for the human experience best defines the way I build and lead Mooz ARTelier.

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

Loredana: The current context has made me realize even more clearly how much people are searching for real experiences and authentic human connection, precisely because we spend more and more time online, in front of screens, and living at an increasingly fast pace. Paradoxically, technology and AI haven’t reduced the need for human experiences—they’ve made that need even more apparent.

For Mooz ARTelier, this has influenced our strategy in two directions. On one hand, we’ve embraced technology and digital tools more extensively for organization, marketing, automation, and structuring the business, allowing us to save time and work more efficiently.

On the other hand, we’ve chosen to invest even more in the human side of the experience by creating more interactive events, collaborating with venues that encourage social interaction, and developing concepts that help people step away from routine and engage with one another authentically.

We’ve also noticed a significant shift in the corporate sector. Companies are increasingly looking for activities that genuinely reduce stress and bring people closer together, rather than simply organizing events to tick a box. I believe that in a time when so many things are becoming automated, the value of authentic experiences and human creativity is increasing tremendously.

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

Loredana: One habit that has helped me tremendously is intentionally creating moments to step away from the fast pace of the business, reconnect with myself, take breaks, and do things simply for my own well-being.

At the beginning of my entrepreneurial journey, I was completely absorbed by tasks, organization, and the pressure of making everything work. As a result, I quickly found myself overwhelmed. Over time, I realized that my best ideas and clearest decisions come when I give myself space for creativity, reflection, and mental quiet.

That’s why I began building small routines into my life: taking walks in the park, reading, exercising, or simply allowing myself moments to disconnect from the constant rhythm of the business.

At the same time, I believe I’m still in an ongoing process of learning how to build healthy habits that support my long-term performance. Entrepreneurship comes with a great deal of chaos and unpredictability, and one of my personal challenges is finding the balance between creativity, discipline, and rest.

I believe this continuous process of adjustment has made me more aware that sustainable performance doesn’t mean operating at maximum capacity all the time. Instead, it means learning how to manage your energy and mental clarity over the long term without losing the human and authentic side of what you’re building through Mooz ARTelier.

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

Loredana: One of the most important principles that guides my decisions is building for the long term rather than chasing quick wins or short-term opportunities. I make a conscious effort to choose projects, partnerships, and directions that align with the values and spirit of Mooz ARTelier, even if that sometimes means saying “no” to opportunities that appear financially attractive.

Another essential principle for me is authenticity. I don’t try to create experiences simply because they’re trendy, but because I genuinely believe they have meaning and create real value for people. I think people can immediately sense when something is created sincerely and when it exists only for commercial purposes.

These principles have been tested in situations where I was offered collaborations or opportunities that could have generated faster financial results but didn’t align with the way I wanted the brand to grow. Those decisions were difficult, especially while the business was still taking shape, but I realized that every decision that isn’t aligned with the brand’s values and direction drains a tremendous amount of energy over time.

I believe these more difficult choices are exactly what have allowed Mooz ARTelier to remain a business with an authentic identity and a community built around genuine experiences rather than simply a product or service.

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

Loredana: I believe that over the next three to five years, we’ll see a growing demand for authentic, interactive, and personalized experiences, especially as technology and AI become increasingly integrated into everyday life. The more time people spend online and in front of screens, the greater their need for genuine human connection, social interaction, and activities that help them break away from routine.

In the field where Mooz ARTelier operates, I believe people will no longer be looking for just “a workshop” or “an event,” but for experiences that make them truly feel something memorable. That’s why I think the real differentiator will no longer be the product or activity itself, but the atmosphere that is created, the community that is built, and the emotions people take with them after the experience.

At the same time, I believe there will also be a major challenge: the market for creative experiences and events will become increasingly crowded, with new concepts emerging very quickly. This is precisely why authenticity and a clear brand identity will become essential. People will be able to tell the difference between experiences genuinely built around people and those created merely for content or trends.

In the corporate sector, I expect significant growth in activities that support employee wellbeing, creativity, and stronger relationships among colleagues. After many years during which the focus was placed almost exclusively on productivity and performance, companies are beginning to recognize the tremendous impact that human connection, emotional wellbeing, and internal culture have on their teams.

In the long run, I believe the strongest businesses in the creative industry will be those that successfully combine authentic human experiences with the organization and strategic thinking of a mature business.

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

Loredana: Through Mooz ARTelier, I want to contribute to creating environments where people reconnect more authentically with one another and with themselves during a time when everything is becoming increasingly fast, digital, and productivity-driven.

I believe my role is not simply to organize creative workshops, but to design experiences that encourage people to slow down, be present, and build genuine human connections.

More specifically, I want to further expand our creative experiences for companies and communities while transforming Mooz ARTelier into a brand recognized for creating experiences with genuine emotional impact—not merely recreational activities. I want us to create events that help people relax, communicate more authentically, and step away from their daily routines in a natural and accessible way.

At the same time, I want to preserve the human and authentic side of the brand as we continue to grow. For me, it is essential that Mooz ARTelier never becomes just another business that delivers events, but remains a place where people feel they belong and feel free to be themselves.

In the long term, I believe the greatest impact I want to create is reminding people that they also need creativity, playfulness, connection, and real-life experiences—not only efficiency and speed.

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

Loredana: The first thing I would say is not to begin the journey believing that passion alone is enough. I made that mistake myself in the beginning. Passion gives you the drive to start, but a healthy business is also built on structure, discipline, strategy, and a great deal of patience. I believe it’s important to learn the business side as early as possible, not just the creative side.

The second piece of advice would be not to try to do everything for everyone. At the beginning, when you’re eager to grow, it’s incredibly tempting to accept every opportunity and constantly adapt to whatever seems to work. I’ve been through that myself and realized that when you try to please everyone, you risk losing both your brand’s clarity and an enormous amount of energy. Today, I believe people connect much more deeply with businesses that have an authentic identity and a clear direction.

And perhaps the most important lesson: don’t constantly compare your beginning to someone else’s results. I believe one of the hardest parts of entrepreneurship is continuing even during periods when you still don’t see the results you’re hoping for, especially when it seems like everyone else is succeeding effortlessly.

One of my greatest lessons has been understanding that meaningful and sustainable things take much longer to build than we imagine—and that’s precisely what gives them lasting value.

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

Loredana: One uncomfortable truth about the creative industry is that, from the outside, everything looks beautiful, relaxed, and effortless, while behind the scenes there is an enormous amount of work, pressure, and uncertainty.

People see the events, the painting, the atmosphere, and the social media content, but they rarely see everything that goes into organization, logistics, marketing, sales, client relationships, cost management, or the constant pressure of creating something relevant in an increasingly competitive market.

Another truth is that passion can very easily become a trap. Many creative people—including myself at the beginning—tend to believe that if they truly love what they do, they should accept every project, work constantly, or put financial considerations aside. In reality, if you don’t learn how to bring structure and value to your work, you risk burning yourself out while building something you genuinely love.

I also believe that in the creative experiences industry there is sometimes a tendency to underestimate the importance of the emotional and human component. Many assume people come only for the activity itself, when in reality, many are searching for connection, belonging, and spaces where they can simply feel good and be themselves.

That’s exactly why I believe the real differentiator in this field isn’t just creative talent—it’s the ability to build authentic human experiences and relationships in a sustainable, mature, and strategically sound way as a business.

Loredana Pipie’s story shows that the most meaningful businesses are built not only around products or services, but around the impact they have on people. Through Mooz ARTelier, she transforms creativity into a powerful tool for authentic human connection, creating experiences that bring together emotion, community, and personal growth.

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The legislation was approved by 646 votes in favour, with 12 against and three abstentions.

Compensation rules remain in place

According to EuroNews, passengers will continue to receive compensation when flights are delayed by at least three hours.

Under the new rules, airlines will pay:

• €300 for flights longer than 3,500 kilometres delayed by at least three hours;
• €600 if the delay exceeds four hours or if the flight is cancelled.

Passengers will have nine months to submit compensation claims, while airlines will have 30 days to either pay the compensation or demonstrate that extraordinary circumstances prevented them from doing so.

Free cabin luggage remains guaranteed

The regulation also clarifies the rules regarding cabin baggage.

Passengers will continue to be entitled to carry one free personal item measuring up to 40 x 30 x 15 centimetres.

In addition, airlines will be required to display, from the beginning of the booking process—including on comparison websites and booking platforms—the ticket price including cabin luggage.

However, carriers will still be allowed to offer lower fares for passengers who voluntarily choose to travel without carry-on baggage.

New digital rights for passengers

The revised rules also introduce additional passenger protections.

Airlines will no longer be allowed to charge fees for correcting spelling mistakes in passengers’ names.

Passengers will also have the right to receive digital boarding passes immediately after check-in without being required to create an account or use a dedicated mobile application.

According to EuroNews, the revision of the EU passenger rights regulation began in 2013 and follows years of negotiations between European institutions, member states and the aviation industry.

Photo: HelloDavidPradoPerucha/ magnific.com

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Victoria Croitoru Daschevici is the mother of three children and the founder of Victoria Dance Academy. With more than 18 years of experience in education, she created this academy with the desire to offer children not only a place to learn how to dance, but also an environment where they can grow and develop in a balanced and meaningful way.

In 2014, her passion for ballet led to the opening of a school that introduced a different approach to Romania—combining the discipline of classical ballet with the sensitivity of Montessori and Waldorf educational philosophies, adapted for children as young as two years old.

At Victoria Dance Academy, excellence is not an end in itself but the natural outcome of a balanced educational process. The academy focuses not only on technique, but also on the emotional, social, and interpersonal development of every child. Victoria strongly believes that education through the arts provides the foundation for building strong, authentic character.

As children grow, the academy’s methodology evolves alongside them. From the age of six or seven, the approach becomes more structured, incorporating technical explanations and fundamental knowledge about the body and movement. In this context, ballet becomes a true discipline—much like a subject studied in school—where children learn to understand and correctly apply what they are taught.

The learning process includes the careful correction of posture and movement, guided by clear principles within an ethical, structured, and respectful educational framework. In this way, every child develops not only physical control but also discipline, focus, and concentration.

This methodology forms the foundation of all the academy’s courses and is adapted to the specific nature of each discipline offered by Victoria Dance Academy, including contemporary dance, street dance, gymnastics, piano, acting, and drawing.

The warm and elegant atmosphere of the classes allows children to express themselves freely without fear of making mistakes, encourages open communication, and helps them gradually build a balanced and confident self-image.

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

Victoria: I created Romania’s first ballet academy inspired by Montessori and Waldorf principles, where two-year-old children learn discipline and technique through stories, play, and mindful movement.

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

Victoria: The common thread throughout my entire professional journey has been the belief that a child’s education begins with how you make them feel, not only with what you teach them.

The first defining moment was my decision to build Victoria Dance Academy differently from the traditional dance school model back in 2014. I wanted to create a place where very young children would be introduced to discipline and technique through stories, imagination, and meaningful human connection, inspired by Montessori and Waldorf philosophies—at a time when these methods were almost nonexistent in Romania’s ballet education landscape.

The second defining moment was transforming the academy from a simple dance studio into a place for both artistic and personal development. That is why we introduced contemporary dance, acting, piano, drawing, and performances designed as complete experiences rather than simply “activities for children.”

Another important milestone was choosing to remain committed to quality and long-term development, even when that meant making difficult decisions, investing significant resources, and accepting slower growth. I have always preferred to build something meaningful rather than something superficial.

The constant throughout every decision I have made has been my conviction that art shapes character, not just performers.

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

Victoria: Another major challenge has been the administrative side of running the academy, which often consumes my time and energy. From the moment I realized how many responsibilities came with it, I always said that administration affected my creativity—and it truly does. However, through perseverance and consistent work, I gradually found a healthier balance.

At first, I believed the solution was to delegate quickly and clearly divide responsibilities. In reality, I discovered that not everything can be delegated and, more importantly, that not everyone is able to carry forward the same vision. There were times when I entrusted responsibilities to highly capable professionals, but the new role simply wasn’t the right fit for them, and the outcome lacked the same coherence and quality.

It became an important lesson in leadership. I learned that people can be exceptional in one role while being unsuited for another. In a business built around education, culture, and human sensitivity, shared values are just as important as professional experience.

Following that period, I began building the academy’s organizational structure more carefully, at a more realistic pace, becoming much clearer about what needed to remain close to me and what could successfully be developed by the team. Today, I understand that healthy growth is not only about expansion but also about preserving an organization’s identity as it evolves.

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

Victoria: One of the bravest, and perhaps most counterintuitive, decisions I ever made was restructuring both our physical space and our team, partly because some collaborations naturally deteriorate over time due to differences in positioning, attitude, or vision. These were difficult but necessary decisions that ultimately created a healthier foundation for the academy’s future.

I carefully assessed the real risks involved: the possibility of losing students, facing negative reactions, and hearing difficult comments from people who did not understand the changes. Nevertheless, I accepted those risks because I knew I could no longer continue in the direction we were heading.

I refused to preserve the status quo simply for the sake of comfort or out of fear of how others might react. Sometimes, apparent continuity can actually become an obstacle to growth.

The results did not appear overnight; they emerged gradually. The immediate outcome, however, was that the academy retained a core group of people who genuinely shared the same path and values. In many ways, it became a natural selection process that brought greater clarity, consistency, and long-term stability to the academy’s development.

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

Victoria: There are moments when someone from outside your organization can clearly show you, in black and white, what is working and what is not. Although the final decision always remains mine, receiving an objective perspective helps me tremendously. Being emotionally involved and present in the academy every day, certain things inevitably become difficult to see from the inside. That is why I consistently choose to work with external specialists who can provide clarity and an outside perspective.

When it comes to pressure, I generally handle it well. I tend to keep a great deal inside and rarely reach a breaking point. Over the years, I have learned to manage stress in a more balanced way and to avoid making important decisions based solely on emotion or exhaustion.

In my relationships with people, I am an open person, and I hope for the same openness and honesty from those I work with. I strongly believe in sincere and direct collaboration. This also applies to parents because, in a way, they are my collaborators as well. There are moments when I feel that we are experiencing the same situation but interpreting it through completely different truths and perspectives. Over time, I have learned to accept these differences more easily and to build bridges through communication rather than conflict.

As for risk, I have taken many throughout the years: the risk of failure, the risk of financial loss, the risk that comes with change, and the risk of making unpopular decisions. But I believe that every authentic achievement requires the courage to keep moving forward, even when you do not have every guarantee.

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

Victoria: I believe that the people who work closely with me would first say that I am deeply committed and that I put my heart into everything I build. Beyond the public image, I think they see someone who is constantly trying to maintain a balance between high standards, sensitivity, and responsibility.

One piece of feedback I have received many times is that I am sometimes too kind and too understanding. At times, I give people too many chances or spend too much time trying to understand everyone’s perspective before making a firm decision. That comes from working in a field built on human relationships and education, where people have always mattered deeply to me.

At the same time, there have been moments when those around me did not understand certain decisions I made. Some changes and restructurings were perceived differently from within the organization, especially when they were driven by the need to protect the academy’s long-term direction. Leadership decisions cannot always be fully explained at the moment they are made because they involve many factors that are not visible to everyone.

Over time, I have learned that a leader cannot always expect to be understood immediately and that it is important to accept the discomfort that sometimes comes with making necessary decisions. Even in those situations, I have always tried to remain fair, humane, and honest in my relationships with people.

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

Victoria: I believe what truly differentiates me is the deeply personal and human way in which I build relationships and shape the culture within the academy. I often refer to my team as “my girls” because most of them are women. I have built the academy around an atmosphere that feels like a family. From a management perspective, this can sometimes be viewed as either a strength or a risk, but it is the only way I know how to lead authentically, and that energy is reflected throughout the academy.

At the same time, precisely because our relationships are so close, I have learned to address issues directly and without unnecessary detours. I prefer honest and transparent communication, even when conversations are difficult. I believe that this kind of openness serves people far better in the long run than avoiding conflict or postponing necessary truths.

Another important difference is my constant emphasis on methodology and education rather than focusing solely on results or artistic performance. For me, dance is not just about mastering technique—it is about helping children become well-rounded individuals by developing discipline, sensitivity, teamwork, respect, and a healthy relationship with their own bodies.

Methodology is something I continuously work on. I constantly adapt the way we teach to meet children’s real needs and the way they learn and develop emotionally. I cannot say exactly how other dance schools in Bucharest or elsewhere in Romania operate because I do not know their internal processes in detail. What I do know is that, for me, the educational component and the human relationship have always been just as important as artistic training.

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

Victoria: The current landscape, particularly the rapid development of technology and artificial intelligence, has significantly changed the way I work, especially in terms of organization, communication, and content creation. In many ways, AI has become an assistant for both me and my team.

It helps us write texts, structure ideas, and quickly generate different versions of posts, communications, and promotional materials. Sometimes, the sheer volume of information and options can feel overwhelming, but at the same time, the speed with which we can generate ideas or create a solid starting point is a genuine advantage.

AI has also become a valuable tool for exploring visual concepts and creative directions for images and graphic materials. After experimenting with several variations, we often arrive at something very close to what we envision, after which we step in to make the final refinements and add the essential human touch.

That being said, I do not believe AI can replace the people on our team—at least not at this point. In a field built on education, emotion, direct human interaction, and working with children, the human element remains essential. For us, technology is a tool that supports and streamlines our work, not a substitute for people. I see it as an assistant that helps us save time so we can focus more on what truly matters within the academy.

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

Victoria: I believe the habit that has influenced my performance the most is consistency. Even during difficult periods, I kept building step by step without abandoning the direction I believed in. In addition, I regularly seek outside perspectives by working with specialists in strategy and organizational development because I have learned that when you are deeply emotionally invested in a project, you sometimes need clarity that can only come from an external point of view.

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

Victoria: The principles that guide my most important decisions are careful analysis, realism, and taking full responsibility for the consequences. As a rule, I do not make major decisions impulsively. I need time to analyze, discuss, and build a clear strategy together with the person I collaborate with on organizational development and strategic planning.

During difficult moments—especially when the academy went through a significant financial downturn—we began working in a very practical way. We put everything on paper: what was working, what was not, what needed to change, and which directions genuinely felt right for the future. For me, it is important that decisions are not driven solely by emotion but are also based on a clear and rational assessment of reality.

At the same time, I always try to evaluate the possible consequences of every decision. Some outcomes were exactly what I expected—difficult reactions, losses, or resistance to change. Others unfolded very differently from what I had anticipated. But I believe leadership also means having the courage to move forward even when you cannot control every reaction or every outcome.

A concrete example was the period when I decided to restructure certain administrative and organizational aspects of the academy. It was a decision built over time, following extensive analysis and many discussions. I knew there was a risk of losing people or creating dissatisfaction, but the guiding principle behind my decision was protecting the academy’s long-term direction while also protecting myself as a person. The academy is a deeply personal part of who I am, and over time I realized that if I am not well and emotionally balanced, neither what I build can remain healthy in the long run.

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

Victoria: At the same time, I can clearly see a growing trend toward competition, trophies, and external validation. I have realized that many parents place great importance on this type of recognition—awards, quick results, visibility, and constant praise for their children. I believe this also presents a genuine risk: the loss of the purity of dance as an art form and, in some cases, even the authenticity of childhood itself. When too much emphasis is placed on performance and validation, there is a danger that the educational process and a child’s natural joy may be compromised.

On the other hand, I also see tremendous growth opportunities for schools that succeed in building a strong identity, clear values, and authentic relationships with people. I believe there is still plenty of room in the market for personal initiatives and for individuals who create meaningful projects driven by their own vision. In recent years, people have become much more confident in the idea of building something of their own, and this shift is evident in the field of arts education as well.

From an economic perspective, this year has brought a certain level of uncertainty generated by the current context. Although we have not yet experienced any major direct effects, there is a general sense of caution in the air that could influence the decisions of both families and businesses in the coming period. That is why I believe the projects that will endure in the years ahead will be those that have successfully built trust, community, and genuine stability around them.

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

Victoria: As the industry evolves, I want the academy to become a benchmark school—a place capable of providing true continuity in arts education, from a child’s very first steps through to advanced levels and professional excellence.

I want to build an academy where there is room both for children who come simply because they love dance and want to develop harmoniously, and for those who choose to pursue a more serious path in the art of dance. I strongly believe in the idea of a school that can support different journeys without ever losing its human and educational essence.

The impact I hope to have is to shape not only children who dance well but also individuals who are sensitive, disciplined, and deeply connected to the arts. At the same time, I want to help develop dedicated teachers who understand the responsibility they carry when working with children and contributing to their personal growth.

Our performances also play a vital role in this vision. For me, they are not simply artistic events but transformative experiences that give children confidence, a sense of belonging, and the feeling of being part of something meaningful and beautiful. Through these performances, I hope to create emotion, cultivate culture, and build memories that stay with them throughout their lives.

In the long term, my goal is to develop a stable academy with a clear identity—one that is recognized not only for its artistic excellence but also for the way it shapes people and builds communities around the art of dance.

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

Victoria: One of the most honest pieces of advice I could give is not to build something based solely on enthusiasm or appearances, but to be prepared for the difficult and often invisible side of the journey. At the beginning, it is easy to believe that passion and a great idea are enough. In reality, true building begins after the initial excitement fades—during the periods when exhaustion, pressure, and responsibility set in.

Secondly, I would advise people not to pursue growth simply for the sake of growing. Over time, I have learned that not every expansion is healthy and that, sometimes, stabilizing what you already have is far more important than constantly adding something new. There are moments when you need the courage to restructure, end collaborations, or change direction, even if it feels like a loss in the short term.

I would also say that it is incredibly important to seek help and outside perspectives. One of the mistakes many entrepreneurs make is trying to carry everything on their own. I have come to understand how valuable it is to work regularly with people who can view things objectively and honestly tell you what is working and what is not.

And perhaps most importantly, build in a way that does not destroy you in the process. When your project becomes such a significant part of your life, it is easy to lose sight of your own well-being. If the person leading the project is no longer healthy and balanced, eventually the project itself cannot remain healthy either.

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

Victoria: One uncomfortable truth about this industry is that children’s arts education is often not truly regarded as education at all. Instead, it is seen as “just an hour of physical activity” or simply a way to occupy a child’s time. Sometimes this attitude is reflected in the way certain parents approach it. There have been occasions when I felt the need to say very clearly: the park is for playing—here, we are genuinely learning. Behind every dance class lies methodology, responsibility, educational structure, and an enormous amount of invisible work.

Another reality is that, financially, this industry is far more fragile than it appears from the outside. Running a dance school involves significant expenses. You need large spaces for studios, changing rooms, and waiting areas, and rent is calculated per square meter. Then there are salaries, taxes, utilities, and all the ongoing administrative costs that continue throughout all twelve months of the year.

In reality, however, the academy generates enough income to cover these costs for approximately nine months of the year—not twelve. That is why many dance schools operate on very narrow margins or rely on additional sources of financial support. In my own case, there were periods when the support of my partner—my husband—was essential in allowing us to continue building the academy exactly as we envisioned it.

I believe very few people speak openly about this reality because, from the outside, everything looks beautiful: performances, costumes, the stage, and happy children. Behind the scenes, however, there is an enormous amount of financial, organizational, and emotional pressure. It is an industry sustained far more by passion, perseverance, and conviction than by the prospect of quick or spectacular financial success.

Victoria Croitoru Daschevici’s journey proves that true excellence begins with education, values, and genuine care for people. Through Victoria Dance Academy, she has built far more than a dance school. She has created a community where discipline, creativity, and holistic development grow together.

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The sixth edition of Eforie Colorat kicks off on July 4, transforming Cinemascop Garden in Eforie Sud into a vibrant venue for film, music, contemporary art, and family-friendly activities through August 23. Admission to all events is free.

This summer’s program features film screenings, concerts, exhibitions, workshops, community gatherings, and activities for children. This year’s theme, Connections, highlights the relationships built around Cinemascop Garden between local residents, tourists, artists, and the town itself.

In addition to two new contemporary art exhibitions, visitors will be able to explore the Eforie Unframed and The City with Four Names installations, attend special film screenings, and take part in events organized in partnership with organizations such as One World Romania, Cărturești, and Short Film Breaks. Activities for children are scheduled every Thursday, and the venue now also features an accessibility ramp for visitors with reduced mobility.

The official opening takes place on July 4 at 7:00 PM and features exhibition openings, a participatory workshop, a community dinner, a live concert, and a prize raffle. The ninth edition of the Cinemascop Festival will also take place from August 14 to 20, marking one of the highlights of Eforie Sud’s cultural season.

With its latest edition, Eforie Colorat continues to bring together culture, community, and tourism, offering both locals and visitors a diverse program of free events throughout the summer.

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The proposal is part of the forthcoming Industrial Accelerator Act and would encourage the use of electric vehicles built largely with European-made components in public procurement and support programmes.

Industry Disagrees on Local Content Rules

At the center of the debate is the European Commission’s proposal requiring 70% local content in electric vehicles to qualify under the new framework.

According to EuroNews, the European Association of Automotive Suppliers supports the proposal, arguing that most electric vehicles already manufactured in Europe contain between 80% and 90% European-made components, based on a study conducted by consultancy Roland Berger.

However, the European Automobile Manufacturers’ Association advocates a different methodology that would evaluate the overall value of finished vehicles, including research, engineering and design, rather than focusing solely on locally manufactured parts.

Suppliers Warn of Job Losses

CLEPA argues that the alternative approach would effectively reduce the share of required European-made components to around 50%, with the remaining value coming from activities such as research and development.

According to EuroNews, the organization estimates that such a change could put as many as 350,000 jobs at risk across Europe’s automotive supply chain.

Benjamin Krieger, Secretary General of CLEPA, told EuroNews that measuring only the finished vehicle rather than the origin of individual components fails to adequately protect European manufacturing workers.

Competition With China Intensifies

The disagreement comes as European automakers face mounting competition from Chinese electric vehicle manufacturers, whose lower production costs continue to challenge domestic producers.

According to EuroNews, the Industrial Accelerator Act is intended to reinforce Europe’s industrial base by encouraging greater use of locally produced components while reducing dependence on external suppliers.

As negotiations continue between EU member states and the European Parliament, the final version of the legislation is expected to play a key role in shaping the future competitiveness of Europe’s automotive industry.

Photo: usertrmk/ magnific.com

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