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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Oana Mică, Communication Project Manager at AQUA Carpatica: Behind the scenes of communicating a brand built around purity appeared first on careers-business.com.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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