The BookLand Association continues to support educational excellence through the third edition of the BookLand Gala, during which educational scholarships totaling €105,000 were awarded to high-achieving students from rural communities. Held at the Dimitrie Gusti National Village Museum, the gala brought together students, teachers, partners, and supporters of education from across the country.

Three students from rural communities will each receive educational scholarships worth €35,000 as part of the third edition of the BookLand Scholarships program. Supported by PRO TV, the initiative aims to give outstanding young students the opportunity to continue their education without the financial burden associated with high school and university studies.

The scholarships cover all essential education-related expenses for seven years, including accommodation, meals, transportation, school supplies, and other necessary costs. This year’s recipients are Bianca Irimiea, Denisa Remeș, and Mario Stanciu, who will begin the ninth grade in the fall of 2026.

The announcement was made during the BookLand Gala 2026, held at the Dimitrie Gusti National Village Museum. The event brought together students, teachers, partners, and supporters of education, marking both the scholarship awards and the first anniversary of the BookLand Vocational Campus in Vulturești.

The scholarship competition attracted more than 150 applicants from rural communities, who were evaluated in two stages by a jury comprising education and psychology experts, alongside representatives of the National Student Council. In addition to the three scholarship recipients, four other finalists received special awards worth €2,000 each, including cash prizes, laptops, electric scooters, smartwatches, and complimentary participation in the BookLand Cultural Camp.

The gala also provided an opportunity to showcase the progress of the BookLand Campus, Romania’s first pre-university dual vocational education campus built in a rural area exclusively through private funding. The project is currently 35% complete, and students benefit from free transportation, meals, uniforms, school supplies, after-school programs, and extracurricular activities.

The event also marked the launch of the Trades Handbook, a guide designed to help students explore more than 40 practical and technical professions while gaining a clear understanding of the educational pathways required for each career. The publication will be distributed to schools across the country starting with the 2026–2027 academic year.

The gala’s atmosphere was enriched by artistic performances from students of the BookLand Campus and children from rural schools renovated by the association, as well as an exhibition featuring items created by the students themselves during the campus’s entrepreneurship education workshops.

Over the past 16 years, the BookLand Association has renovated 80 rural schools and developed a wide range of educational initiatives, from scholarships and educational camps to infrastructure investments. Through its projects, the organization aims to provide children in rural communities with access to modern learning environments and meaningful opportunities for a brighter future.

Through its educational scholarships and the ongoing development of the BookLand Campus, the BookLand Association continues to invest in the education of children from rural communities. These initiatives are designed to provide students with better learning conditions, access to vocational training, and meaningful opportunities to build a future founded on education and excellence.

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Very often, women choose their hair color by first thinking about how they will be perceived: not to be too noticeable, not to attract attention, not to stand out from the “norm.” Over time, many end up building a “safe” image — one that does not disturb and does not draw unnecessary attention. But then comes that moment when you want to do something purely for your own pleasure. A small change that has nothing to do with trends, but everything to do with how you feel.

Loncolor Trendy Colors starts from exactly this idea: that personal expression has no age and no fixed rules. And color can become one of the simplest ways to reconnect with a more relaxed, more creative, or braver version of yourself.

LONCOLOR Trendy Colors is not just a semi-permanent hair coloring range, but a reason to be honest with yourself.

Because sometimes, the simplest form of courage means looking in the mirror and seeing something different — a woman who dares a little more than yesterday. Maybe one day you will want your hair to resemble that of the movie character who recently captivated you, or perhaps to remind you of a vacation from your high school years.

Color as a state of mind

After months of routines, deadlines, and endless lists, a change of look can reset more than just your hair. It can rewrite the energy with which you start your morning, the way you smile instinctively, the way you see yourself on a Zoom screen or in the elevator mirror.

It may seem superficial. But in reality, the way we see ourselves influences more than we sometimes admit: our mood, our confidence, the energy with which we walk into a room or respond during a meeting.

The shades in the LONCOLOR Trendy Colors range are easy to apply and impose nothing. Ammonia-free, without oxidant, and made with 85% naturally derived ingredients, they apply easily, fade gradually, and most importantly, leave room for the next version of yourself.

Is it just color? Maybe. But sometimes, that is exactly what was missing to make you feel capable of smiling wholeheartedly again.

Professional, but still you

There is a silent pressure suggesting that, in professional environments, “tone-on-tone” is the rule — colors that blend into the scenery without attracting attention. Or that femininity should be toned down, that there is no room for accents. But reality is different: women have learned to be both firm and warm, discreet and expressive at the same time.

The bold shades in the Trendy Colors range — such as V2 Light Violet – Berry Crush or T9 Turquoise – Caribbean Crush — prove that expressiveness has no limits. A well-chosen color can become a dialogue between personality and context. In a diverse world, a vibrant accent is not an act of rebellion, but a sign of confidence.

For those who prefer a more subtle touch, shades such as C3 Dark Chestnut – Mystic Espresso or B19 Ash Blonde – Greyfull are sophisticated options suitable for any corporate environment.

A soft chestnut, a blonde with rosy reflections, a copper shade that lights up only in the sunlight — these are small gestures through which you say, “I feel good in my own skin.”

And if that means bringing a touch of color into a dull meeting room, then it becomes a form of sincere professionalism: being authentic, not merely conforming.

Reinvention with every wash

LONCOLOR Trendy Colors stays on the hair between two and twelve washes, and that means freedom. You can experiment without fear, return whenever you want, and find the shade that suits you now, not the one that suited you “forever.”

You are free to change your color whenever you feel the need for something new. Because moods change, seasons pass, and you deserve to feel renewed from time to time.

About balance

Femininity and professionalism do not exclude one another. Just as red lipstick does not cancel competence. Neither does an intense hair color diminish your authority or professional performance. On the contrary, it expresses and even highlights them.

The extensive palette also offers other options for every preference:

For blondes – sophisticated tones such as B21 Chromed Blonde – Ocean Pearl or BV2 Lavender Blonde – Lavender Mist;

For redheads – expressiveness translated into intensity, through shades such as R6 Intense Red – Blush or A44 Intense Copper – Sunset;

For brunettes and brown-haired women – warm or cool reflections that add depth and movement, such as N1 Black – Midnight Dream or C57 Cool Chestnut – Smoky Chestnut.

This semi-permanent range offers a pleasant coloring experience that is gentle on the hair, dedicated to revitalizing and enhancing the shade of both natural and previously colored hair. The ease of application, gentle action, and coloring performance make the products ideal for frequent use in order to maintain color shine, impeccable hair appearance, or even to experiment with a unique shade. In just 20–30 minutes, the mirror will reflect a refreshed image back at you, with hair that looks shiny and full of life.

And hair color is only one detail. But details make the difference between a day that simply “works” and one that inspires you.

LONCOLOR Trendy Colors

For women who are not searching for approval, but for good feelings. For those who know that reinvention sometimes comes from the smallest gestures. Color fades. Confidence remains.

LONCOLOR Trendy Colors transforms hair coloring into a creative, simple, and personality-driven experience. Choose the shade that represents you and enjoy a fresh, modern, and expressive look with no ammonia and no limits.

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For the woman living in the fast pace of modern life, regardless of her profession, time is not only precious, but fragile. Mornings begin quickly, between notifications, mental to-do lists, and coffee hurriedly sipped on the go, while evenings almost always stretch into one more email, one more meeting, or one more thing to solve for everyone else.

In this rhythm, beauty is no longer a luxury. It becomes a form of balance and inner restoration.

Starting from modern women’s need to combine efficiency with self-care, Loncolor created the LONCOLOR Expert Oil Fusion range — an ammonia-free formula built around a technology that harnesses the benefits of a blend of natural oils in a comfortable coloring experience that is easy to integrate into an at-home routine.

The ritual that reconnects you with yourself

After a busy day, small rituals take on a different value. Not because they radically change your schedule, but because they offer a few moments in which you no longer have to be available for anyone else.

The ammonia-free formula, elegant fragrance, and creamy texture feel more like a pampering ritual for your hair. While the color develops, the rhythm of the day seems to slow down a little. The agitation fades away, and time is no longer just something to manage efficiently, but something you can use for yourself.

It is that intimate moment when you no longer have to rush, no longer have to be available for anyone. Just you, your reflection, and time flowing in your favor. And it would be wonderful for this ritual to encourage you to constantly seek new ways to relax and turn beauty care into something truly enjoyable.

The technology that brings the salon home

LONCOLOR Expert Oil Fusion combines science with practicality: an advanced ammonia-free formula with eight natural oils (olive, jojoba, almond, grape seed, argan, sunflower, rosemary, and sage) and hydrolyzed keratin.

The result? Your hair receives intense, even color and salon-like shine, without sacrificing precious hours in traffic or at appointments. It dries more easily, styles faster, and maintains its softness and flexibility. These are the small details that save time and energy.

The mask enriched with argan oil, provitamin B5, and keratin completes the ritual with a touch of authentic pampering. Hair becomes smooth, easy to comb, and gains a healthy shine that instantly restores your confidence.

The blend of six natural oils — olive, jojoba, almond, grape seed, rosemary, and sage oils — effectively combined with vitamins A and E, contributes to hydrating both the hair and scalp, regulating sebum production, and strengthening fragile hair.

True efficiency: less stress, more essence

Women with many responsibilities are no longer looking for complicated solutions or rituals that consume hours. They seek products that work well, simplify their routine, and deliver predictable results without unnecessary effort.

Why spend hours for a color that can be achieved perfectly at home, while also giving yourself a real break?

With LONCOLOR Expert Oil Fusion, beauty does not exhaust you — it recharges you. And it also gives you the joy of creativity — you created that shade yourself, at home, the very one you once avoided because you imagined how many hours it would take at a salon.

Impeccable hair becomes a sign of clarity and control, an extension of the way you choose to live: without complications, with elegance and balance.

Color, confidence, and freedom

The palette of 25 shades covers every expression of your personality — from cool blondes and sophisticated beige tones to deep browns, intense reds, or classic black shades. Whatever your choice, every shade carries the same promise: time gained, energy preserved, and a look that lasts through days filled with a busy schedule.

LONCOLOR Expert Oil Fusion – efficient beauty, redefined.

For the woman who knows that taking care of herself is not a whim, but a form of empowerment rooted in her own femininity.

Choose LONCOLOR Expert Oil Fusion for an ammonia-free coloring experience enriched with carefully selected ingredients and elegant shades that deliver shine, comfort, and long-lasting results. Turn your beauty routine into a simple, effective, and refined self-care ritual.

The post The efficiency of beauty – A day in the life of a woman living the fast-paced contemporary rhythm with LONCOLOR Expert Oil Fusion appeared first on careers-business.com.

In her recently published book The Silent Language of Power, she decodes the subtle signals that distinguish a reactive leader from a strategic one. Moving beyond the theoretical framework of nonverbal communication, the book serves as a practical guide to the architecture of credibility: how influence is built in high-stakes environments, how negotiations unfold beyond words, and how to sustain the balance between firmness and emotional intelligence — both in geopolitics and in the corporate arena.

Your book, The Silent Language of Power, analyzes nonverbal communication in geopolitics. What is the relevance of this work for a business audience?

 In my book, the “unseen language” encompasses more than nonverbal communication and paralanguage. It also includes the subconscious dimension of language—metalinguistics—those subtle signals that escape official discourse but reveal intentions, power dynamics, and strategic directions. History is shaped by the decisions of powerful leaders. If we learn to read their behavior—posture, voice rhythm, gestures, distance, silences, and subconscious word choices—we can understand not only the dynamics of a negotiation but also the direction of relations between actors. For me, the challenge is to anticipate the course of history by observing leaders’ behavior. When we transpose this model to the business environment, the mechanism remains the same. There are leaders who negotiate, influence, and set the pace and direction. By analyzing their “unseen” language, we can position ourselves strategically relative to them: when to speak, when to listen, and when to address sensitive issues. For business readers, the book offers a strategic lens: how credibility is built, how control can be exerted without aggression, how vulnerability is managed, and how intention can be signaled without explicitly stating something that could be perceived as imposing. Corporate leaders operate in an environment as competitive and symbolic as the geopolitical one, and in both cases, power is confirmed or invalidated through congruence.

What sets your approach apart from other works on nonverbal communication?
 

My approach stands out for its integration and strategic applicability. The Silent Language of Power is not merely a dictionary of gestures or a theoretical study of expressions and microexpressions. It is a framework for interpreting nonverbal communication, directly applied to political leadership and the dynamics of international relations. The book functions as a strategic behavioral guide—a tool usable in geopolitics, business, or interpersonal relationships. I started with the idea that nonverbal communication is not a secondary chapter of communication but an infrastructure of power. In 2012, when I defended my thesis, excellent theoretical works existed—focused on social psychology, criminology, or personal development—but I could not find a book that integrated psychohistory with communication. This gap motivated me to build my own model. Of course, my work builds on foundational authors. Paul Ekman occupies a central place. His research on expressions and microexpressions—those reactions under 1/15 of a second that appear during concealment—revolutionized the field. His books Emotions Revealed, Telling Lies (2003), and Unmasking the Face (2003) provided the necessary theoretical foundation. Joseph Messinger brought a unique perspective, proposing a fascinating gestural profile built on three indicators: the ear used for the phone, the dominant arm, and the dominant hand. This is complemented by the influence of Desmond Morris (Bodytalk, Peoplewatching), Robert Greene (The Laws of Human Nature), Allan Pease, and Joe Navarro, who together complete the overall picture of human behavior. Robert Greene influenced the understanding of the deep mechanisms of human nature, while David Lieberman, with his focus on metalinguistics, offers a useful framework for analyzing message structure, not just gestures. In Romania, Dumitru Cristea’s social psychology treatise provided conceptual rigor. The difference lies not in sources but in synthesis. I took the theoretical foundations and applied them to a space rarely used systematically: the analysis of power at a geopolitical level. This model can be easily extrapolated to business, where negotiation, influence, and authority construction follow the same psychological mechanisms.

How can the analysis of nonverbal communication in geopolitics be applied to the corporate environment?

 Nonverbal analysis can be applied in almost any scenario—from informal meetings to strategic negotiations. It is a skill that can be learned and, once acquired, becomes a practical tool for understanding relational dynamics. In geopolitics, analysis is more complex because it must be correlated with international relations, states’ strategic positioning, and the differences between leaders’ domestic and foreign policies. Gestures often have a theatrical component because leaders are highly experienced in managing constant pressure. They can control emotional expression and sometimes deliberately “perform” roles through body posture. In corporate environments, the mechanism is similar. Here too, there are power dynamics, influence, negotiation, and positioning. The difference is that in business, pressure is often more directly linked to performance, financial results, or reputation. A relevant example is Donald Trump, who came from the business world. In interviews in his early 30s, his posture was stable, with moderate gestures, controlled paralanguage, and concise, results-oriented metalinguistics. Even before his political career, elements of authority construction were already present. With his political rise, his body language adapted and acquired show-like nuances. The translation is natural because, in both geopolitics and business, the fundamental mechanisms are the same: power relations, negotiation, influence, perception management, and authority consolidation.

What are the most common nonverbal mistakes you observe in business leaders?

It depends largely on each leader’s level of preparation and self-awareness. Some leaders are highly calibrated and understand their impact, managing their presence strategically. Others are less prepared, and that shows in their behavior. A primary vulnerability is losing composure. A leader who reacts impulsively or loses emotional control signals weakness, not authority. Stress is inherent in a highly dynamic environment with successive challenges; the inability to manage it becomes immediately visible. I often observe three types: the submissive leader, the authoritarian leader, and the balanced, inspirational leader. Most aspire to be perceived as inspirational leaders—the kind you follow without coercion or aggressive imposition. Common mistakes include:

• Excessive rigidity – tense posture, locked shoulders, limited movements conveying tension.
  
• Lack of authentic eye contact – avoiding contact or, at the opposite extreme, forced, performative eye contact.
  
• Inauthentic smile – a smile where only the mouth moves, but the eye muscles remain inactive. The authentic smile is the Duchenne smile.
  
• Using objects as barriers – a laptop strategically placed between the leader and interlocutor, a folder held in front of the body, or a constantly manipulated pen. Even glasses can act as a “shield” if used symbolically rather than functionally.
  
• Haste – rapid speech and hurried movements convey anxiety rather than efficiency. A confident leader controls the pace and does not chase words.
  

In essence, the most frequent errors are not due to a lack of technique but to a lack of self-regulation. Executive presence is built on stability, moderation, and awareness.

What practical exercises do you recommend for managers? 

I recommend a three-step, progressive approach. Step 1: Awareness. No leader can calibrate presence without knowing what they are actually projecting. Self-observation is essential. Video recording of interventions or simulated important presentations provides objective feedback. Often, the gap between what we think we express and what is observed is considerable. A useful exercise is to watch the recording without sound. This allows the leader to focus exclusively on posture, movement rhythm, microexpressions, and body stability. Then, watching with sound only helps evaluate paralanguage: rhythm, pauses, tone, and potential hesitations. Diaphragmatic breathing is another fundamental tool. 2–3 minutes of controlled breathing before an important meeting stabilizes voice and posture.

Step 2: Strategic observation of others. A high-performing leader not only controls themselves but also reads the surrounding dynamics. Observing clusters of gestures, shifts in rhythm, or postural adjustments at key moments helps understand the interlocutor’s comfort, resistance, or openness. A simple exercise: in each meeting, identify who dominates the space, who adjusts posture based on others, and where the first signs of discomfort appear. Over time, this practice develops a fine sensitivity to power relations.

Step 3: Influencing the interaction frame.
 This is the advanced stage. Through nonverbal language, we can shape the atmosphere of a meeting. Examples:

• Deliberately slowing the pace when discussions become tense.
• Maintaining an open posture to reduce interlocutor defensiveness.
• Using strategic pauses to give weight to an argument.
• Discreet mirroring—slight alignment of rhythm or posture can enhance rapport without obvious mimicry.

Executive presence is not a talent; it is a skill that can be trained.

How important is public image?

 Public image matters enormously—almost entirely—when it comes to leadership. But it is not enough on its own. Image without inner balance and character is short-lived. Public image is a power infrastructure. To be sustainable, it must be supported by inner balance, discipline, and long-term consistency. A leader may pose impeccably: broad smile, optimistic speech, controlled presence. But if this is not backed by genuine emotional stability, incongruence becomes visible over time. Audiences, teams, and partners perceive the difference between a mask and a solid structure.I have always admired leaders who, during extremely difficult personal moments—including loss or trauma—managed to appear publicly with dignity, balance, and lucidity. Not by denying emotion, but by understanding the role they occupy and separating the leader role from the personal self.
 In an international context, public presence can reinforce or erode legitimacy. Leaders constantly in the public eye must be well-prepared—either through solid training or by collaborating with strategic communication consultants. Image is no longer optional; it is part of a construct.
 Reputational crises can have irreversible effects. For politicians accused of corruption or leaders involved in ethical scandals, not only position but accumulated symbolic capital is affected. In leadership, reputation is currency.

What did the transition to executive positions in Public Affairs mean to you?

 The transition was not a professional shock, as I already had executive experience in the public sector—project management and European affairs. However, the difference between public administration and the private sector, especially running your own company, is real. In administration, responsibility is high, pressure is constant, and the pace can be extreme. In the public sector, you work within a system; in entrepreneurship, you build the system. Public Affairs demands continuous dedication. It involves long-term strategy, legislative anticipation, compliance, a deep understanding of the political environment and institutional dynamics, and corporate communication with social psychology nuances. It is demanding, with no fixed hours—there were periods when I worked 20 hours a day, seven days a week.

Studying nonverbal language helped enormously during this transition. In Public Affairs, influence begins the moment you enter a partner’s or decision-maker’s office. Walking, posture, handshake, and eye contact—all communicate positioning before the first word is spoken. A decisive walk, firm handshake, steady gaze, and upright posture immediately signal confidence. A leader does not sit on the edge of the chair or occupy space timidly. Body alignment, head up, and calibrated gestures. Active listening and discreetly reflecting the interlocutor’s posture can create rapport and openness. Voice is equally important—firm, calm, without tremble. In sensitive negotiations, small details become decisive. For example, avoiding self-touching gestures (face, neck, hair) is essential, as they can unintentionally convey insecurity or defensiveness.

I remember a meeting with a key decision-maker who verbally expressed a firm stance but nonverbally showed clear discomfort: retracted shoulders, frequent neck touches, shallow breathing. I immediately changed my approach—lowered my tone, slowed my pace, and relaxed my posture. The conversation recalibrated and ended constructively. Relying strictly on arguments would not have achieved the same result. The transition taught me that influence does not begin with the argument but with presence. Trust and authority are built through congruence: what you say must be supported by how you enter, stand, look, and listen.

How do you combine an intense schedule with research?

 It is not easy. My business schedule is extremely demanding, yet research and writing are part of my professional identity. During my studies, I published fairly regularly. In recent years, I’ve published almost monthly articles on geopolitics or nonverbal language, even during busy periods. The secret is discipline and creating deliberate moments for recalibration. There are days when I close my laptop, stop completely, and try to regain my rhythm. Amid this intense pace, I’ve built a personal trilogy of balance: quality human relationships – nature – art. These are my retreats. Nature and sports, art and classical music help me stabilize my energy. Evenings spent listening to Paganini or Tchaikovsky while reading a good book, or weekends visiting museums (my favorite: Galleria Borghese in Rome) are forms of recharging. I also write poetry—soon releasing „La Femme: Ritual în 3 acte”, a book on the deconstruction and reconstruction of the archetypal neomodern woman.

I have cultivated mental discipline over time: eliminating overthinking and focusing on solutions. I believe in Viktor Frankl’s idea of meaning—fulfillment comes from what we do with purpose, even if it requires sustained effort.

What skills are essential for young people?

• Emotional balance: No matter the academic preparation, a young person who cannot manage pressure, criticism, or uncertainty will struggle in complex, high-stakes environments. Inner stability is the foundation of authority.
  
• Analytical rigor: The ability to deeply understand context, correlate information, anticipate consequences, and think strategically long-term. In diplomacy or Public Affairs, you do not react to events—you read them before they become evident.
  
• Emotional intelligence: Understanding human dynamics, reading beyond words, observing subtle incongruities between speech and behavior can make a difference in negotiation or institutional relations.
  
• Solid common knowledge: History, philosophy, economics, and psychology provide interpretive frameworks. Without them, analysis remains superficial.
  
• Determination and passion: Fields like diplomacy or Public Affairs demand sustained effort, resilience, and engagement beyond formal hours. Without real passion, long-term performance is difficult.
  

One message for leaders?
 Real power comes with responsibility!

The post Raluca Niță: Control, Credibility, and the Language of Power appeared first on careers-business.com.

The launch event brought together notable guests from both local and international communities, including representatives from the Embassy of the Republic of Korea, the Korea Agro-Fisheries & Food Trade Corporation (aT), local government officials, and Korean-Romanian business leaders.

“I’m extremely excited that we’ve opened a Korean Food store here in Pitești, and it’s a great honor to be part of this special event. This launch is not just about opening a new store – it represents a meaningful step forward. Interest in K-Food continues to grow, and the Korean Wave is stronger than ever,” — Heeyoung Lim, Director aT Frankfurt Office

The opening of the K-FOOD store in Pitești received significant support from the aT Center Frankfurt, a branch of the Korea Agro-Fisheries & Food Trade Corporation (aT). The newly launched store was designed as a strategic hub for expanding Korean food exports to the emerging Eastern European market, with Romania positioned as a key destination in aT’s broader European culinary promotion initiative.

The new Pitești location aims to go beyond retail. It includes a cozy outdoor terrace and a curated selection of Korean dishes freshly prepared on-site daily, such as kimbap, and other ready-to-eat specialties. These products preserve the authentic taste of Korean cuisine while being adapted slightly to local preferences – making them accessible, familiar, and exciting for a diverse audience.

C&B: Ms. Lim, welcome to Romania! What does the opening of the K-Food store in Pitești represent for aT Center and for your broader mission in Europe?

Lim Heeyoung: Thank you! We’re truly excited to be here. The opening of the K-Food store in Pitești marks a very meaningful step for us. It’s not just a new retail space—it’s our first footprint in this part of Eastern Europe. For aT Center Frankfurt, it represents our broader mission to make Korean food more accessible across the continent, especially in growing markets that are just beginning to explore Asian cuisine.

C&B: Why was Romania—and specifically Pitești—chosen for this initiative? What potential do you see in this local market?

Lim Heeyoung: Romania is a dynamic, fast-growing market with increasing curiosity about global food cultures. Pitești, in particular, is one of the country’s top 10 cities and a strong regional hub. While it’s not a capital city, that’s exactly why we chose it—because we want to reach everyday consumers, not just trendsetters in big cities. We see real potential here for Korean food to become part of daily life.

C&B: Korean culture has seen a tremendous rise in popularity across Europe through K-pop, K-dramas, and cinema. How much does this cultural wave support your mission to promote K-Food?

Lim Heeyoung: The Korean Wave, or Hallyu, has opened so many doors for us. When people enjoy Korean music or shows, they naturally become curious about Korean food. It creates a bridge—we don’t need to start from zero. K-Food becomes a way to go deeper into the culture they already love.

C&B: How does aT Center Frankfurt work with local partners to introduce Korean food to new audiences in Europe, especially those unfamiliar with it?

Lim Heeyoung: We collaborate with local importers, retailers, chefs, and media to create tailored experiences. That could be anything from cooking classes and tasting events to retail promotions and influencer partnerships. Our goal is to build familiarity and trust—not just sell products, but tell the story behind them.

C&B: What role does food play in the broader cultural diplomacy efforts between Korea and Europe? Can food be a bridge just like music or film?

Lim Heeyoung: Absolutely. Food is one of the most emotional and memorable ways to experience another culture. A good meal creates connection without needing translation. In that sense, K-Food plays a quiet but powerful role in cultural diplomacy.

C&B: What are some of the signature Korean products that you believe have the most potential to become household favorites in Romania?

Lim Heeyoung: We see strong potential in fermented products like kimchi, which aligns with health trends, and also in ready-to-eat items like spicy instant noodles and frozen dumplings. Korean sauces—like gochujang and soy sauce—are also gaining attention because they add deep, rich flavor to any dish.

C&B: With rising interest in healthy and authentic cuisine, how is Korean food positioned in terms of quality, nutrition, and uniqueness?

Lim Heeyoung: K-Food fits today’s food trends very well. It’s packed with vegetables, fermented for gut health, and full of natural umami. Many dishes are low in fat but high in flavor. It’s clean, bold, and different—but still approachable. That uniqueness is what draws people in.

C&B: What are the main challenges you face when bringing Korean food into new markets, and how do you educate consumers unfamiliar with the flavors or ingredients?

Lim Heeyoung: The biggest challenge is the learning curve. Some flavors—like fermented sauces—are unfamiliar at first. That’s why we focus on helping people discover the food in fun, hands-on ways. We use tastings, in-store demos, cooking videos, and simple packaging explanations to help consumers take the first step. Once they try it, they usually come back for more.

C&B: Finally, what message would you like to share with Romanian consumers who are just discovering the flavors of Korea for the first time?

Lim Heeyoung: I invite everyone to be curious and open. Korean food is more than just flavor—it’s a way to connect with a rich, vibrant culture. I hope this is the beginning of an exciting journey into Korean cuisine, full of new favorites, warm memories, and joyful experiences. At aT Center Frankfurt, we’ll continue working to bring more Korean food to communities across Europe—so that even more people can enjoy its unique taste and cultural depth.

The post Heeyoung Lim, Director of aT Frankfurt Office: “Yorijori Food Opens New Horizons for K-Food in Romania” appeared first on careers-business.com.

C&B: How would you describe yourself in one sentence to spark the curiosity of those who don’t know you yet?
Silvia Floares: I’m constantly searching for brave, optimistic people who bring color to their surroundings through ideas, initiative, and the joy of creating – and I put all my energy into supporting their journey, amplifying their voices, and showing how much they enrich Bucharest and Romania – so that more and more people gain the courage to create, to come together as communities, and to leave their mark.

C&B: Looking at the narrative of your career or business, what were the key defining moments?
Silvia Floares: Launching Mezanin Market in 2018 was a key moment, but the thread of my professional journey began much earlier. I’ve been working for over 20 years, always in entrepreneurial settings and creative industries, with a constant appetite for projects that bring together diverse people – artists, entrepreneurs, companies, public institutions. I’ve grown among cultural projects, local brands, festivals, fairs, communication campaigns, and many ideas that initially seemed hard to implement but came to life thanks to solid teams and partnerships. I believe in long-term collaborations, in relationships built over time – not sprints – and in communities’ capacity to generate valuable projects when given the right framework. This has defined me all these years: the ability to create context, to translate between different worlds, and to make space for ideas that deserve to be seen.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Silvia Floares: Without a doubt, the pandemic was the most difficult moment, when we could no longer organize in-person events – which was our main activity at the time. It was a forced pause, but also a valuable training in agility and reinvention. Instead of stopping, we rethought formats and opened new directions: we launched Sorbitor, a platform dedicated to vintage decorations and objects with stories; together with UniCredit Bank, we created Roditor Food Market, a marketplace offering visibility to local food entrepreneurs; and during this time, one of our most important projects took shape – Weekend Sessions. It began in gardens and museums in Bucharest, we called it the “most well-behaved” festival, and it quickly became a cultural platform inviting people to (re)discover museums as places for connection, inspiration, and community. It was clear proof that even in a crisis, new and timely formats can emerge.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Silvia Floares: Yes – I’ve always wanted to create spaces where people feel seen, validated, and connected. I’ve been guided by the belief that creative initiative, even on a small scale, deserves the spotlight, and that people who create with their hands, hearts, and purpose need contexts where they can be discovered. My dream has always been to build platforms that not only showcase but also create real relationships between creators and audiences, between cities and their communities, between ideas and possibilities. There have been many obstacles, but the direction has always been clear: to bring closer everything that’s creative, vibrant, and capable of adding color to our lives.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve transformed?
Silvia Floares: What made a huge difference in our growth over the years has been the consistent support and trust of partners who chose to be present long-term, not just for one-off collaborations. The fact that major institutions and brands – like Mezanin and Beans&Dots, the Bucharest City Museum, Aqua Carpatica, Domeniile Sâmburești, UniCredit Bank, Rompetrol, Raiffeisen Bank, or Promenada Mall – believed in our efforts from early stages gave us not only validation but also the freedom to build patiently and meaningfully. These kinds of partnerships allowed us to develop solid, consistent projects that are rooted in the community.

C&B: If we spoke with your team or collaborators, what do you think they’d say about you?
Silvia Floares: We have collaborators who’ve been with us from the beginning, and I’m deeply grateful for their constant trust, loyalty, and the way they’ve helped shape what we’ve built together. At the same time, we’re always welcoming new people – young individuals at the start of their careers, through internships or specific projects – who bring fresh perspectives and great energy. I hope they feel heard, involved, and part of a team that grows with every project, even in a field filled with unpredictability.

C&B: What’s the most important decision you’ve made that changed your trajectory?
Silvia Floares: One of the most important decisions was made during the pandemic: to keep going, rather than waiting for things to “blow over.” In a context where everything felt suspended, we chose to move forward, rethink formats, test new ideas, and maintain a connection with the community. That’s how projects like Roditor Food Market and Sorbitor were born. We also launched Weekend Sessions, which has since become one of the most enduring independent cultural projects in Bucharest.
Another essential moment came this year when we accepted a challenge from Promenada Mall: to build a new project – FactoryLab – in a very short time, a space dedicated to creative entrepreneurship in the heart of a mall. Raiffeisen Bank joined us immediately with enthusiasm and genuine support, and together we shaped the project quickly and organically. In less than three weeks, we defined the concept, selected the brands, designed the communication strategy, outlined a weekly activation program, and opened the space exactly as we envisioned – vibrant, coherent, and community-driven.
We also took the project outside the mall – to FITS 2025, where we presented it as an urban performance featuring “the world’s smallest showroom,” wearable display windows walked through Sibiu’s Piața Mare. It was perhaps our most intense launch yet – and proof that when there’s trust and flexible partners, valuable things can be built fast, without losing your essence.
To sum up, the decision to act instead of waiting, to face challenges with confidence, and to take on new spaces – even unexpected ones – has changed our trajectory and strengthened our belief that the best projects often emerge at the riskiest times.

C&B: How did you build your leadership style and decision-making approach? Was it natural or learned?
Silvia Floares: My leadership style is still evolving – it’s a natural process, but also a slow one. I’ve always paid close attention to the people around me – those who take initiative and show autonomy – and I’ve learned from their ways. I was lucky to work for many years with Marius Cristea at IQads and Andrei Bortun at The Institute – experiences that gave me solid benchmarks for rhythm, vision, and coherence. At different points, I also learned from Alexandru Aron, with whom I worked for two years at Mezanin Spaces, from Anca Ungureanu through her work at Beans&Dots, and from Valentina Vesler, who, with her entrepreneurial experience, mentored me at key moments.
An essential role in my journey is played by Robert Șopârlache, my partner and our creative director, who is consistently present in every project, supporting us with a coherent aesthetic that defines each step we take.
And perhaps most importantly: I’m constantly learning from all the artists and local entrepreneurs we work with – people who inspire me with their clarity, perseverance, and courage. My leadership is about trust, collaboration – and yes, sometimes organized chaos, but we adapt as we go.

C&B: What differentiates your business or professional approach from the rest of the industry?
Silvia Floares: What sets us apart is how we do things: quietly, without elitism or pressure. We don’t aim to impress through extravagance but to create vibrant contexts where people and ideas meet naturally. For over 7 years, through Mezanin Market, we’ve built a steady platform for over 400 local entrepreneurs, with 24 event days per year and tens of thousands of returning visitors drawn by the atmosphere, the products, and the connections.
With Weekend Sessions, since 2021, we’ve brought over 50,000 participants into gardens and museums across Bucharest, transforming them into relaxed meeting places with guided tours, concerts, workshops, and open-air cinema.
And with FactoryLab, we created Romania’s first entrepreneurial lab inside a mall – a space that constantly reshapes the urban landscape through seasonal collections and local entrepreneurs.
All our projects stem from a simple belief: that we need more humanity in how we relate to cities, culture, and entrepreneurship. And that this is built long-term, with care, patience, and joy.

C&B: What does a typical day look like for you now, and what moments bring you the most satisfaction?
Silvia Floares: My days don’t follow a fixed pattern – each one is different, depending on the projects, the team’s rhythm, or what events are happening. What brings me the most satisfaction are the small, seemingly insignificant moments: when someone returns to an event and says they feel “at home”; when an entrepreneur tells us they met a new client, collaborator, or even a friend there; or when a museum partner says they were surprised by the weekend’s visitor numbers. These are signs that what we’re doing is alive and meaningful.

C&B: What values or principles guide your work, and how do you apply them daily?
Silvia Floares: Optimism, courage, and consistency. I apply them daily through how I communicate, choose collaborations, build relationships, and design projects – without gimmicks, with respect for people, and attention to what we leave behind.

C&B: How did the idea for your business come about, and how did you choose the names?
Silvia Floares: We don’t have an umbrella brand – though maybe we should create one. Each project emerged organically, from a real need, and with a name that reflects its spirit.
Mezanin Market was born in 2018, on the mezzanine floor of Palatul Universul – a cozy, light-filled space. It was the first place we brought local entrepreneurs together, in a laid-back fair with no rush or pressure. The name stuck – because it reflects both the physical level and the ongoing Mezanin Spaces event venue.

Weekend Sessions came from a desire to bring people closer to museums, but in a relaxed, garden-like format with music, tours, workshops, and outdoor cinema. The name clearly reflects the rhythm – weekends – and the informal, modular nature: the “most well-behaved” festival.

FactoryLab was conceived as a testing ground for local entrepreneurs – an open lab in the heart of Promenada Mall, with Raiffeisen Bank, where ideas, collections, and interactions are always changing. “Factory” refers to the hands-on, manufacturing side, while “Lab” points to creativity, experimentation, and adaptation. It’s a living, ever-changing space.

We chose to give each project its own name because each one has its own personality.
What unites them is how they’re built: with care, optimistic people, and the belief that cities need more space for creative entrepreneurship.

C&B: If you were to send a message to people following in your footsteps, what would it be?
Silvia Floares: Start. Action is always more valuable than the perfect plan. Test your ideas, put them out into the world while they’re still alive – don’t wait for everything to be flawless. If you truly believe in something, launch sooner rather than later – clarity comes from doing, not theorizing.

The post Silvia Floares: Building Communities through Culture, Creativity, and Courage appeared first on careers-business.com.

Onur Osman is one of the most prominent young designers of today, a self-made entrepreneur who built a successful brand from scratch and a source of inspiration for over 4 million young people around the world, making him one of the most followed Romanians on social media. Named The Greatest Romanian Designer at events such as the Romanian Fashion Awards, iSucces Gala, and the Excellence and Performance Gala from 2018 to the present, Onur Osman represents Romanian youth entrepreneurship on several continents.

C&B: Do you think the media talks too little about you?
Onur Osman: Just like many of the most relevant Romanian entrepreneurs in the beauty industry, I don’t get asked very often by journalists about my work—probably because four of the biggest names in the Romanian fashion industry have international-sounding names, and the public assumes we’re not “from here.” Still, I’m proud to say that I’m a relevant voice for over four million young people around the world, who appreciate my life and style advice, my cultural and musical snippets, and the moods I’ve created over the years. Most of my fans are international because my brand is more present outside the country, thanks to my involvement with major fashion houses and international cultural events.

C&B: What is more important: beauty or art?
Onur Osman: For me, beauty and art have always been important. Ever since I was a child, I knew I wanted to make the world more beautiful. I enjoyed working on interior design, I designed window displays for jewelry stores as a teenager, and I collaborated with top designers until I was twenty, when I launched my own fashion house.

There were two moments that defined my path—one more emotional, the other a recognition of my efforts. When I earned my first million euros at just 20 years old, it marked probably the most important step toward entering the major beauty industry. The second moment was more of a reward: when the Romanian Fashion Awards and the Excellence and Performance Gala contacted me to nominate me for Designer of the Year awards, starting in 2018.

C&B: Speaking of moments, what has been the most difficult one so far, and how did you overcome it?
Onur Osman: The most difficult moment hasn’t really existed—perhaps because I see any difficulty as a challenge meant to help me grow. Still, there are unpleasant moments now and then, especially when, as an echo of an older era in Romania, underqualified designers or those without real financial success are promoted to the new generations, keeping our country at a mediocre level in beauty culture. And I’m not thinking about myself, but about all the great Romanian designers with million-euro turnovers, who are present at many of the world’s most glamorous events, yet remain unrecognized or underpromoted in Romania’s mainstream media due to lingering post-communist mentalities among older generations of journalists.

C&B: Should art, culture, and beauty be promoted?
Onur Osman: I believe in beauty and culture, and I truly regret that Romania’s education system hasn’t yet risen to the European standard—we lack the classics, we lack the great European cultural content in our specialized universities. But I also believe this step will be taken by the new generations, who are increasingly connected to the larger fashion world. It has always been my ambition to promote art, culture, and beauty through all of my projects, and even through my everyday lifestyle. I live surrounded by art, I create art, I breathe art, and I will continue to contribute, through everything I am, to the culture of beauty for my generation and the ones to come.

C&B: How have your beliefs and ideals changed over time?
Onur Osman: Over the years, I haven’t changed my beliefs, ambition, or ideals. In many ways, I feel I’ve stayed the same. What has changed, however, is the community of people around me—a community whose support and admiration constantly motivate me to become better. It’s a joy, an honor, and also a great responsibility to know that millions of young people around the world look to me for inspiration on how to live their lives beautifully every day.

C&B: If we met your team or collaborators, what do you think they would say about you?
Onur Osman: My collaborators are often surprised to find that in real life I’m a warm, sociable person without any airs or ego—as many have honestly told me. And my employees would probably be the first to appreciate my humanity and the understanding I show toward them as individuals, not just as staff.

C&B: What is the most important decision you’ve made that changed your trajectory?
Onur Osman: The decision to expand internationally was the most impactful one in my business. By crossing Romania’s borders, I now constantly have the chance to work alongside the most important voices of our time.

C&B: Where do you think your leadership style comes from?
Onur Osman: Probably from growing up in an entrepreneurial family environment—some entrepreneurial skills have always surrounded me since I was young. Growing up among the newest brands and having access to items that others only saw in magazines gave me a different perspective on life, one that helped me learn directly from the best. So, my leadership style comes from the culture of luxury and beauty, refined by the art and haute couture professors in Paris and London who helped shape me during my teenage years.

C&B: What sets you apart?
Onur Osman: What makes the ONUR OSMAN brand different from most major fashion houses around the world is its culture of beauty and its historical sense of art—qualities that most legacy fashion houses are now desperately searching for, after so many avant-garde waves have damaged aesthetics and buried billion-dollar businesses.

C&B: What does a typical day look like for you now, and what moments bring you the most satisfaction?
Onur Osman: My days are incredibly varied, but I can proudly say that I’ve built a lifestyle with over 20 vacations a year—through which I gather inspiration for my creations and international work. By traveling extensively, I stay in constant contact with various cultures and entrepreneurs, always keeping up with the latest trends in both fashion and business.

C&B: What values or principles guide what you do, and how do you apply them day to day?
Onur Osman: I believe luxury is rooted in culture, respect, and professionalism. Everything about me is immaculate—from never going anywhere without my assistants, always traveling first class, to maintaining a cool, healthy, and fresh vibe no matter where you might meet me in the world. Integrity, morality, and kindness—and the belief that inner wealth matters more than outer wealth—are the values that have built the life I live today.

C&B: How was your brand born, and why?
Onur Osman: In my case, my brand is me—so ONUR OSMAN was the only option, and it turned out to be a successful one. For many years, I was the personal assistant of a world-renowned designer, gathering the skills needed to build my own empire.

C&B: If you were to send a message to the people who follow your example, what would it be?
Onur Osman: My message to everyone in my online community is always the same: build a beautiful world, live beautifully, and be yourselves. And for young entrepreneurs: don’t stay trapped in a national mindset—any great brand must always relate to the global industry in its field.

The post Onur Osman – The Voice of a Global Generation and the Architect of Romanian Aesthetic Culture appeared first on careers-business.com.

Razvan Valceanu founded the School of Unlearning (Scoala de Dezvatare), an educational platform offering a clear and practical framework that helps people let go of habits, ideas, and methods that no longer serve them. With a solid background in digitalization and entrepreneurship, Razvan builds concrete bridges between personal development, professional growth, and the current demands of the Romanian job market.

After nearly a decade as General Manager of Bitdefender Romania & Republic of Moldova, he transitioned into entrepreneurship, exploring diverse fields such as made-to-measure fashion, technology, and academia. Over 1,000 professionals have taken part in his programs, and the School of Unlearning now collaborates strategically with corporations, universities, and wellbeing clinics.

The courses and programs offered combine cutting-edge technologies – such as virtual reality (VR) and artificial intelligence (AI) – with a proprietary unlearning method, providing adults with practical tools for rapid and sustainable adaptation to the future of work.

C&B: How would you describe yourself in one sentence to spark curiosity in those who don’t know you yet?
Razvan Valceanu: I’m Razvan, and I help people understand that any real change begins within – by letting go of outdated information and beliefs that no longer support the direction they want to pursue.

C&B: If we were to trace the narrative of your career or business, what were the defining moments?
Razvan Valceanu: The turning point was when I stepped down from my role as General Manager to pursue entrepreneurship in the made-to-measure fashion industry. It was a major leap, full of uncertainty. After that, I explored various fields, including tech and education. The true synthesis of my accumulated experience came with founding the School of Unlearning. Through this project, I aim to integrate unlearning into education as an essential process of adaptation.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Razvan Valceanu: The toughest moment was realizing that the clear-cut strategies from the corporate world didn’t work in entrepreneurship. I had to let go of many learned behaviors and mindsets. I applied my own unlearning method: I identified what was holding me back and gradually replaced those elements with a mindset focused on adaptation and flexibility.

C&B: Has there always been a dream or ambition that guided you, no matter the obstacles?
Razvan Valceanu: Yes – to bring education where it truly matters. Not as empty theory, but as a real tool for transformation. I’ve always believed that people can learn anything if given the right context. That belief has been the driving force behind my ongoing commitment to educational projects.

C&B: How were you at the beginning of your journey, and how do you feel you’ve transformed?
Razvan Valceanu: In the beginning, I was analytical, obsessed with control and efficiency. Over time, I learned that success comes from patience, relationships, and the ability to embrace uncertainty. Today, I’m much more focused on the quality of human connections and lead with trust and authenticity.

C&B: If we asked your team or collaborators, what do you think they’d say about you?
Razvan Valceanu: They’d probably say I’m direct and insist on clarity. I ask uncomfortable but useful questions. I want everything to be concrete and well-defined – no ambiguity.

C&B: What’s the most important decision you’ve made that changed your trajectory?
Razvan Valceanu: The most important was letting go of external models and creating my own educational method – tailored to Romania’s realities. It was a difficult but genuine decision that brought me closer to who I truly am.

C&B: How did you develop your leadership style? Was it a natural process or something you learned?
Razvan Valceanu: I developed it through mistakes and honest feedback. I went from excessive control to cultivating safe spaces for dialogue and shared decision-making. My leadership now is reflective and collaborative.

C&B: How do you handle differences in vision within a diverse team?
Razvan Valceanu: My leadership evolved gradually, rooted in many mistakes and honest – sometimes uncomfortable – feedback. At first, I tightly controlled processes, but I quickly learned that approach doesn’t work long-term. Now, I create space for real dialogue, actively listen, and make slower but more impactful and sustainable decisions.

C&B: What sets your business apart from the rest of the industry?
Razvan Valceanu: The School of Unlearning creates contexts, not just courses. We blend advanced technologies like VR and AI with wellbeing and self-awareness practices. The focus is on immediate applicability – people leave with concrete outcomes, not just theory.

C&B: What does a typical day look like for you, and what moments bring you satisfaction?
Razvan Valceanu: I start my day with time for myself – clarity, planning, reflection. I focus on launching new projects and wrapping up ongoing ones. The most satisfying moments are the real confirmations I get from participants and spending quality time with loved ones.

C&B: What values guide everything you do?
Razvan Valceanu: Authenticity and responsibility. I don’t aim for perfection, but for real, daily progress. I want my actions to reflect my values – even when no one is watching.

C&B: If you were to send a message to those following your example, what would it be?
Razvan Valceanu: Don’t rush to learn something new. First, ask yourself what no longer serves you. What habit is holding you back? Unlearning doesn’t mean giving up on yourself – it means making space for who you can become.

The post “Unlearning – The Key to Real Adaptation in the Digital Age.” Interview with Razvan Valceanu, Founder of the School of Unlearning appeared first on careers-business.com.

C&B: How would you describe yourself in one sentence to those who don’t know you yet?

David Sandu: I believe I’m someone you can achieve a lot with. I’m often multitasking and never shy away from anything. I enjoy challenges and tough situations because I constantly learn from them. I’m always focused on my personal development, as well as the growth of my businesses, since whatever I do for myself has a major impact on them.

C&B: What were the key moments that defined your career?

David Sandu: The most important moment was in 2019 when I left Bucharest and moved to Vadu Săpat, initially with my grandparents, and then directly to the winery. It was the time when I began connecting more deeply with nature, which is essential in viticulture and winemaking. In 2020, I founded Crama de Piatră, and in 2021 we officially opened the location with a restaurant and accommodation. It was a major transition—from managing 2 people to overseeing a complex operation. Today, we have 17 rooms, an à la carte restaurant, an event hall, and a winery from 1912 where we produce our wines.

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

David Sandu: Contrary to expectations, the pandemic was actually a period of growth for me. What came after was harder: the post-pandemic adaptation. That period really tested me both in terms of management and finances. Almost facing bankruptcy, I learned to manage people, funds, and investments more effectively. It came at a high price, but I gained valuable experience.

C&B: What has motivated you over the years?

David Sandu: Ambition and a childhood dream that I could contribute something meaningful to Romanian tourism. At first, I dreamed of becoming a millionaire—a teenage wish—but now I believe the true goal is to grow personally, professionally, and regionally. Winemaking, HoReCa, and tourism are the fields through which I want to bring innovation. Money is a means, not an end.

C&B: How do you feel you’ve transformed since the beginning of your journey?

David Sandu: At 19, I was just starting out, still forming, and didn’t fully understand what running such a large-scale business involved. Now, at 25, I’m much more mature. I’ve grown in resilience and under pressure, and I’ve learned that if you don’t put pressure on yourself, you don’t grow. My business has grown at the same pace as I have.

C&B: How would your team and collaborators describe you?

David Sandu: Most likely, they see me as a leader, not a boss. That’s what I wanted from the start. I’ve promoted a leadership-style management, with frequent meetings where everyone shares their opinion. Collaborators know me as open and project-oriented, not competitive. I believe in synergy, not individualism.

C&B: What decision radically changed your trajectory?

David Sandu: The most important decision was to start delegating and to build a strong organizational culture. In the early years, I did everything—manager, waiter, bartender—and had no time left for growth. Appointing a location manager and establishing a clear organizational chart changed everything radically.

C&B: How did you develop your leadership style?

David Sandu: Naturally, but also through constant learning. I’ve always had a knack for organization, but hard work and education played a huge role. My leadership is solution- and collaboration-based. I encourage the team to grow and support people in moving up the ranks. My relationship with them is a partnership. I regularly attend leadership and personal development courses.

C&B: What sets your business apart from the rest of the industry?

David Sandu: I came with a fresh, modern concept tailored to the times. Being part of the 2000s generation, I have a different, contemporary vision. I have a young team, and we’re constantly reinventing ourselves. Although our current clientele is more mature, we’re preparing the ground for the next generation of customers. Product and service quality is our top priority.

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

David Sandu: My days vary depending on the season. Generally, I dedicate 70% of my time to the business, and during the grape harvest season that goes up to 90%. The rest is divided between sports, family, and personal development. The greatest satisfaction comes from winemaking and customer feedback. I love what I do, and it shows.

C&B: What values guide your daily work?

David Sandu: Passion, family, and integrity. Everything has been built with honesty and fairness. I don’t believe in stepping over others to succeed. I’ve always held onto my values, no matter the difficulties. I’ve always been and will continue to be fair and honest, even if that sometimes meant losses.

C&B: What message would you send to those who want to follow a similar path?

David Sandu: Don’t give up, even if results don’t come right away. I believe I still haven’t reached my full potential. Life is a long-term game. You have to start and learn along the way. Practice beats theory. The best thing you can do for yourself is to invest in your skills and personal growth. You never lose when you invest in yourself.

The post Interview with David Sandu, The Stone Winery (Crama de Piatra) appeared first on careers-business.com.

C&B: How did you start working in fashion?
Elena Nancu: There was a decisive moment: the decision to apply for admission to the fashion academy. It had always been my childhood dream to become a fashion designer, but out of fear of failure, I chose to study art history after high school. Art is my second passion, but one day during my studies, I realized that I would soon become an art historian if I didn’t find the courage to apply to the fashion academy. I applied—and was accepted.

C&B: What challenges have you faced in your career?
Elena Nancu: The pandemic period was extremely difficult. Everything was closed, there were no events, and no one seemed interested in fashion. Most people were wearing sweatpants while working from home. During that time, I sewed many face masks (working alone in the studio to avoid putting others at risk), planted a garden, and kept telling myself: it’s hard now, but this will pass. Perseverance can be crucial in such moments.

C&B: What motivates you in your work?
Elena Nancu: My dream has always been—and still is—for women to dress better, without blindly following every trend. The pursuit of the ideal is what makes my work so interesting, knowing that it’s something you never truly finish.

C&B: How have you evolved since the beginning of your career?
Elena Nancu: At the start of my career, I was less confident professionally and not as relaxed as I am today. Learning to say “no” is essential for anyone who is self-employed. Otherwise, you work too much and, one day, you risk burnout… and then nothing works anymore.

C&B: How does your team perceive you?
Elena Nancu: People would say that I’m a very fair and understanding employer, but also demanding—and that I have a good sense of humor.

C&B: How do you balance your career and personal life?
Elena Nancu: The most important decision was not to make a decision: family OR career. “Career first, then kids”… Time passes quickly, and one day, it’s too late for children. For women who want kids, I advise not to wait too long. It’s not easy to combine a profession with family life, but it is possible.

C&B: How do you make decisions in your company?
Elena Nancu: All design-related decisions are always made by me. When it comes to business matters, I listen to the experts.

C&B: What are your thoughts on growth and success in the industry?
Elena Nancu: In the fashion industry, as in all sectors, growth is very important. Companies are expected to grow. But in a post-industrial society, I personally believe that growth isn’t everything—especially not if it comes at the expense of the environment. I want to offer the best quality, which means higher costs. This also means my personal margin is smaller, but my standard is quality over quantity.

C&B: What does a typical day look like for you?
Elena Nancu: During the week, I wake up at 6:40 a.m. I have breakfast with my family, then listen to the news on the radio (most of which is bad), and then head to the studio. I like to be the first to arrive. I answer emails, and then the work begins: fittings, design, creating new patterns, planning, etc. My greatest satisfaction is when a client is delighted with her outfit. My motto is “Tailored to the perfect fit,” and that’s the standard I hold myself to.

C&B: What are your brand’s core values?
Elena Nancu: At ELENA NANCU, our values are set very high. We offer transparency across the entire production chain: from material sourcing to the final product. We manufacture in Germany, our materials come from the European Union and the UK, we use only biodegradable fabrics, and we offer a lifetime guarantee for all our products.

C&B: What advice would you give to someone just starting out?
Elena Nancu: Patience, hard work, and perseverance. Learn from failure. Believe in yourself and in the idea that dreams can become reality. And if they don’t, the most important thing is this: you tried.

The post Elena Nancu: Beyond Trends – Courage, Sustainability, and Meaningful Fashion appeared first on careers-business.com.