Costi Mihăilă is the co-founder and CEO of Boom Car Service, an automotive business built together with his partner, Cosmin, on an obsession with quality, operational discipline, and respect for the customer. Together, they have transformed a local service shop into a modern automotive services platform based on clear processes, technology, and people trained to deliver consistently. Costi brings strategic vision and operational structure, while Cosmin, passionate about paintwork and aesthetic perfection, ensures that every job leaves flawless. This is not about aggressive expansion, but about solid construction: systems, not improvisation.

Costi Mihăilă shares with us, among other things, insights into changes in the automotive services market, the most important decision he has made, and how Boom Car Service came to life.

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

Costi Mihăilă: Three moments. The first was when Cosmin and I decided to stop being just good executors and become system builders. We were both passionate about the field, but we understood that passion without structure doesn’t go far. The second was when I realized that without numbers, written processes, and measurable standards, there is no scalable business—only hard work that goes unrecognized. The third was when we refused to compete on price and chose to compete on quality and predictability. Cosmin makes no compromises in paintwork. For him, the job has to come out perfect. I make no compromises in process and organization. Each moment pushed us out of our comfort zone and forced us to build for the long term, not just live day to day.

C&B: What are the most common challenges in maintaining high standards of quality and customer satisfaction at Boom Car Service?

Costi Mihăilă: Consistency. Anyone can deliver well once. The challenge is to deliver just as well the 500th time, when the team is tired, when a complex case comes in, or when time pressure is high. The concrete challenges are continuous training of people, controlling processes at every stage, managing increasingly high customer expectations, and resisting compromises when costs rise. Cosmin is obsessive about details in paintwork. For him, a wrong shade or an imperfection invisible to others is unacceptable. I am the same with processes and adherence to standards. Quality is not a campaign; it’s a daily discipline. And discipline requires energy, structure, and the refusal to settle for “for now, this will do.”

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

Costi Mihăilă: To build, together with Cosmin, a business that functions independently of us as individuals. We don’t want to be indispensable; we want to build a solid, predictable system that delivers quality whether we are present or not. That means well-trained people, clear processes, and a strong organizational culture. Real success isn’t when you have a good day, but when your company has 300 good days in a row. Our dream is for the standards we imposed—Cosmin’s perfection in paintwork and my discipline in operations—to become the company’s DNA, not just the founders’ style.

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

Costi Mihăilă: At the beginning, we were both reactive: Cosmin fixed the cars, I handled clients, suppliers, and operational issues. We worked long hours and believed that personal effort was enough. Today, we are preventive: we build systems that eliminate problems before they arise, invest in people who take responsibility, and think strategically rather than operationally. We moved from “we do everything ourselves to make it right” to “we build the conditions so the team can do it right without us.” Cosmin perfected his method and trained people to deliver at his standards. I built processes that allow scaling without loss of quality. There’s a fundamental difference between being busy and being efficient.

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

Costi Mihăilă: Probably that we are both demanding and direct. Cosmin when it comes to technical execution— for him, the work must be perfect. Me when it comes to processes, responsibility, and honoring commitments. We ask for a lot, but we offer clarity, direction, and the resources needed to deliver. We don’t tolerate mediocrity or superficiality, but we invest in those who want to grow. And we don’t negotiate core values: respect, responsibility, quality, and keeping one’s word. We prefer to be respected rather than popular, and we know that true respect comes from consistency, not authority.

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

Costi Mihăilă: The decision, made together with Cosmin, to invest heavily in people, processes, and infrastructure even when it was simpler and more profitable in the short term to remain a “service shop that works.” We rejected the “make money fast and exit” model and chose the “build solid and endure” model. For Cosmin, this meant investments in high-performance paint booths, premium materials, and constant training. For me, it meant systems, digitalization, and written processes. It was costly and risky, but it made the difference between having a job and building a real business that can survive and grow.

C&B: How has the automotive services market changed in recent years, and how have you adapted to new technological trends and customer requirements?

Costi Mihăilă: Customers have access to information; they come prepared, compare, and verify. Cars are computers on wheels: electrification, ADAS systems, new paint technologies, complex body repair processes. Service technology is also evolving rapidly: advanced diagnostics, expensive equipment, constant updates. Cosmin continually invests in state-of-the-art paint equipment and trains continuously for new paint and finishing technologies. I have digitalized internal processes and implemented traceability and transparent communication with clients. We adapted through serious investments and continuous education. Those who don’t keep up with technology and rising standards are out of the game in 3–5 years. It’s not optional; it’s a condition for survival.

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

Costi Mihăilă: Predictability, transparency, and an obsession with details. We don’t sell repairs; we sell trust. The client knows what’s happening, why, how much it costs, and when it will be ready. Cosmin doesn’t deliver a job unless it’s perfect. For him, “almost good” doesn’t exist. I built clear processes, written standards, and quality controls at every stage. We don’t promise cheap and deliver poorly, and we don’t improvise temporary solutions. We share the same philosophy: quality is non-negotiable. In this industry, trust is more valuable than a low price. And trust is built through consistency and flawless delivery, not empty promises.

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

Costi Mihăilă: My day is about strategic decisions, analysis, and coordination—people, numbers, direction, problems that require intervention. In the morning, I check key indicators, then move into team meetings, strategy discussions, or exception handling. Cosmin spends time in the workshop, checking jobs, coordinating the paint team, and ensuring everything meets his standards. The greatest satisfaction doesn’t come from solving a complex problem, but from moments when the team functions without us, when processes hold, when Cosmin sees a perfectly finished paint job delivered by his team, and when I hear a client say, “this is exactly how I expected everything to go.” That’s when you know the system works.

C&B: What values underpin the Boom Car Service brand, and how do you manage to convey them to clients in every interaction?

Costi Mihăilă: Integrity, responsibility, respect for the client, and an obsession with quality. These are daily behaviors that Cosmin and I have modeled from the beginning: we communicate clearly and completely, meet deadlines, honestly explain what is necessary and what is not, and offer durable solutions, not quick fixes. Cosmin won’t sign off on a job if he’s not satisfied with the result. I don’t accept incomplete processes or unclear communication. Values are transmitted through repeated actions: a client receiving exactly what was promised, on time, without unpleasant surprises. That builds reputation. Correct, consistent execution.

C&B: How did the Boom Car Service story begin, and what was the moment you decided to turn your passion for cars into a business?

Costi Mihăilă: It started from a shared passion for the field and a deep frustration: lack of professionalism, improvisation, broken promises, lack of transparency. Cosmin was passionate about paintwork and aesthetic perfection. The decisive moment was when we realized that together we could build differently—correctly, organized, predictable, at high standards. We didn’t start out to make quick money, but to build a different standard in an industry where most players operate at the minimum acceptable level. That motivated us—the idea that things can be done well if you truly want to and are willing to invest in quality.

C&B: What development plans do you have for the coming years—expansion, new services, partnerships, or green technologies?

Costi Mihăilă: Controlled expansion. We don’t want 20 weak locations; we want each location to function impeccably, at the standards we have set. Premium services adapted to the mobility of the future: electric vehicles, hybrids, advanced paint and body repair technologies. Cosmin is already investing in sustainable painting solutions and eco-friendly materials without compromising quality. I’m focused on full digitalization, energy efficiency, and strategic partnerships with players who think long-term, not opportunistically. Growth that respects the values, processes, and quality we have built together. Otherwise, it’s just empty expansion.

The Boom Car Service story is not about rapid growth or overnight success, but about intentional building, clear standards, and consistency. Through Costi Mihăilă’s strategic vision and Cosmin’s technical perfectionism, the company proves that in an industry often driven by improvisation, real differentiation comes from systems, people, and respect for the customer.

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In an economic context where cost pressure, speed of decision-making, and managerial discipline have become essential, the role of the financial leader is undergoing a profound redefinition. Flavius Muntean’s journey reflects this shift: from corporate banking and complex financial structures to a flexible leadership model focused on measurable impact.

A specialist in financial management with more than 25 years of experience, Flavius Muntean has worked both in the corporate environment—within Corporate Banking—and, in recent years, through direct collaborations with companies across diverse industries. His expertise is supported by a solid education: a degree in Marketing and General Management, multiple specializations in leadership, general and financial management, and a post-university license from a reputable business school in the United States.

When a traditional career was no longer enough

For Flavius, the change did not happen overnight. As early as 2014, with accelerated digitalization, he began thinking about “the next step.” While working in Corporate Banking, he had direct exposure to the financial mechanisms of over 2,000 companies, observing not only the numbers but also the differences between decisions that accelerate growth and those that hinder organizations.

Encountering the Fractional CFO model, as seen in the United States, was revelatory. It confirmed that senior-level financial expertise can create real value without being tied to a single business or a rigid full-time role. The transition to fractional leadership was therefore natural: working with numbers, processes, and strategic decisions remained constant, but the context became more dynamic.

Why fractional: decision, speed, and responsibility

What attracted him most to this model was the freedom to choose projects and direct access to decision-making. In the first months of collaboration, the impact becomes visible quickly: financial structure, clarity on cash flow and margins, and well-defined priorities.

Challenges exist, especially when working with different industries, each with its own pace and specifics. Flavius’ approach is pragmatic: rapid diagnostics, measurable objectives, and weekly iteration. Clear communication, governance, and execution discipline are the elements that make the difference between intention and result.

How to choose where to step in

Project selection starts with seemingly simple but essential elements: chemistry and integrity. Without these, collaboration cannot work. The next criterion is potential impact—where he can “move the needle” noticeably within 60–90 days.

When necessary, Flavius builds extended teams, bringing in complementary specialists—tax, business intelligence, or legal. The objective is not merely a financial solution, but a complete one that supports the business decision.

Real impact is reflected in numbers

A notable example from his career is his work with a transportation company, where he repositioned the cost structure and implemented operational controlling. The result: a 1.7 percentage point increase in net profit margin, in a challenging market context.

The formula behind this result is not complicated, but consistently applied: clean data, clear responsibilities, and short execution rituals. Data leads to decision, decision leads to execution, and the process repeats.

Full-time versus fractional: clarity versus presence

The main difference between a full-time executive and a fractional one is not competence, but perspective. A fractional professional brings “fresh eyes” and patterns validated across multiple industries, significantly shortening the path to solutions.

Even if presence is not five days a week, the framework—clear objectives, KPIs, and well-defined routines—ensures that part-time involvement produces full-time effects. The focus shifts from presence to results.

Convincing a skeptical CEO

For Flavius Muntean, the value of a fractional professional is not explained through speeches, but through the first 60–90 days of collaboration. Cash flow becomes visible, margins stabilize, and priorities are clearly laid out.

If value is not evident, the collaboration stops. If it is, a quarterly roadmap follows. It is a model based on demonstration, not promises.

Common mistakes and the future of fractional leadership

One of the most common mistakes is treating a fractional professional as an employee. By definition, the model is oriented toward deliverables and measurable results. In the financial domain, many companies need leadership and systems more than full-time headcount.

Looking ahead, Flavius sees the fractional model becoming mainstream. Cost pressures and the need for applied expertise will drive organizations to seek know-how exactly when they need it, without permanent fixed costs.

Advice for senior professionals

For those considering this path, his recommendation is straightforward: get in the game. Choose the first project with potential for rapid impact, define 3–5 measurable results, deliver, ask for feedback, and iterate.

The fractional model rewards variety, autonomy, and an accelerated learning curve. In an economy where rapid decision-making and financial discipline make the difference, this type of leadership becomes not only relevant, but essential.

This material is an original editorial feature, produced based on a previously published interview in our niche publication, Fractional. The full interview is available here.

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