An experienced anesthesiologist and an entrepreneur in the wellbeing field alongside her husband, Wahyu Diarto (Yudi), with whom she founded Blue Phoenix in 2020, Daniela Godoroj–Diarto is a true model of ambition, tenacity, and courage. We invite you to discover the story of Blue Phoenix and the authentic flavors of Indonesia, reflected both in specialty coffee and in plant-based powders, appreciated for their health benefits.

Opening & introduction

C&B: If you had to describe yourself briefly, in a single sentence that sparks curiosity, what would you say about yourself?
Daniela: I am an ambitious and persevering person who never gives up on her goals, no matter how many obstacles arise along the way.

C&B: If we asked your colleagues or collaborators how they would describe you, what do you think they would say about you?
Daniela: I believe they would say that I am a perfectionist and that I stubbornly stick to the path I have chosen, even when it becomes difficult.

Journey & beginnings

C&B: What were you like at the beginning of your journey, and how do you feel you have changed up to today?
Daniela: At the beginning, I was much more timid. Over time, I gained self-confidence and learned not to be influenced by what others say. I no longer consume myself with outside opinions—I know who I am and what my direction is. I follow my path guided by what I feel in my soul is right, answering only to myself and to God for my choices.

C&B: Looking back, what were the turning points that shaped your professional path or your business?
Daniela: Six years ago, my life changed completely—both personally and professionally. I got married and, together with my husband, founded Blue Phoenix, a wellbeing business based on the healing power of nature. He is from Indonesia, and his experience with the plants there was essential. That’s how we created together a concept that brings Indonesian tradition closer to Romania and is based on the idea of returning to nature and to the healing power of plants.

It has been and still is difficult to promote this concept in Romania, because Romanians are not very well informed about these aspects. Promoting these principles is not easy—people need time to understand this holistic approach and to shift toward a new mindset, oriented toward nature and balance.

Challenges & decisions

C&B: What has been the biggest challenge so far and how did you manage to overcome it?
Daniela: The greatest challenge, but also the greatest blessing, was the birth of our daughter, Tribuana, at the end of last year—after six years of trying. It is an emotional journey, especially when you are also an entrepreneur. You don’t have the luxury of taking a break, but the joy fully compensates for it.

C&B: What decision changed the direction of your career or business the most?
Daniela: The most important decision for Blue Phoenix was to niche down. At first, we imported a wide range of products from Indonesia—teas, spices, sauces—but we quickly realized that the market needs clarity. So we focused only on coffee and plant powders from which we produce natural supplements here, which you can find in Dr. Max and Farmacia Tei pharmacies and on our website, www.blue-phoenix.ro.
The products follow traditional Indonesian recipes, based exclusively on pure plant extracts. The entire process—from formula to encapsulation and packaging—is carried out entirely by us in Romania.
On the coffee side, we focused on quality and originality: from the famous Wild Kopi Luwak, with a fine aroma and low acidity, to specialty coffees such as Gayo or Java Blue Mountain, each with its own story and unique flavor.

Wild Kopi Luwak is undoubtedly the boldest and rarest variety in our collection. Derived from coffee beans “naturally selected” by the Indonesian palm civet and then carefully cleaned and roasted, this coffee reveals its nobility through a velvety taste, with chocolate notes and delicate acidity. It is a unique experience—a coffee that is not only tasted, but felt: gentle on the digestive system, yet intense through the energy and sense of wellbeing it provides.

Equally fascinating is Gayo Arabica, one of the most appreciated coffees in the world, grown in the highlands of Sumatra, in the Central Aceh region. With a fine texture, a light nutty aroma, and a balanced, intense but never bitter taste, this coffee captivates lovers of refinement worldwide. Likewise, the Gayo Wine and Gayo Honey varieties tell different stories: the first offers an intense, fruity aroma with sweet notes and subtle wine-like accents; the second is a gentle blend of honey and wine, with low acidity and a memorable taste.

From the heart of the volcanoes of Java, Java Blue Mountain brings another story—a coffee with the soul of a legend, grown at over 1,600 meters altitude, where volcanic soil and clean air give rise to a deep and refined aroma. Its origins are linked to Jamaica, from where it was brought at the beginning of the last century, and today it preserves the same noble spirit.

And the newest addition to the portfolio, the rare coffee from Mount Argopuro in East Java, grown at 1,800 meters, is a true revelation. Processed through a complex method—a combination of carbonic maceration and natural processing—it impresses with notes of cherries and caramel and an intense, round, and elegant aftertaste.

C&B: Has your leadership and decision-making style formed naturally, or have you built it over time through experience?
Daniela: My leadership style has been built gradually, through lived experiences and lessons learned along the way. We are guided by the same simple but essential principles: honesty, authenticity, and discipline. We believe in the freedom of creativity, but also in the power of balance. Both my husband and I try to apply these values in everything we do—in our own personal and professional growth, as well as in the way we inspire and guide the Blue Phoenix team.

Present & differentiators

C&B: What does a typical day look like for you now, and which moments bring you the most joy?
Daniela: My day starts early, at 5 a.m., when I feed our little one. Then it becomes a marathon until 11 p.m., balancing the roles of mother, anesthesiologist, and entrepreneur. My husband helps a lot with Tribuana and handles production and distribution entirely within the company, while I focus on marketing and relations with authorities. It’s a full but fulfilling day, especially when we manage to enjoy the small moments spent together.

C&B: What do you think makes you different from other professionals or other businesses in your field?
Daniela: The dietary supplements market is extremely competitive, and the challenges are numerous. What differentiates us is authenticity. Our products are based on original recipes inspired by the ancestral wisdom of traditional Indonesian medicine, made 100% from pure plant extracts, with real health effects.
In addition, Blue Phoenix supplements are carefully standardized—1 g per capsule, 60 capsules per bottle—a rare concentration that allows for a single daily intake. Through this rigor and clarity, we have managed to preserve the essence of our promise: authenticity, purity, and a genuine return to nature.

C&B: Was there a dream or desire that always kept you motivated, regardless of obstacles?
Daniela: Yes—the desire to contribute to a change in how Romanians perceive the concept of wellbeing. It is a long and difficult process, but we strongly believe it is worth it. We want to encourage a culture of balance, self-care, and respect for nature. “Back to natural” is not just a motto for us, but a philosophy of life.

C&B: What values or principles guide you day by day, and how do you keep them alive in what you do?
Daniela: We are hardworking and ambitious people, but at the same time grateful for every day and for the gift we receive from God by being together and being healthy.
We enjoy simple things—a sunrise, nature, time spent together. We believe in positive thinking, in balance, and in the idea that everything we do has meaning when it is done with love and respect for people and for life.

C&B: If you could share one single thought with those who see you as a role model, what would it be?
Daniela: Never give up on your dreams, regardless of obstacles or failures. I have always learned—and I have told my older children as well—that every failure is actually a step forward. Beautiful paths are not easy, but they are the ones that truly fulfill you.

Daniela Godoroj–Diarto’s story is about the courage to follow your path, even when it feels difficult, and the strength to build something authentic and meaningful. Balancing medicine, entrepreneurship, and family life, she manages to create a rare sense of harmony, guided by simple yet profound values.

The post Daniela Godoroja–Diarto, Co-founder of Blue Phoenix, in a conversation about balance, passion and returning to nature appeared first on careers-business.com.

Adina China-Birta is a psychologist and the founder of Anfold, a space dedicated to emotional health, personal development, and conscious leadership. After a solid career of over 20 years in finance and business, where she held top management positions and led complex teams, Adina chose a deeply intentional professional reconversion: a shift from financial performance to human performance. The experience she gained in the corporate environment — the pressure of decision-making, the responsibility of leadership, and the impact of chronic stress — became the foundation of her approach as a psychologist. At Anfold, Adina works with entrepreneurs, leaders, and professionals in high-demand environments, supporting them in processes of self-awareness, emotional regulation, and rebuilding balance between personal and professional life.

Her vision combines the strategic rigor of the business environment with the empathy and depth of psychology, promoting a model of healthy, authentic, and sustainable leadership. Through Anfold, Adina China-Birta builds bridges between results and meaning, between external success and inner clarity.

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

Adina China-Birta: Looking back, the narrative thread of my career is not about roles or titles, but about the moments when I needed to realign with myself. A first defining moment was entering the financial sector, an extremely competitive industry that taught me discipline, decision-making rigor, and the responsibility of leadership. It was a period of intense building, centered around performance and results, around which I built my professional identity. Another key moment was taking on top management positions: from the outside, it was the “peak” of my career; from the inside, it was my first serious confrontation with the limits of this model of success. The constant pressure, fast pace, and need to always be available began to raise uncomfortable questions about the personal costs of performance. The turning point was the decision to study psychology. It was not a break from the past, but a natural continuation: the desire to understand people beyond KPIs, to work with motivation, emotions, and meaning. This transition completely redefined how I relate to work, success, and impact. Founding Anfold is perhaps the synthesis of all these stages. It is the place where my business experience meets psychology, and where my work becomes one of integration: performance without self-exhaustion and a career that is not built at the expense of health.

C&B: What was the biggest challenge in turning the Anfold concept into a functional and impactful center?

Adina China-Birta: A major challenge was building Anfold by taking what is valuable from the corporate environment, such as clear processes, while maintaining enough flexibility to respect the human, emotional rhythm of the people who enter this space. Another major challenge was aligning the team around a shared vision, in a field where each professional comes with their own style, values, and clinical practice. Anfold is not just a place where psychological services are offered, but a framework that requires coherence, ethics, and a culture of real collaboration — and building this culture required time, dialogue, and a great deal of clarity. Perhaps the most difficult challenge was assuming visibility, having a public voice in a field that was new to me, psychology, given that people associated me with the financial industry.

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

Adina China-Birta: I don’t think I’ve had a single dream or vision that guided me throughout my entire professional journey; rather, my visions evolved with age and with the professional and personal stage I was in. I think it’s beautiful to have such a constant vision, but I didn’t.

C&B: What did you look like at the beginning of your journey, and how do you feel you’ve transformed up to now?

Adina China-Birta: If at its launch in 2025 Anfold was like a newborn that needed to be “fed” by its parents, now the child is one year old, has started to walk, and has become curious and interactive. I am extremely eager and curious about its future evolution.

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

Adina China-Birta: I think they would say I am demanding, but people-oriented. That I care about the quality of the work, but also about ethics and meaning. I believe they would also say that I offer space, not control. They would probably add that I am consistent: the values I talk about — respect, healthy boundaries, authenticity, humor — are also reflected in how I build professional relationships.

C&B: In what way has your professional experience influenced the most important decision in developing this project?

Adina China-Birta: I think that, for the Anfold project, the most important decision was choosing who to start this journey with. Dana Zeicu, my partner, is a highly experienced psychologist and also has extensive experience in business, through multiple strategic HR consulting projects in the Middle East, Africa, and Asia, as well as through Chief People Officer roles at both national and international levels. I have seen both in my experience as a banker and top manager, and in my personal life, how important the choice of partners is, how risky a poor choice can be, and how many advantages a well-made choice brings.

C&B: How would you define, in a few words, the Anfold philosophy: a “safe zone” where mind, emotions, and body are harmonized?

Adina China-Birta: For me, the Anfold philosophy means a space of real psychological safety, where a person does not have to perform, prove, or defend themselves. Only when our nervous system feels safe can we authentically access emotions, thoughts, and inner resources. The harmonization of mind, emotions, and body means moving out of fragmentation — from living only in analysis, only in reaction, or only in survival — and returning to a form of integration. At Anfold, we work with this integration: cognitive clarity, emotional regulation, and bodily awareness, so that change is not just intellectual, but lived and stable. Integration also refers to our multiple roles: partners, parents, children, employees, managers, artists, friends — so that we can make space for each of these roles in our lives.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?

Adina China-Birta: Of course, there are many things that differentiate us, but also many things we have in common. Among the common elements, I would like to believe we share the lived values of the profession, peer consultations, and intra- and interdisciplinary collaboration. Anfold is not just an office or a service center, but a space built on clear values: safety, ethics, collaboration, and professional responsibility. We are interested in long-term impact, not quick fixes. We also have a strong interest in integrating technology into psychotherapy, such as using virtual reality to treat phobias or to teach clients relaxation techniques. As a personal differentiator, it would be the fact that I come from a professional background in business and top management, and this experience gives me a direct understanding of the real pressures in entrepreneurial and corporate environments — fast pace, financial responsibility, difficult decisions, constant exposure. I don’t speak about these from theory, but from lived experience. That allows me to better understand clients coming from such environments.

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

Adina China-Birta: One of the major changes in my new career is that I no longer have days that look the same. I have days when I see clients in the morning, and others when this happens at noon or in the evening, while the rest of the time is dedicated to growing Anfold. I make space in my schedule, even if not always as often as I would like, for sports, going to the theater, or attending concerts.

C&B: What impact have you most often observed in clients’ lives — whether in individual therapy, couples therapy, or company programs?

Adina China-Birta: The situations clients are in when they seek help are very diverse, which means the impact of what we do is also varied. However, there are a few common outcomes of therapy, such as developing assertiveness, increasing awareness of emotions and bodily sensations, and improving the ability to identify cognitive distortions — all of which translate into better relationships with others and with oneself. At the same time, we must acknowledge that we do not have a magic wand, and that each person evolves at their own pace, faster or slower, and that is perfectly okay.

C&B: How did Anfold come to life, and what motivated you to build a psychology center that integrates both classical therapy and modern technologies?

Adina China-Birta: Anfold emerged from a need I experienced personally and often observed around me: high-performing, responsible people who appear “in control” but are disconnected from their own emotions and internally exhausted. In the business environment, psychological health is most often approached reactively, when a crisis arises. I wanted to create a space that normalizes prevention, self-regulation, and conscious development, not just intervention at moments of blockage. The integration of classical therapy with modern technologies came naturally. I believe in the rigor of scientifically validated methods and in authentic therapeutic relationships, but I equally believe that technology can increase accessibility, continuity, and efficiency of intervention. Anfold was thus born at the intersection of tradition and innovation, out of respect for the classical foundations of psychology and psychotherapy, but also with openness to modern solutions that make emotional health more accessible, more integrated, and better adapted to today’s pace of life.

C&B: How do you integrate traditional psychotherapy approaches with innovative tools so that the process remains personalized and effective for the client?

Adina China-Birta: Integration begins with a very clear principle: the therapeutic relationship, the alliance between client and therapist in achieving the client’s goals, remains the core of the intervention. No matter how innovative a tool is, it does not replace the clinical framework, proper case conceptualization, and the personalized process built together with the client. At Anfold, we work with validated approaches such as CBT, integrative methods, and interventions focused on emotional regulation and bodily awareness, while technology — in our case, virtual reality (VR) — is a complementary tool, not a substitute for classical therapy. We primarily use VR in interventions involving controlled exposure, anxiety management, or working with certain phobias. The advantage is that we can create a safe, predictable, and gradual environment where clients can activate and regulate their emotional responses in a much more structured way than through imagination or direct real-life exposure. Personalization remains essential, meaning that VR is not applied as a standard, but only when case analysis indicates that technology can accelerate or support the process. The pace of exposure, intensity of stimuli, and integration of the experience are calibrated according to each client’s emotional profile and objectives. Essentially, technology helps us be more precise and efficient, but real change happens through integrating the experience — cognitively, emotionally, and physically — within the therapeutic relationship. VR is a catalyst, not the center of the process.

C&B: What plans do you have for Anfold — expanding services, new technologies, collaborations, or educational projects?

Adina China-Birta: Plans for Anfold are built around the idea of sustainable growth, not rapid expansion. I want development to remain aligned with our values and with our real capacity to maintain the quality of our professional work. In the medium term, we aim to expand services in prevention and psychoeducation through programs dedicated to burnout, stress regulation, and conscious leadership, addressing both individuals and organizations, to support early intervention in practice, not just working with established symptoms. Regarding technology, we will continue developing the use of virtual reality (VR) in interventions for anxiety and stress, maintaining a rigorous framework with constant evaluation of effectiveness. Another important pillar is the educational area. We want Anfold to become a space for professional training and dialogue through workshops, thematic groups, and possibly even academic partnerships, because the development of emotional health requires community, not just individual interventions. In the long term, I see Anfold as a center that combines clinical practice, education, and innovation, built around the idea that performance and balance do not exclude each other, but support one another.

Adina China-Birta’s story is one of courage. The courage to redefine success and build a professional path aligned with personal values. Through Anfold, she brings together the rigor of business and the depth of psychology, creating a space where performance no longer comes at the cost of burnout, but becomes sustainable and authentic.

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Olariu Daniel is an entrepreneur from Brașov and the administrator of Ola Cleaning, a professional cleaning company for residential and commercial spaces, including offices. The company grew from a simple yet ambitious idea: more reliability, more order, clear standards, in a vital field that is still often treated as “background work.” Daniel often says that the goal is not just to deliver a service, but to raise the bar of the industry, which includes both continuous training and membership in the Employers’ Association of the Cleaning Industry in Romania.

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

Olariu Daniel: My professional journey was built step by step, through different experiences that shaped me on an operational level. I started in the field of graphics and technology, then moved into logistics and coordination, where suddenly it was no longer just about tasks, but about people, deadlines, results, and pressure. Honestly, the turning point came when I chose entrepreneurship: I realized I wanted something of my own, stable, built over time, not improvised. Ola Cleaning was born from a direct, almost simple observation: the market needed services delivered professionally, predictably, and with real respect for the client.

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

Olariu Daniel: Human resources remain the biggest challenge, especially in an operational field where it’s difficult to maintain stable teams. There were times when, in the same day, I was the administrator, the coordinator, and the person on-site. I wouldn’t say I’ve completely solved this issue—it’s an ongoing process that comes with growth. What I do consistently now is structure things: systems, routines, checks, so the company depends less on my direct involvement.

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

Olariu Daniel: Yes. To build a respected business and to show that fields considered invisible can operate at high standards, without shortcuts. Professional cleaning directly impacts people’s health, comfort, and even productivity, and I believe this sector should be treated with the same importance as any other service.

C&B: What were you like at the beginning of your journey and how do you feel you’ve transformed up to now?

Olariu Daniel: At the beginning, I was the person putting out fires, solving immediate issues, sometimes just to get through the day. Now, even though situations still arise, I try to think long term. The biggest change, I think, is the shift from an executor mindset to that of someone who builds systems and teams. Entrepreneurship teaches you patience—sometimes the hard way—and forces you to be consistent.

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

Olariu Daniel: They would probably say I’m demanding, maybe stubborn at times, but involved. I want things done correctly, with responsibility, and I don’t really negotiate on that. At the same time, I try to offer stability and predictability, because in practical work, mutual respect is not a slogan—it’s the fuel.

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

Olariu Daniel: The decision to treat cleaning as a profession in itself, not as something occasional. Investing in professional equipment, training, and clear standards changed our direction, and just as importantly, it changed how clients perceive us.

C&B: What values form the foundation of Ola Cleaning’s organizational culture and how are they reflected in the client experience?

Olariu Daniel: Responsibility, consistency, and continuous development, without hiding behind words. We attend specialized courses, we are members of the Employers’ Association of the Cleaning Industry in Romania, and we participate in events and trade fairs dedicated to cleaning. All of this keeps us connected to what’s happening in the industry. For clients, this translates into predictability, trust, and the fact that we don’t promise one thing and deliver another.

C&B: What is Ola Cleaning’s main differentiator in such a competitive market?

Olariu Daniel: Professionalization, first of all, but also adaptability. In a field where “good enough” is still common, we aim to maintain clear standards and apply them consistently. Continuous training, along with staying connected to the industry, helps us use modern methods and choose the right solutions for each client, not one-size-fits-all approaches.

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

Olariu Daniel: A normal day is a mix of operations and business growth, sometimes in the same minute. Team organization, client discussions, adjustments in internal processes, checks. The greatest satisfaction, honestly, is when I see the team functioning autonomously and when clients stay long-term because they trust us.

C&B: How do you manage to maintain a consistent standard of quality in a field where execution is essential?

Olariu Daniel: Through operational discipline and continuous learning. Quality cannot rely solely on “the right person,” because people change, get tired, have off days. You need procedures, checks, routines, even if it doesn’t sound romantic. Training programs and our involvement in the Employers’ Association help us keep standards up to date and avoid working by guesswork.

C&B: How did the story of Ola Cleaning begin and what motivated you to build this brand?

Olariu Daniel: It started from a need directly observed in the market: the lack of professional, predictable services with continuity. The motivation was, essentially, seriousness—to build a company based on trust. Stability for clients, but also a fair working framework for employees, because otherwise you can’t maintain quality.

C&B: What type of innovation would you like to introduce in Ola Cleaning in the near future?

Olariu Daniel: Digitalization and automation in the operational area: monitoring interventions, reporting, resource optimization. I believe the industry’s direction will increasingly be a close combination of human competence and technology, and there is still a lot of room here—for work and for learning.

Olariu Daniel’s story shows that performance is not defined by the field, but by the standards you choose to uphold. In an industry where “good enough” has long been the norm, Ola Cleaning offers a different direction: discipline, consistency, and genuine respect for the client.

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Crețan Mădălina Mihaela is a woman who has built her path with patience, perseverance, and the courage to reinvent herself, regardless of age or life’s challenges.

Throughout her career, Mădălina has cultivated essential skills in communication, leadership, and management, always remaining a curious, adaptable, and people-oriented person.

Today, she describes herself as a mix of professionalism, creativity, and authenticity. Her story is one of transformation—of how a classic business path can become a platform for artistic, entrepreneurial, and personal expression.

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

Mădălina: I like to relate to my life as a story, therefore I cannot look at my career from any other perspective. I would say it has never been linear, but rather guided by a search for meaning. I would start from the moment I chose the University of Bucharest, Faculty of Foreign Languages and Literatures, instead of Journalism. But instead of giving an interview, I would probably write a book, so I will limit myself to saying that a first key moment was the decision to combine creativity with rigor—to not remain only in the artistic area, but also not to lose myself in a soulless business. That’s when I understood that my professional identity would be built from a mix of emotion and strategy. I cannot be 100% creative without a bit of analysis/structure in parallel

Another defining moment was taking on the role of entrepreneur and leader of creative projects. It was the step in which I moved from “creating” to “building for others.” That’s when I learned what responsibility, continuity, and difficult decisions truly mean. This moment also coincided with the launch of my blog, Sotiedeartist, in 2017, which unfortunately is currently on hold, somewhat replaced by my podcast, Nevoia De Oameni, which was born in October 2023.

However, the most profound moment of transformation came with the loss of my husband. Beyond the personal dimension, this event also changed my relationship with work: I can no longer build without meaning, without truth, without emotion. From that point on, my projects became cleaner, more conscious, and more aligned with who I truly am.

Therefore, my career is not just a succession of roles, diplomas, positions in different businesses, or a CV listing experiences, but rather a process of both professional and human maturation, in which each stage has brought more clarity about what I want to build.

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

Mădălina: The most difficult moment in my journey was not related to a professional failure, but to a life rupture: the loss of my husband. It was a point where everything I had built, both personally and professionally, seemed to lose its shape and meaning. It was not just emotional grief, but also an identity disorientation: who am I now, and why—or for what—am I still working?

Integrating this moment did not come as a quick comeback, but as a slow process of reconstruction, which, honestly, even three years later, is still ongoing. But I have learned not to separate the person from the professional, and to accept that vulnerability is not an obstacle in a career, but a source of clarity. Work became for me a space of healing and re-anchoring in life, but only when I had the courage to approach it from an authentic place, not from automatisms—although automatisms were not entirely excluded throughout this process.

It was a deeply transformative period of restoring meaning, but at the same time, one that brought immense clarity about my work and how I want to leave my mark on the world: not only through results, but also through depth, coherence, and real impact. It was a brutal stage, but I dare say it was essential for the professional and personal form I have today.

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

Mădălina: Absolutely! There has always been a dream guiding me, even when I couldn’t clearly define it: the desire to motivate people to be better, more sincere, more loving, more authentic. In short, I have always wanted to show people that life can be different, that the illusion of movies with happy endings can become a tangible reality. Since I was young, I felt the need to give form to emotions, ideas, and stories—through words, aesthetics, projects, or community-impact activities, which is why I was part of the Romanian Scouts for a long time

Regardless of the roles I’ve had over time, my ambition was never just “to succeed in life,” but to create things that touch, that last, and that say something true about who we are. Even in moments when the path was fragmented or painful, this thread of meaning never broke.

In the long term, my dream is to transform, like an alchemist, everything I have accumulated—from professional experience to life experience—into a “platform” of creation and inspiration, which could take the form of brands, books, or impactful projects. Something that can turn into life lessons.

C&B: What motivated you to explore podcasting and become recognized as one of the best podcast hosts in Romania?

Mădălina: My journey into podcasting did not start from a strategic plan, but from the connections with the people around me. When I began appearing as a guest in various podcasts, people’s feedback turned into a kind of voice of my conscience: they were impressed not only by what I said, but also by how I said it. Then the messages came: “We want to hear you more often,” “You should have your own podcast.” At the same time, I have always felt comfortable in front of the camera, and the idea of creating video content already existed within me, but with a big cloud of fear above it… that “what if?” What if I don’t do it well? What if it won’t be anything special or different? What if it won’t be appreciated?

However, “Nevoia de Oameni” was born from a deeply personal experience combined with unexpected public support: my need for people in a moment of loss, and the desire to give back what I received from the community—support, time, attention, love, and meaning. This human motivation was the foundation of the entire project, and I believe this authenticity is what made the podcast so well received.

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

Mădălina: Over time, I have often heard that I am perceived as a strong woman, to the point where it has almost become a label. I think that would be the first thing that comes to mind. The rest depends on each person’s experience with me, and I don’t think I am in a position to use words on behalf of my collaborators or acquaintances, although I admit I would be curious to read or hear their thoughts

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

Mădălina: The most important decision I made was not strictly professional, but rather about how I position myself toward life and work: choosing not to build from fear or the need for validation, but from truth.

A key moment of this choice was in 2017, when I told myself for the first time, without irony and without a mask, “I am an artist’s wife.” Not as a social role, but as a form of acceptance—that my life would be connected to creation, risk, instability, and meaning, not just safety or status.

From that point on, I began to no longer want to follow directions that did not represent me, and I accepted that my trajectory would change. It was a decision made from the heart, openly and consciously assumed both personally and professionally, and it reshaped my path in every way.

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

Mădălina: My leadership style was built at the intersection of something innate and something learned. From a young age, I felt the need to organize, coordinate, and provide direction, and this was later confirmed professionally in all my corporate roles, where I reached leadership positions in less than a year.

On the other hand, I do not believe in leadership that comes only from instinct. I was fortunate to meet very different people, from whom I learned both what a good leader means and what I do not want to become. These “encounters” helped me refine my style and understand that real authority does not come from position, but from coherence.

A constant reference has been the education and value system from my family, which I have never abandoned, regardless of the role I held. Thus, my decision-making is a mix of instinct, experience, and clear principles, and my leadership has been built through a lot of practice, not abstract theory.

C&B: How does your approach differ in radio compared to other audio communication formats?

Mădălina: I don’t feel that I fundamentally change my approach from one medium to another. My voice remains the same, whether it’s radio, podcast, or any other audio format. For me, the difference is not in the channel, but in how I show up: attentive, curious, sincere—even vulnerable.

I believe audiences can feel when someone is playing a role and when someone is speaking from a real place. I choose not to adapt a persona to the medium, but to bring the same authenticity wherever I communicate.

For me, what matters most is the content and the relationship with the interlocutor or the audience. Regardless of the medium, I try to create the same type of space: one of real dialogue, not performance. I think this consistency is what makes my voice recognizable.

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

Mădălina: My days are not usually “typical,” and they rarely resemble one another. I like this way of living, where there is no fixed pattern, but rather a mix of projects, meetings, creation, and personal time.

I try to consciously divide myself between my work and my people: family, friends, and time with myself. For me, the greatest satisfaction does not come from checking off tasks, but from moments when I truly feel present—whether in a meaningful conversation, a moment of quiet, or a project taking shape.

A good day that brings me satisfaction can come from building Lego with my daughter or from a successful ZERO STRES radio show. At the same time, I have never liked feeding the less good moments, and in this way, I manage to find plenty of situations each day that bring me satisfaction.

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

Mădălina: My values come from the education I received in my family and from my choice to remain true to myself, regardless of context. Respect for people, honesty, love for life, gratitude, and responsibility for what I build are my main guiding principles.

I apply them daily through how I make decisions and how I work with others: I do not negotiate truth for quick results, and I do not sacrifice people for efficiency. I strive to create relationships based on trust and projects that have meaning. For me, principles are not theoretical statements, but concrete criteria by which I live my life.

C&B: What are the essential elements that make a podcast memorable, from your perspective as a host?

Mădălina: I believe a memorable podcast begins where guests feel safe to be themselves, without filters or pressure, without the fear of sensationalism. When a guest feels safe to be sincere, relaxed, and authentic, that is the best way to remain in the listener’s mind and emotions.

From my perspective as a host, the elements that make a podcast memorable are two: sincerity and a relaxed conversation. When guests feel comfortable and can be authentic, the dialogue becomes alive and relevant. I try to build this framework through attention, patience, and empathy, so that each episode becomes more than just an exchange of ideas—it becomes a human experience that stays in the listener’s memory, like listening to two friends sharing ideas over a cup of tea.

C&B: What new projects do you have planned, either in radio or online?

Mădălina: My already visible and well-known projects will continue and evolve alongside me, as a natural extension of the path I am on.

At the same time, there is a massive project that is just beginning to take shape, which I am keeping like New Year’s fireworks: I will reveal it when the impact is exactly what I envision and desire. Until then, it remains a promise of energy and surprise for those who follow me.

Mădălina’s story reminds us that true success is not just about results, but about the meaning we give to every step. Through authenticity, courage, and ownership, she shows that the most valuable things we build come from truth and reach people.

The post Mădălina Crețan: Between business, loss and rediscovery. A story about meaning appeared first on careers-business.com.

For companies and brands, the first signs of a crisis do not always appear in macroeconomic indicators. They also show up in people’s behavior.

Recent retail data reflects this shift: food sales dropped by over 21% in January 2026 compared to December 2025, a sign that households are rapidly adjusting their consumption behavior in a tense economic context. This economic shift also has a less discussed consequence: a crisis of trust.

According to the Edelman Trust Barometer 2026, economic anxiety is now one of the main factors eroding social trust. The study shows that around 70% of people say they hesitate to trust individuals or organizations that use different sources of information or hold different values. In such a climate, negative information—even false information—spreads much faster and is more easily believed. For companies, this is a major vulnerability.

In over 22 years of working in communication and crisis management, I have seen this mechanism repeat itself many times. Reputational crises do not always occur when you make a major mistake. Sometimes they arise from a combination of a tense social context, incomplete information, and the speed at which it spreads.

Today, technology amplifies this phenomenon. Artificial intelligence has democratized content production: credible images, texts, or video clips can be generated in minutes. At the same time, social media algorithms favor emotional and polarizing content—exactly the type of information that spreads the fastest.

The result is an information ecosystem in which reputations can be affected extremely quickly. In many cases, reputational crises no longer stem from real company issues, but from perceptions or incomplete information that go viral before the organization has time to react.

However, fake news has a different dynamic than a classic crisis. One of the most common mistakes I have seen over the years is companies’ reflex to aggressively debunk false information. Intuitively, it seems logical: if the information is false, you explain and correct it.

In reality, things don’t always work that way. Once fake news reaches a certain volume of online conversation, attempting to debunk it head-on can have the opposite effect: it amplifies it, because that’s how algorithms are designed. This phenomenon is known as the Streisand effect—the moment when trying to correct or hide information only makes it more visible.

In the digital age, algorithms don’t help at all. On the contrary, they favor exactly the type of content that generates strong emotional reactions. And denials, controversies, and public disputes are precisely the kind of content that keeps the conversation alive.

There is also another common trap: trying to respond to fake news exclusively with rational arguments and detailed explanations. This doesn’t always work either.

Social psychology shows us that people are wired in a paradoxical way: we often care more about the perception of the majority than about our own analysis of the facts. We tend to adjust our opinions to align with what we believe others think. That’s why people can be influenced by fake news even when, rationally, they know the information is false.

In such situations, companies must understand that the stake is not just factual truth, but also social perception. It is not enough to prove that the information is false, but it is essential to act quickly and try to remove the false information from media platforms as fast as possible (and this is where the discussion begins about why I still believe more in press communication than influencer communication—but that’s a topic for another time). It is equally important to show that others also believe the information is false.

Social validation—coming from experts, opinion leaders, institutions, or relevant communities—often becomes more powerful than a company’s technical explanation.

For entrepreneurs, the lesson is simple: reputation is no longer just an image or marketing element. It has become business infrastructure.

In times of economic uncertainty, companies that people trust are the ones that manage to retain customers, employees, and partners. The others become much more vulnerable to perception-driven crises.

From crisis communication consulting experience, there are three simple things entrepreneurs should keep in mind in 2026.

The first is information speed. In a world where fake news can appear at any time, a company’s greatest vulnerability is silence. Organizations must constantly monitor conversations about their brand and be ready to quickly clarify incorrect information.

The second is behavioral consistency. Trust is not built in a single campaign or one inspired communication moment. It is built through a long series of small moments in which the company proves it is transparent, responsible, and consistent. In a crisis, you don’t start building reputation—you only test it. After two decades of working in reputation management, I have seen companies that navigated difficult situations relatively easily precisely because they already had this trust capital. And I have seen organizations collapse reputationally not because of the crisis itself, but because they lacked this foundation.

The third is preparation. One of the biggest myths about crises is that they can only be managed when they occur. In reality, the first stages of proper crisis management begin long before: scenarios, internal training, simulations, and, perhaps most importantly, the courage to put on paper even the most unpleasant or unlikely risks a company might face (once you see them and name them, they are no longer a surprise).

This exercise is not comfortable for any organization. But it is essential. Companies that imagine the most difficult scenarios in advance are almost always the ones that respond more clearly when something actually happens.

All of this starts from the same reality: we live in an economy of suspicion. Economic anxiety, social polarization, and the explosion of generative technologies create a context in which perceptions can shift extremely fast. For entrepreneurs, the challenge is no longer just to grow their business, but to protect their trust capital.

Paradoxically, in a world dominated by technology and algorithms, the competitive advantage remains a deeply human one: trust.

The post The economy of suspicion: Why trust is becoming the most valuable asset for companies appeared first on careers-business.com.

Cristian Chirnogeanu is, first and foremost, a full-time father and husband; only after that, an entrepreneur. He is married to the woman he knew he would marry since he was 10 years old and has a “cool” kid, exactly how a Chirnogeanu should be. He loves his family life and treats it as his most important investment.

He is the co-founder of CORNiCO Snack Food. He has made many mistakes—some he didn’t learn much from, but others taught him how to learn from them. His flaw? He works a lot. Just kidding. He works a lot, but sometimes he also gets bored of work. He draws energy from people, and if the work doesn’t involve interaction or isn’t useful to others, he no longer finds meaning in it. He is a social liberal. He enjoys entrepreneurship, but equally cares about people and the idea that things should work well for everyone.

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

Cristian Chirnogeanu: What defines me is more related to my family life than to my business life. However, if I were to identify a few key moments that influenced my professional path, they would be:

2015 – In a martial arts gym, I met the general manager of one of our main competitors today.

2019 – We opened the CORNiCO Snack Food Services branch in Romania.

2020 – The pandemic gave us the time and context needed to position ourselves in a market that had been largely monopolized until then—the Fan Food industry.
Yes, that’s exactly what I’m saying: for us, the pandemic was an opportunity.

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

Cristian Chirnogeanu: It depends on what we mean by difficult moments.
The most difficult moments were actually the ones I caused myself.

I’ll choose this one: in 2020, without formal entrepreneurial training, in a context where many of our clients were completely blocked, I decided to rent a larger warehouse—even though we didn’t have an immediate real need for it.

I did it based on a principle I had read in books: “in times of crisis, you must invest.”
Without a concrete plan and without a clear structure, that decision brought us very close to shutting down.

Looking back, it was one of the most valuable lessons: courage without strategy is not entrepreneurship, it is pure risk.

Here, the advice would be not to read books anymore. Just kidding. The real advice is not to apply mechanically what you read, without context, without numbers, and without a plan adapted to your reality. Books provide direction, not ready-made decisions. Entrepreneurship begins where you filter information through your own market, your own cash flow, and your own risk.

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

Cristian Chirnogeanu: My goal is to live long, live well, and be free.

And if along the way I can help other people do the same, then the journey becomes truly fulfilling for me.

C&B: Cornico.ro covers a very diverse range of products, from popcorn machines and nacho accessories to packaging and ingredients. How do you decide which products enter your portfolio?

Cristian Chirnogeanu: I’d like to know the answer to that myself.

A client who is used to a certain product in a cinema or stadium is very hard to convince to try something else. There are many people who tell us:
“I go to the movies just to eat nachos, especially for that cheese.”
Try convincing that kind of client to choose something else.

What we bring to the market are not just products, but indulgence moments—what we might commonly call “cheating moments.” People don’t come to eat differently; they come to reward themselves.

For this reason, the selection process is very rigorous. We receive many samples, we test a huge number of products, and without exact statistics, I can say that under 10% of them make it to real market testing, in commercial conditions.

I constantly attend industry fairs, where we discover new products that can naturally align with what we already have in the portfolio, without forcing changes in consumer behavior.

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

Cristian Chirnogeanu: Usually, people say that we seem like a very relaxed company.

However, when they look at the numbers and our evolution, they are often pleasantly surprised. That is actually the direction we want to reach. I would like CORNiCO Snack Food to be described like this: “It’s a relaxed company that handles any situation calmly, objectively, and with maturity.”

I know we’re not fully there yet, but this is the standard we set for ourselves and build toward every day.

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

Cristian Chirnogeanu: AIKIDO

Going to Aikido classes was by far the best thing I’ve done for myself.

It taught me to stay calm under pressure, not to force confrontation, and to use the energy of the context in my favor—lessons that apply just as well in life as in business.

C&B: What differentiates the equipment and raw materials you offer from other solutions on the market?

Cristian Chirnogeanu: Clients appreciate our openness in teaching them how to use our products so that it benefits them commercially, not just selling to them.

Our main differentiator is price. We are positioned above the market average, but the value clients receive is directly proportional to what we ask. We don’t just sell products, but also know-how, stability, and predictability.

Our clients are those who want to build a premium segment in the market, who also take care of their end customers. And when we talk about individuals, they are people who want the best for their families.

This should not be seen as positioning against competitors—on the contrary. We have different categories of clients, even if at first glance we operate in the same market. Our competitors do a very good job for the segment they serve.

There are situations where we send clients to competitors when we cannot deliver exactly what they need. We see this as a sign of maturity and respect for the market.

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

Cristian Chirnogeanu: My day starts around 6:30. I don’t use an alarm; although it may seem counterintuitive, alarms make me sleep poorly because I’m afraid I won’t hear them. So I wake up when my body tells me it’s the right time.

After 9:00, things get busy. If this were a video game, we’d say the characters are loading.
At that point, I paradoxically become less productive, but I’m immediately activated by a client who needs advice, help, anything. I really enjoy being of service to people.

It’s office work, but often also warehouse work. I like staying connected to what actually happens in our warehouse, not just what’s on paper.

Then comes my favorite moment: when I get home to Felix, our little boy. I tell him “The Jungle Book” story and we read from “Doctor Aumădoare.” These are, without a doubt, the most beautiful moments of the day.

Sometimes I go shopping before getting home, but more occasionally, usually weekly.

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

Cristian Chirnogeanu: My main value is freedom—my freedom and the freedom of the people around me. That’s when I know I’m on the right path.

C&B: What trends do you observe in the food service and fast food industry, and how do you adapt your offering to stay relevant?

Cristian Chirnogeanu: It’s important to mention that we only marginally touch the fast food segment. Our real market is Fan Food—places where people go to have fun and where our products complement the experience: cinemas, stadiums, events, entertainment spaces.

Even though I said there are people who come “for nachos and cheese sauce,” the reality is that our products are an added benefit in a context where people primarily come for the experience and entertainment.

Market trends are well known: healthier food, fewer calories, less sugar, less processing. We are not in conflict with these trends.
For example, popcorn is undoubtedly one of the healthiest classic snacks when we’re talking about fresh snacks, prepared correctly and consumed in the right context.

C&B: What are the strategic plans for Cornico in the next 3–5 years? Portfolio expansion, internationalization, or new services?

Cristian Chirnogeanu: CORNiCO Snack Food’s plans are not designed for 3–5 years, but for a much longer horizon.
We don’t constantly change direction or reinvent our strategy year after year. We have the same plan, consistently applied over time: to educate the market and bring cool products, regardless of context or market.

Yes, we are constantly looking at expansion into other countries. We have branches in several states and distribute to even more. For example, from Romania we consistently deliver to Bulgaria and the Republic of Moldova. If we include occasional deliveries, we have long surpassed Europe’s borders.

For us, however, the rule is clear: existing clients have the highest priority.
New plans only appear when we are sure they do not affect relationships and the level of service offered to current clients.

Growth, in our vision, does not mean expansion at any cost, but continuity, trust, and long-term building.

For Cristian Chirnogeanu, entrepreneurship is not about rapid growth or spectacular decisions, but about balance, clarity, and consistency.

The post Cristian Chirnogeanu, CORNiCO Snack Food: Business doesn’t start with ideas, but with assumed decisions appeared first on careers-business.com.

Radu Birlică is a civil engineer and, since 2023, an entrepreneur, founder of a company specialized in SSM and PSI services, construction site coordination during both the design and execution phases, waste management, and RSVTI services. At the age of 25, he collaborates with over 150 companies in Bucharest and Ilfov. His work is focused on safety, genuine compliance, and practical support for companies and developers.

C&B: How did the idea of starting this business come to you?

Radu: The idea emerged from the experience I accumulated over time and from a careful analysis of the market. I noticed that, in Romania, there are very few companies offering all the essential services required for a business to operate in an integrated manner — from occupational health and safety and fire prevention services to occupational medicine, waste management, RSVTI services, and construction site coordination. Having the professional qualifications required to provide these services, I decided to build a business that would respond coherently and professionally to the needs of both office-based companies and those in the construction sector.

C&B: What is the market you operate in like?

Radu: The market I operate in is broad and constant, as every newly established company is required to ensure occupational health and safety and fire prevention services, as well as occupational medicine for its employees. At the same time, every warehouse or construction site that uses lifting equipment or pressure equipment requires RSVTI services, and any construction site must benefit from SSM coordination starting from the design phase.

All these services provide safety both from a legal and operational perspective, contributing to accident prevention, business continuity, and the protection of investments.

C&B: From your portfolio of products and services, which are the most requested and why?

Radu: Occupational health and safety services, construction site coordination, and RSVTI services are the most requested, as they form the foundation for the legal and efficient operation of any company or construction project. Clients increasingly understand the importance of preventing problems from the early stages.

C&B: What career or business did you dream of having as a child?

Radu: Since childhood, I wanted to become a successful businessman, attracted by the idea of building something on my own and being responsible for important decisions.

At that time, I did not have a clearly defined direction, but I always knew I wanted to work in a field where hard work, discipline, and seriousness would make the difference. Over time, and with the experience I gained — considering that I started working at the age of 16 — I better understood how the professional environment functions and discovered the field that suits me, where I can combine the technical side with the entrepreneurial one.

C&B: What advice do you have for those at the beginning of their journey or those who are undecided?

Radu: I would recommend that they constantly invest in their professional training through accredited courses and relevant specializations in their field, because this is the foundation of any solid career path. Real competence, doubled by discipline and seriousness, makes the difference in a competitive environment and provides long-term credibility.

At the same time, from my own experience, I consider the balance between work and personal life essential.

For me, free time means travel, sports, quality time spent with loved ones, and experiences that take me out of my comfort zone and make me feel that I am living life to the fullest, beyond the professional space.

These activities help me disconnect, maintain mental clarity, and return more focused and efficient in my professional activity.

I believe that long-term performance does not come from overwork, but from the ability to manage your energy in a healthy way, not just your time.

C&B: If you had a potential client in front of you, what would you tell them?

Radu: I would tell them that my role is not only to ensure legal compliance, but to actively contribute to the safety of their people and the protection of their business. A project that is well managed from an occupational health and safety and technical responsibility perspective is a safer, more efficient, and more predictable project in the long term.

Radu Birlică’s story is about rigor, accountability, and long-term building — both literally and figuratively. From his first professional experiences starting at the age of 16 to the development of a solid client portfolio, his journey demonstrates that success in entrepreneurship comes from real competence, discipline, and the ability to look beyond legal obligations toward genuine safety and sustainable partnerships.

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Flavian Dobre is a multi-industry entrepreneur operating simultaneously in food, hospitality, food manufacturing, and the film industry, building a complex ecosystem of brands and business lines. His portfolio includes Pasticceria Flavian Dobre, KNL Chicken, Taste OnSet, Master Bakery, Moara cu Noroc, and Dr Gusto — the largest chocolate decoration factory in Eastern Europe, a project with global ambitions — as well as Buftea Film Studios and the production house Cine Couture, with all departments integrated: set design, makeup, construction, electrical, camera, sound, SFX, VFX, and post-production. His business model works transversally, combining creation, operations, and technology on a platform built for local and international scaling.

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

Flavian: My journey has three defining stages. The first was professional training and experience in international competitions, where I learned rigor, technique, and discipline. The second was entering entrepreneurship and creating brands in the food & hospitality sector, from Pasticceria to KNL Chicken and Taste OnSet, where I understood what product, process, and scaling truly mean. The third stage is the current one, where I build multi-industry ecosystems — food, manufacturing, retail, trading, traditional horeca, and film — with operational logic and international ambition. This is the stage where gastronomy meets industry and entertainment.

C&B: What has been the biggest challenge since launching KNL Chicken, and how did you overcome it?

Flavian: Differentiation in a crowded segment. Fried chicken is beloved but hard to elevate beyond the “commodity” zone and very difficult to scale consistently. We had to work simultaneously on product, process, and brand — recipe, texture, seasoning, time management, and visual identity. When all of these started working together, KNL moved from being “just another brand” to a “brand with personality” and, more importantly, a “scalable brand.”

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

Flavian: Yes — to set a standard. In Romanian gastronomy, people often jump to inspiration and struggle with discipline. My dream has been to prove that you can raise the level in an industry if you build process, technology, brand, and team, not just product.

C&B: How did you look at the beginning of your journey, and how do you feel you have transformed until now?

Flavian: At the start, I was a technician obsessed with details. Today, I am an entrepreneur working across entire industries — food, manufacturing, trading, retail, horeca, film, and entertainment. I’ve learned that technique without vision remains craftsmanship, and vision without execution remains a story.

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

Flavian: That I am demanding, quick to decide, and hard to satisfy. I believe they would also say that I am fair, accountable, and persistent. In business, loyalty and responsibility weigh more than initial enthusiasm.

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

Flavian: Not to remain in a single industry. Pastry shaped my discipline, but expanding into street food, manufacturing, film catering, traditional retail, and filmmaking opened my appetite for ecosystems, not just brands. That’s where everything changed.

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

Flavian: Partly instinct, partly maturation. In the kitchen, you learn rhythm; in film, you learn coordination; and in manufacturing, you learn process and the cost of error. My leadership is a combination of craft and strategy, responsibility and scalability.

C&B: What makes KNL Chicken different from other street food options or fried chicken restaurants in the local market?

Flavian: The difference is in the system. Marination, flour, spices, frying, and timing are industrially standardized, not left to “eyeballing.” The brand also has an aesthetic and a voice that set it apart from the “generic” category.

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

Flavian: My days are divided between product development, operations, film, and manufacturing. Satisfaction comes from progress — a new product that works, a location that performs, a shoot that comes out flawlessly, a factory hitting its rhythm, a cultural project beginning to breathe.

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

Flavian: Respect for the product, respect for people, and discipline. Discipline beats talent and enthusiasm in any industry.

C&B: How did the idea of KNL Chicken come about, and what inspired you to start a brand dedicated to such a beloved product as fried chicken?

Flavian: From curiosity and dissatisfaction. I wondered why fried chicken hadn’t been elevated to the level burgers or pizza had reached. I wanted to see if I could transform a popular product into a premium product, with identity and a scalable model.

C&B: What plans do you have for KNL Chicken — local expansion, franchises, new menu items, collaborations?

Flavian: KNL is built for scaling through both franchises and company-owned units. Local and regional expansions are next, along with entries into malls and airports, plus a menu adapted to different markets. Collaborations are inevitable, but we want them to be intelligent, not just commercial.

Flavian Dobre’s journey shows that success comes not only from passion but from discipline, strategy, and the ability to build sustainable ecosystems.

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Nina Stan is the co-founder of Frigmania, a company specialized in modular systems and refrigeration solutions. Under this umbrella, Frigmania develops and delivers modular cold storage spaces (rooms and refrigerated containers), highly customizable special containers, and modular factories, complete industrial solutions designed primarily for the food industry, focusing on small and medium capacities.

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

Nina Stan: Looking back, my professional path began in a context very different from today. As a young graduate, I had no choice when I entered the workforce, I received an assignment, as was customary then, at the dairy products factory in Brașov, as a refrigeration engineer. Fortunately, it was a field close to what I had studied, but the reality of the factory was completely unknown to me.

I remember very clearly the moment when my boss asked me to place an order with a supplier, and I understood almost nothing of what he had told me. I did not know what an order meant, I did not know what a supplier was. It was my first direct contact with the real world of production and business. The good part is that I adapted quickly and learned everything there was to learn.

After a few years, the need for change arose. I had become bored with the routine and the opportunity came to take over the management of a research and development office. It was a very beneficial period for my professional development, in which I could experiment, think of new projects, and broaden my perspective.

As is characteristic of me, at some point I felt again that I had to move forward. I joined a company whose main activity was refrigeration installations. Practically, I returned to my basic profession, but in a much more applied way. Over ten very beautiful years followed, full of challenges and intensive practical learning.

When the company I worked for began to function inadequately, I realized something essential: if I want things to be done the way I believe is correct, I cannot rely only on someone else’s system. That is how the decision to start on my own came about.

In 2014, together with my partner, Doru Polosan, we started what today is the Frigmania brand, with an online store of products and components for refrigeration installations. It was the moment when my professional path became definitively linked to entrepreneurship and the idea of building something of our own, from scratch.

Today, Frigmania has evolved far beyond the component area and operates as a “Modular Systems” platform: we develop modular cold storage spaces (rooms and refrigerated containers), special containers for atypical or highly technical applications, and modular factories, that is, complete industrial solutions for producers who need flexible, scalable, and efficient units.

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

Nina Stan: If I were to talk about the most difficult moment, I would say that it is not necessarily in the past, but rather in the period we are living now, at Frigmania. I cannot honestly say that I have overcome it, we are still in the middle of it.

Recently, many difficult situations have accumulated: cash flow pressure, financing challenges, productivity issues, and above all, the effort to develop and launch new products. This year we produced certain types of products for the first time, in collaboration with a partner from Italy. The experience was valuable, but also complicated. I admit that we were too little attentive to the negotiation of the collaboration, and this is now reflected in the way our finances and organization are affected.

I do not have a round story of the type “it was hard, but I passed with flying colors”. We are still in the process of adjustment, learning, and reorganization.

What I can say, however, is that this difficult period forces us to be more rigorous: to be more attentive to contracts, to how we choose partners, how we organize productivity, and how we evaluate risks before embarking in a new direction.

Even though it is hard, we remain optimistic. We have new products with potential, we have solid technical experience, and we are willing to learn from our own mistakes. Perhaps that is actually the key: to recognize the difficult moment without victimizing yourself, and to continue looking for solutions together with the people you started the journey with.

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

Nina Stan: Yes, I believe that in any professional path there is a “red thread” that guides you, even if sometimes you do not see it clearly at the moment. For us, this red thread has always been the desire to do things that others do not do: to identify unmet needs in our field, in refrigeration installations and modularity, and to provide concrete solutions where the market does not yet have answers.

We were not interested in being just another player “among others”, but to build missing products and concepts, to bring something new in the way refrigeration and modular solutions are designed, promoted, and delivered.

If you manage to do this consistently, recognition as an expert or a reference in the field comes, eventually, almost naturally. In our case, we had confirmation in a very direct way: we saw market operators who faithfully copied both the products we developed and the way we promoted them or brought them to market.

It may not be the most comfortable form of validation, but it is, without a doubt, one of the clearest: it means you have managed to create something relevant enough to become a model for others. And that confirms that our red thread, being where no one is yet, makes sense and is worth following, regardless of obstacles.

C&B: How did you look at the beginning of the journey and how do you feel you have transformed to the present?

Nina Stan: At the beginning of the journey, I was like many entrepreneurs at their first project: very optimistic and very confident. When we launched the online store for refrigeration components, the fact that no other similar store existed in the market made us believe that “we were breaking new ground”. It seemed obvious that, having this free niche, things would flow by themselves.

Obviously, reality quickly showed us that this was not at all the case. Our field is very specialized, and in the area of refrigeration installations, you cannot sell “just products” without a very strong consultancy component behind it. For years, we explained to each client what they needed, what type of component suited them, what size, in what combination with other elements, so that a functional and correctly sized assembly resulted.

At some point, we realized that in the form we were operating then, we could not make money. Just selling components, explaining everything from scratch each time, was not a sustainable model. We then tried to also do works in the field, with teams, employees, and construction sites. It was a period in which things went well, it was “okay”, but it did not bring the type of satisfaction we were looking for.

If at the beginning we were much more enthusiastic than lucid, today we are much more grounded in reality. We look at business differently: we analyze more carefully which products are worth developing, what type of clients we want to serve, what collaborations we accept and what we do not. We moved from the idea “to be the first to do something online” to the idea “to build solutions that solve real needs in Romania”.

In short, at the beginning we looked like entrepreneurs convinced that a good idea was enough. Today, we see ourselves more as mature practitioners who know that an idea must be supported by structure, healthy work models, and realistic decisions.

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

Nina Stan: I believe the team and collaborators would describe me, first of all, as a trustworthy person. Those who work with me know that if I said something, it happens, maybe not always at the ideal pace, but always with seriousness and commitment. I am a person of my word.

They would probably also see me as someone who “can do anything” and tries to solve everything for them. Many times, I am, in a way, “the mother” of the team: the one to whom all problems, technical or human, are brought, the one they come to when it seems there are no solutions. It is not always easy to play this role, but I believe it came naturally from my way of being, involved, protective, and attentive to people.

At the same time, I am aware that I am perceived as demanding. I am not the type to say “it will do”. I expect seriousness, rigor, and responsibility because I know how much quality matters in any field.

In short, I think they would say that I am a person you can rely on, who takes on the hard work and does not avoid responsibility, neither for projects nor for people.

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

Nina Stan: Looking back, I realize that my professional path was not marked by a single “big decision”, but by several turning point decisions. Leaving the factory, taking on a research and development role, joining a company specialized in refrigeration installations, then the step into entrepreneurship, and finally building the Frigmania brand, all of these changed the direction each time.

I cannot say, however, that one was “the most important” or that I can declare for sure that the decisions were good. The truth is that we can never know this completely. If I had not made a certain decision, I cannot know what would have happened instead.

What I can say is that each major decision came from a combination of context, constructive dissatisfaction, and a desire to be closer to the way I feel things should be done. Each step, whether towards more stability or, on the contrary, more risk, changed my trajectory and brought me to where I am today.

Perhaps, more important than the decision itself, was the fact that I assumed it fully and chose to build something based on it, instead of staying stuck in the question “what if…”.

C&B: How did you build your leadership style or the way you make decisions? Was it a natural process or learned?

Nina Stan: I believe leadership style is built step by step, but it starts from something that exists within you from the beginning. I am convinced that there must be a “seed” of leadership in you from birth. If you do not have this seed, if you do not have that inner tendency to assume, to step forward, you risk always remaining in the place where others have pushed you.

At the same time, this seed is not enough. My style was formed over time, through a lot of practice and many real situations, not from theory. I learned from my own decisions, from mistakes made, from moments when I said “yes” too quickly or, on the contrary, hesitated too long. I also read, observed other leaders, but the most important formative factor was direct field experience.

A very important element of my style is that I like to be the first to show how it is done. I do not ask the team or collaborators to do anything I myself am not willing to do. I go into details, I literally get my hands on the work, I explain, draw, test. I work very hard to understand things well and do them as well as possible. This also gives me the authority to demand high standards from others because they know I am speaking from practice, not theory.

So, if I were to summarize, I would say that my leadership style is a combination of a native instinct to assume responsibility and continuous learning from reality, coupled with the desire to always be the first to get involved and show concretely how it is done.

C&B: What do you think differentiates Frigmania or your professional approach from the rest of the industry?

Nina Stan: I would summarize the difference in three simple points:

We think in assemblies, not in “pieces”
Frigmania does not just sell isolated products, but complete concepts of modular systems. When we work on a project, we look at the whole: space, flow, temperatures, volume, type of product, mode of use. Whether we talk about a cold room, a container, a technical space, or a small modular factory, our interest is that everything functions logically and efficiently, not just ticking off a list of equipment.

A clear solution structure, Modular Systems, the technological umbrella under which we design all solutions
Modular Factories: complete industrial solutions for those who need production lines or flexible processing units
Modular Cold Storage Spaces: rooms and refrigerated containers, which are the basis of many projects
Special Containers: the part where we customize, adapt, and bring things into the high technical area

This structure helps us not to sell “randomly”, but to understand where each project fits and how it can grow over time.

Very high personal involvement
We do not manage from a distance. We are directly involved in projects, solutions, and technical discussions. My style is to be the first to get involved and show how it is done, not just “coordinate from behind”. I believe people feel this and trust that we do not propose anything we would not be willing to do ourselves.

The fact that, over time, I have seen products and promotional methods in the market copied almost identically from what we did confirms to me that our approach is distinct, visible enough to become a reference.

C&B: What does an ordinary day look like for you now and what moments of the day give you the most satisfaction?

Nina Stan: My day usually starts at 7:00 with a coffee and a first round of checks: emails, messages, social networks, reactions to what I communicated, things that need adjustment or require a quick response. This is the moment when I align my day with what happened “overnight” around us, clients, collaborators, partners.

Around 9:00 I arrive at the office and enter the operational part: I check the projects in progress, where there are blockages, what steps need to be taken next, who needs clarification or support. This is the more technical and pragmatic part of the day, where I try to ensure that things do not remain suspended and that everything we started moves forward.

I usually reserve afternoons for projects that are only mine, those in which I need more quiet, strategic thinking, and space to create. This is actually the most beautiful part of the day for me: moments when I can let my imagination run free, sketch new products, think concepts, and connect ideas.

A workday almost never ends before 19:00. Entrepreneurship does not have a “from-to” schedule, and in my case, the line between “work” and “life” is very thin. I work a lot, but I assume it, because most of my energy goes into things I feel have meaning and a future.

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

Nina Stan: For me, values are not something you put nicely in a presentation and then forget. They are visible, or not, in the way you work every day.

At the center of what I do are a few very clear principles:

Honesty and integrity: towards clients, collaborators, and the team. If something is not realistic or I do not believe it will work, I prefer to say so, even if it sometimes means losing in the short term.
Keeping your word: for me, “I said” means “I committed”. Even if it sometimes means extra effort or longer hours, I try not to leave promises in the air.
Seriousness, in both big and small matters. From a timely email to a complex project, I try to treat each thing with the same attention.
Well-done work and quality: I do not believe in “it will do”, especially in our field, where a poorly thought or rushed solution usually costs dearly later.
Assuming decisions: I do not like to blame the context, others, or “the market”. When I make a decision, I assume its consequences, good or less good, and try to learn from each.
Respect for money and clients: I know how hard money is earned, ours and the clients’. That is why I try to recommend what is truly necessary, not just what “could be sold”.

Day by day, all of this translates into very concrete things: how I answer the phone, how I explain a project, the type of collaborations I accept or refuse, and how I take responsibility for both the good and the hard parts of entrepreneurship.

C&B: How did the idea to start Frigmania and give it this name come about?

Nina Stan: The idea to start this business came, first of all, from dissatisfaction: the fact that things were not done the way we felt they should be done. After many years spent in the field, both my partner, Doru Polosan, and I concluded that if we want to work correctly, professionally, and in the logic we believe in, we have to assume this ourselves.

Thus, in 2014, we decided together to start an online store of components for refrigeration installations, in a very niche area, almost uncovered at the time.

At some point, we needed a name for the online store. We looked for several options, played with ideas, but Frigmania was the expression that seemed most suitable to us at that moment. It was clearly related to cold and, at the same time, had something memorable, something that suggested passion for this field.

We did not know then how much it would catch on, but over time we observed that the name began to be recognized in the field. People knew us “from Frigmania”, the name circulated, and that made us take it even more seriously. We kept it, registered it, and assumed it as “our face”, the identity under which we present and take responsibility for all our projects today.

Under the Frigmania name, we now develop a whole range of solutions: from modular cold storage spaces and special containers to modular factories, small industrial units designed for producers who need flexible solutions, with controlled investments and rapid commissioning. Those who want to see our projects and application examples can find more information on www.frigmania.ro.

C&B: If you were to give a message to people who want to follow your example, what would it be?

Nina Stan: If I were to give a message to those who are thinking of following a path similar to mine, I would not promise anything “motivational”. I would say, very simply, that entrepreneurship is not for everyone and does not resemble the romantic image on social media.

I like to say, jokingly, but with much truth in it: the entrepreneur works when he wants to: he chooses which 12 hours out of 24 he works.

About money, I would say this very directly:
if you enter entrepreneurship only “for money”, there is a high chance you will be disappointed. Money usually comes much later than you imagined and only if, in the meantime:

• you have built something that truly helps someone
• you have kept your word
• you have delivered quality, not compromises

If, however, you feel you want to build something of your own, are willing to assume decisions, and learn from mistakes, then it is worth trying. I cannot promise anyone it will be easy, but I can say it is a path in which you get to know yourself very well, both as a professional and as a person.

Through experience, perseverance, and innovation, Nina Stan and the Frigmania team demonstrate that Romanian entrepreneurship can build modern, flexible, and sustainable refrigeration solutions, tailored to the real needs of the food industry and local production.

The post Interview with Nina Stan, co-founder of Frigmania: the journey of a Romanian business in the refrigeration industry. appeared first on careers-business.com.

Dorian Ilie is a copywriter, communication specialist, and founder of the Forever Summer agency. He graduated from the Department of Communication and Public Relations within the Faculty of Journalism and Communication Studies at the University of Bucharest and is currently a master’s student at the Faculty of Letters of the same university, enrolled in the Theoretical and Applied Linguistics program. His research interests focus on discourse analysis, argumentation, and pragmatics.

He has over 15 years of experience in communication and advertising, having worked for brands, companies, and institutions such as Glovo, ParkLake Shopping Center, Coca-Cola, Dell, Durex, Nurofen, HBO, Novartis, Pfizer, the European Commission, the United Nations, Heidelberg Materials, OMV, TV5MONDE, LONGi, and Canpack. In 2020 he was part of the jury for the New York Advertising Festivals, and in 2018 he served as a juror at the Romanian PR Awards and Romanian Eurobest, a competition organized by The Alternative School for Creative Thinking.

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

Dorian Ilie: I believe the difficult, pivotal, and challenging moments have defined me the most. For example, when I resigned after five years in a corporation, a comfortable job with a good salary but devoid of personal, emotional, and intellectual satisfaction, and went to Thailand for a volunteer program to learn more about communication and climate change. Another such turning point was three years ago, when I again left a job that society might see as desirable but with which I felt my relationship had ended. I followed my own path, founding my own communication and advertising agency and doing things at my own pace, according to my own vision.

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

Dorian Ilie: The most difficult moment was the passing of an important person in my life, which coincided with the opportunity to become a partner in the former agency where I had worked for almost ten years. I deliberated for a long time but ultimately declined because I felt the need to move forward and do something else.

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

Dorian Ilie: The desire and thirst for knowledge, not just to acquire and absorb new information, but to understand what it entails, what relationships are formed, and how they influence one another. Education and lifelong learning have been, and still are, values I deeply believe in.

C&B: How did you look at the beginning of your journey, and how do you feel you’ve transformed over time?

Dorian Ilie: The different stages and events of life have matured me, refined my skills, and brought me new abilities. From a naïve and idealistic young man, I became a pragmatic idealist, so not that big of a difference, really, only that now I see the world as it is, trying not to view it only as I wish it were.

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

Dorian Ilie: I don’t know exactly what they would say, but beyond anything else, I hope they would say I’m a person who shows respect, whether for ideas, people, or values. The idea of respect, in itself, is essential. Empathy, though much praised, also has its limits, while respect for others and dignity can be perennial.

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

Dorian Ilie: Transitioning from employee to entrepreneur is neither simple nor easy, but it’s far more fulfilling than staying in a place where you no longer feel you belong. I’d rather take a risk and not win than lose in the long run. Likewise, the decision to return to school for a master’s program was also important to me. I felt I was stagnating and wanted to learn and understand more, to broaden my horizons of knowledge. It was ultimately a winning bet, one of the best decisions I’ve made recently.

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

Dorian Ilie: I learned to make decisions through practice, not through personal or professional development books, which are not my cup of tea. As for books, I read literature or non-fiction, I believe they are the best sources for educating the mind and for the pleasure of reading.

C&B: What do you think differentiates your agency from others in the field?

Dorian Ilie: I don’t know exactly what differentiates it, but I’m certain we rely on creativity and agility. We’re a small agency that neither can nor wishes to compete with large agencies. We want to be, and remain, as authentic as possible, to ourselves and to others.

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

Dorian Ilie: I read the news, work a bit, play with my cat, work some more, cook, go shopping, exercise, rest, work again, then read or watch a movie.

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

Dorian Ilie: Respect, dignity, solidarity. Physical and mental health are a thousand times more important than any call, email, project, or client. If something or someone starts to affect your physical or emotional integrity, then that thing or person isn’t worth it. I prefer less and better over more and worse.

C&B: How did the idea of creating the Forever Summer agency and giving it that name come about?

Dorian Ilie: I was on a wild beach in Bulgaria one summer evening, and I wished that moment could last forever, that I’d never again dread Monday, having to return to work. I think I succeeded because sometimes I don’t even know what day it is, and I no longer count the days until vacation or the weekend.

C&B: If you were to share a message with those who follow your example, what would it be?

Dorian Ilie: “The unexamined life is not worth living,” as Socrates once said. So read, study, be curious, and reflect as much as possible on both your inner and outer worlds. Don’t stagnate, dream, and keep seeking your own path.

Beyond titles, campaigns, and projects, Dorian Ilie’s story is about the courage to remain authentic in a world that constantly pushes you toward compromise. It’s about lifelong learning, the strength to make difficult decisions, and the freedom to live in alignment with your own values. In a field driven by speed and appearances, he chooses depth, respect, and meaning, three coordinates that perhaps best define not only his work, but also his way of being.

The post Dorian Ilie: About Courage, Authenticity, and the Meaning of Communication appeared first on careers-business.com.