Valeriu Ogica is the Owner and Co-founder of Food Gear Romania, a company specialized in the complete setup of HoReCa spaces, the distribution of professional equipment and, perhaps most importantly, their servicing. Food Gear is not just about selling equipment, but about end-to-end solutions designed for restaurants, cafés, hotels and any business that lives by the intense rhythm of the hospitality industry.

With over 12 years of experience in the HoReCa field, Valeriu has gone through several stages of the industry and has led different departments over time, which has given him a comprehensive perspective on how a HoReCa business actually works—from operations and technical aspects to strategy and partner relationships. He does not speak from theory, but from direct, hands-on experience, gained “in the field,” where equipment must function flawlessly and solutions need to be fast and efficient.

For more than 5 years he has been an entrepreneur, a period during which he built Food Gear Romania with a practical approach focused on the real needs of clients. From the very beginning, the emphasis was placed on quality, reliability and a team capable of intervening quickly when things cannot wait—an essential aspect in an industry where every hour of downtime means losses.

His style is relaxed yet extremely professional, based on open communication and long-term partnerships. Valeriu believes in simple, well-thought-out solutions, in correctly chosen equipment and in service done on time. For him, success in HoReCa is not just about machinery, but about how it is integrated and supported over the long term.

Today, through Food Gear Romania, Valeriu Ogica continues to be a trusted partner for HoReCa entrepreneurs, offering them not only equipment and service, but the reassurance that they have someone by their side who understands the industry from the inside.

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

Valeriu Ogica: My first contact with the HoReCa industry was in the accessories area—pans, knives, utensils and everything related to the basic outfitting of a kitchen. That was the stage when I began to truly understand what HoReCa means and to familiarize myself with the dynamics of this field. That’s when I realized how much details matter and how important it is for every single piece, no matter how small, to do its job perfectly.

Later on, I moved to what I call the “real HoReCa,” namely professional kitchen equipment. This is where things became much more complex and technical, and that helped me deepen my knowledge of the field significantly. I began to understand the workflows in a professional kitchen, the pressure under which people work, and the real impact equipment has on the functioning of a business.

At this stage, I evolved toward an intrapreneurial role, getting involved not only in sales, but also in designing solutions, strategies and project development. From there, the step toward entrepreneurship came naturally.

All the experiences I accumulated, both in accessories and in professional equipment, eventually led me to the decision to found Food Gear Romania. It was the result of a journey built step by step, on practical experience and on the desire to offer real solutions for the HoReCa industry.

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

Valeriu Ogica: The most difficult moment was right before opening Food Gear Romania. Even though I had experience in the field, I felt that I couldn’t find the “perfect formula.” I was trying to align everything, but nothing seemed to come together exactly the way I wanted, which inevitably led to moments of doubt. I even started to question whether I could truly succeed in the HoReCa equipment industry.

The turning point came through my partner, Mihai. He was the one who helped me regain clarity and channel my energy in the right direction. Instead of chasing perfection, we started building something concrete, based on the experience we had accumulated and on what we knew was missing from the market.

Together we laid the foundations of Food Gear Romania, and that moment of uncertainty actually turned into a catalyst. Looking back, I believe that was the biggest challenge, but also one of the most valuable lessons: sometimes you don’t need the perfect formula, but the right people by your side and the courage to take the step forward.

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

Valeriu Ogica: Yes, there is, and it’s a principle I’ve consistently followed. I understood fairly early on that perfection does not exist and, more importantly, it doesn’t need to. What truly matters instead is that things are functional and solve the client’s real problem.

This mindset helped me enormously, especially in moments when I tended to overanalyze or wait for ideal conditions. In HoReCa, you don’t have time for perfection—you need solutions that work here and now. That was also the foundation I started from: to offer clear, applicable and efficient solutions, even if they are not “perfect” on paper.

Paradoxically, this very approach gave me a strong boost. It helped me move forward, make faster decisions and build a business that responds concretely to clients’ needs, not to theoretical standards. For me, that has been and remains the main ambition: to deliver real value, not perfect promises.

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

Valeriu Ogica: At the beginning, everything was quite ambiguous. I had a lot of energy and drive, but I didn’t fully understand why things lacked consistency. There were good periods followed by less good ones, which created frustration and many questions. I felt we were doing things right, but the results were not always predictable.

Today, the feeling is completely different. From the outside, it may seem like things are happening “just like that,” naturally. In reality, I know very well that nothing is accidental. Everything that happens now is the result of consistently investing in relationships with clients, being proactive and making no compromises when it comes to quality.

The transformation came with maturity—both personal and professional. I learned to build for the long term, not on quick fixes. And the fact that many clients and partners recommend us and choose to work with us again is the clearest confirmation that we are heading in the right direction.

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

Valeriu Ogica: I would honestly recommend that you ask them directly. I think they could say it much better than I ever could.

What I can say is that I have always tried to keep my team and collaborators close. For me, things are very clear: you cannot build anything solid on your own. No matter how much experience you have, without a good team and trustworthy collaborators, you won’t get very far.

I try to build relationships based on respect, communication and real involvement. I strongly believe in the idea of partnership, not only within the team, but also with the people we collaborate with. At the end of the day, success is not individual; it is the result of work done together.

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

Valeriu Ogica: Professionally, without a doubt, the most important decision was to open Food Gear Romania. It was the moment when I moved from accumulated experience and ideas to full ownership. It meant risk, responsibility and a lot of work, but also the clarity that I am on the right path and that I can build something of my own, based on the values I believe in.

On a personal level, the most important decision was having our second child. It’s a decision that completely changes your perspective on time, priorities and the balance between professional and personal life. It made me more responsible, more organized and, paradoxically, more efficient in business as well.

Taken together, these two decisions helped me grow both as an entrepreneur and as a person. They redefined my direction and taught me that truly important things are built with patience, accountability and a lot of commitment.

C&B: What are the most important criteria a HoReCa entrepreneur should consider when choosing equipment?

Valeriu Ogica: The most important criterion is for the entrepreneur to choose equipment based on their real, current needs, not on what they think they might do five years from now. This is one of the most common mistakes I see in the industry: investments that are too large, made too early, based on scenarios that don’t yet exist.

I especially encourage entrepreneurs opening their first location to be cautious. They should choose equipment suited to their current concept, current menu and real customer flow. At the beginning, it is essential to invest only in what is strictly necessary, and then add or upgrade gradually as the business grows. Little by little, not everything at once.

There is a temptation to “make everything perfect” from the start, but many forget that until you reach profitability, you need a solid budget to support the business. In HoReCa, the reality is clear: a business needs, on average, 6–8 months to break even, and only then does it start to grow, step by step.

Equipment should support the business, not weigh it down financially. A well-thought-out initial investment offers flexibility, stability and a real chance to build healthily over the long term.

C&B: What differentiates Food Gear from other HoReCa equipment suppliers?

Valeriu Ogica: I could answer in just a few words, because that’s exactly how our clients define us as well: reliability, promptness, proactivity and, perhaps most importantly, being human in our relationships.

We take things seriously, respect deadlines and react quickly when a problem arises, because we know very well how critical time is in HoReCa. At the same time, we don’t wait for problems to appear before acting—we try to be proactive and come up with solutions before situations become complicated.

And the “human” aspect is something you can’t fake. We speak openly with clients, explain things exactly as they are, even when that means telling them they don’t need a certain piece of equipment or that there is a more suitable option for them. From their feedback, this is one of the reasons they choose to work with us and keep coming back.

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

Valeriu Ogica: No two days are the same, and I think that is actually the beauty of entrepreneurship. Every day brings different challenges, meetings, decisions or unforeseen situations, and it’s precisely this variety that makes the work more interesting and motivating.

My satisfaction at the end of the day comes from managing to tick off as many of the objectives I set as possible. No matter how small or large they are, each achieved objective gives me energy and confidence that we are moving in the right direction, both as a business and as a team.

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

Valeriu Ogica: I always start from the premise that all people are good, until they show me otherwise. It’s a principle that guides both my professional and personal relationships.

This principle underpins the way I approach customer care, which is one of the most important pillars of Food Gear Romania. I believe that respect, patience and open communication with clients and partners are not just simple procedures, but the essence of a relationship built on trust. I apply this principle every day by speaking honestly with clients, understanding their real needs and offering solutions that are truly useful to them, without compromises and without empty promises.

C&B: How did Food Gear come about, and what need in the HoReCa industry did you identify as insufficiently covered at the time of launch?

Valeriu Ogica: Food Gear emerged from my and my partner’s desire to bring a breath of fresh air to this industry. We wanted to do things differently and respond to needs that we noticed the market was not addressing properly.

At the time of launch, we identified that in HoReCa, responsiveness to requests for quotes and prompt communication were weak. Clients were waiting days for responses or facing a lack of a truly human approach. We quickly discovered that simply answering the phone, listening to the client and helping them sincerely is hugely appreciated and builds long-term trust.

Thus, we built Food Gear Romania on the idea that promptness, professionalism and a human approach are just as important as the equipment we offer. This was our differentiator from the very beginning.

C&B: What trends do you see in the HoReCa industry that will directly influence equipment demand in the coming years?

Valeriu Ogica: At Food Gear, we constantly participate in international HoReCa equipment trade fairs, but many of the trends we identify right here in Romania, through daily interaction with our clients and collaborators.

What is clearly noticeable is that people have started to increasingly appreciate quality. Demand for products such as pizza, bread or top-quality coffee is continuously growing, and clients prefer quality over quantity.

This shift is directly reflected in the equipment needed: restaurants and cafés are no longer just looking for large machines that produce volume, but for high-performance, precise and reliable equipment capable of supporting superior-quality products. In the coming years, I believe this trend will continue and will influence all investments in professional kitchens and in the service area.

Valeriu Ogica’s journey is built on hands-on experience, conscious decision-making and a deep understanding of the HoReCa industry. Through Food Gear Romania, he proves that long-term success is not driven by perfect theories, but by practical solutions, human relationships and the ability to consistently deliver real value.

The post Valeriu Ogica and Food Gear Romania: Building real HoReCa solutions through experience appeared first on careers-business.com.

Dragoș Panait is an expert in operational consulting and concept development in the HoReCa sector, with over 15 years of experience in managing and optimizing hospitality businesses. As the founder of Next Root Hospitality Consultants, Dragoș has contributed to the launch and repositioning of both local and international brands, offering entrepreneurs strategic tools to turn ideas into sustainable and high-performing businesses.

With a pragmatic yet deeply human approach, he blends entrepreneurial vision with operational discipline, helping his clients understand that success in HoReCa begins with people, processes, and genuine passion for the experience delivered. For Dragoș, consulting is not just about numbers and procedures but a form of mentorship and partnership — a way of building healthy communities around hospitality.

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

Dragoș Panait: The defining moment of my career was when I realized, through my own experience, that in HoReCa it is not enough to have a vision or a beautiful idea — success depends on how well you understand the market and your ability to adapt the concept to the reality and needs of your audience. I learned everything I know about the operational side by going through my own mistakes, some of which were costly both financially and emotionally. It was an intense, sometimes painful process, but essential for my development as an entrepreneur and, above all, as a hospitality professional. A key moment in this evolution was founding Next Root Hospitality Consultants, when I decided to turn all these lessons into a real support tool for other entrepreneurs — so they could avoid the same mistakes and build solid, sustainable businesses.

C&B: In your more than 11 years of activity in the field, what have been the biggest challenges you encountered and how did you overcome them?

Dragoș Panait: In my more than 11 years of experience in operational consulting, one of the biggest challenges was building and maintaining stable teams in an industry defined by a fast pace and constant fluctuations. The solution came with a shift in perspective: I chose to put the person before the position and to invest in their professional and personal development. Another major challenge was finding the balance between the creative and operational sides — I learned that inspired ideas must be treated as concrete projects, tested, measured, and continuously adapted. In consulting, challenges related to clients’ projects often arise as well: there are moments when it is clear to me that an idea, in the form it was conceived, would not survive on the market. In such cases, I try to redirect the vision toward a feasible, sustainable concept, and when there is no openness to adjustments, I prefer not to take on the project — because success cannot be built without realism and adaptability.

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

Dragoș Panait: I enjoy developing new concepts and deeply understanding the mechanisms behind each project, adjusting where necessary so that a location can operate efficiently and professionally. My ambition is that after implementation, every client feels the real value of our support on a daily basis, through clarity, stability, and visible results. I am 100% involved in every project because I know that details make the difference between a promising idea and a sustainable business. I firmly believe that through education, respect for clients, and a deep understanding of the market, the Romanian HoReCa industry can become mature and high-performing.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed over time?

Dragoș Panait: At the beginning of my career, it was difficult for me to tell a client or potential client that their idea was not suitable or solid enough in the context of the market. Over time, after seeing the same pattern in numerous projects, I learned to be much more direct and constructive. Today, I prefer to ask a set of essential questions that help entrepreneurs evaluate for themselves whether their idea is ready for the market in its initial form. From there, we begin the process of adjusting and refining the concept together. With each passing year, I have adapted and expanded the services of Next Root Hospitality Consultants to cover as many areas as possible that contribute to resource efficiency and the sustainable consolidation of our clients’ businesses.

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

Dragoș Panait: I believe they would say that I am demanding but fair. That I genuinely care about both the results and evolution of each client, and the comfort and development of the people I work with. I always try to build a relationship based on respect, transparency, and mutual trust, because only in such an environment can performance and long-term partnerships emerge.

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

Dragoș Panait: The decision to continue managing my own HoReCa business in parallel with launching the consulting company. I took this step only when I was convinced that my team was mature enough, well prepared, and supported by standardized processes, so that they could operate independently without my constant physical presence. It was a strategic decision that allowed me the freedom to focus on developing new concepts for clients while maintaining real contact with the dynamics of the field.

C&B: What are the most common mistakes entrepreneurs make in the HoReCa industry, and how can they be avoided?

Dragoș Panait: The most common mistakes I see among HoReCa entrepreneurs stem from the misconception that “anyone can open a location.” Many start out driven by passion, wanting “a place of their own,” without a real understanding of the complexity of the hospitality industry — an industry that requires multiple competencies: from marketing and financial management to communication and leadership. Another major mistake is neglecting financial planning. Often, entrepreneurs invest their entire budget in setup and opening, and when launch day comes, they realize they no longer have resources for operating expenses during the first months — salaries, inventory, promotional campaigns. This is a trap that can quickly destabilize an otherwise promising business.

C&B: Which project are you most proud of, and what lessons did you learn from it?

Dragoș Panait: Each project has its own value, but I am most proud of those in which I managed to turn an unclear idea into a coherent and profitable brand. The main lesson is that success does not come from a universal recipe but from adaptation — from a deep understanding of context and audience.

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

Dragoș Panait: My days are a mix of meetings, analyses, and site visits. I enjoy the fieldwork because that is where you feel the real pulse of the industry, where you see and sense what each client truly needs. What brings me the most joy are the moments when I see a team I invested in functioning perfectly without my intervention — that’s when I know I made a difference.

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

Dragoș Panait: Transparency, respect, and responsibility. They are simple but fundamental values. I believe that any decision — whether involving a client, an employee, or a partner — must be made with integrity and long-term thinking.

C&B: How did the idea of founding Next Root Hospitality Consultants come about, and what made you focus on consulting in the HoReCa sector?

Dragoș Panait: It all started naturally, from a real market need. Within a relatively short time, I received several requests for support from entrepreneurs in the industry. Initially, I offered informal, pro-bono consulting in the form of recommendations and optimization directions. As my involvement became more consistent, I realized there was a clear demand for this type of professional support — which is when I decided to structure everything into an organized form and create Next Root Hospitality Consultants.

C&B: What development plans do you have for Next Root Hospitality Consultants in the near future?

Dragoș Panait: We are in a continuous development process, constantly adapting our services based on the real needs of our clients. Expanding our portfolio of solutions and optimizing resources for each project are not just growth directions but an inherent part of our way of working. I believe evolution comes from the ability to listen to the market and respond quickly, efficiently, and personally to the challenges each partner faces. In the near future, we will launch a recruitment project in the HoReCa field, completely different from what we see on the market today. I believe we have attracted top talent in every category of this industry, allowing entrepreneurs to benefit from the experience of people who perform at a high level in the field.

This interview with Dragoș Panait reminds us that success in HoReCa is not defined solely by creative concepts, but by strong teams, efficient processes, and a deep understanding of people.

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Andrei Gheorghe, founder and HoReCa entrepreneur with over 20 years of experience, currently manages the brands Pizzeria Geniale – one of Romania’s most awarded food trucks – and Pasta Del Popolo.

C&B: How would you describe yourself in a single sentence to pique the curiosity of those who don’t know you yet?
Andrei Gheorghe: I am an entrepreneur who believes in the power of authentic taste and memorable experiences, building brands out of a passion for gastronomy and a desire to innovate.

C&B: If we look at a narrative thread of your career or business, what were the key moments that defined you?
Andrei Gheorghe: I run a family business in HoReCa that is now in its second generation. Since 2016, I have laid the foundations of Neapolitan pizza in Romania by launching the first food truck entirely dedicated to this product – Camionetta Pizzeria, a concept that brought us nationwide recognition. This was followed by Mamizza Pizzeria, Pasta del Popolo, and as of this year, a new member joined our family – Pizzeria Geniale, the newest pizzeria in the Herastrau area, a location with a retro and relaxed vibe.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Andrei Gheorghe: Without a doubt, the pandemic was the toughest moment. We had to reinvent ourselves quickly, rethink our operations, and find new ways to stay close to our customers.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Andrei Gheorghe: Yes, I have always dreamed of creating places where people come not just to eat, but to live an experience. This desire to offer something authentic and high-quality has remained constant in everything I’ve done.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed up to now?
Andrei Gheorghe: At the beginning, I was enthusiastic but had limited resources and knowledge. Today, I am much more attentive to strategy, the team, and long-term vision.

C&B: If we met with your team or collaborators, what do you think they would say about you?
Andrei Gheorghe: That I demand a lot because I care and because I want us to do things well, but also that they can count on me whenever they need support.

C&B: What is the most important decision you have made that changed your trajectory?
Andrei Gheorghe: The decision to launch Camionetta Pizzeria. It was an innovative concept for Romania at the time and opened doors for us at all the major festivals. It brought our brand in front of a huge audience and earned us national recognition.

C&B: How did you develop your leadership style or decision-making approach? Was it a natural process or learned?
Andrei Gheorghe: It was a mixed process. I learned from mistakes, from experience, but also from observation. I realized that a good leader must be present, listen, but also have the courage to make firm decisions.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?
Andrei Gheorghe: Authenticity. We do not compromise on quality, whether it’s ingredients, recipes, or the customer experience. Each of our brands has a clear story and a strong identity.

C&B: What does a typical day look like for you now, and what moments of the day bring you the greatest satisfaction?
Andrei Gheorghe: I aim to balance family life with business, so the day begins with taking my son to school, followed by site visits, planning and discussions with the team, meetings with various partners or suppliers, and I dedicate the last part of the day to my family. Satisfaction comes from busy venues, customers’ smiles, messages of appreciation we receive, and the peace of being at home.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Andrei Gheorghe: Respect for people and quality. Every decision is measured against these principles: how it affects the team, how it affects the customer, and how we maintain high standards.

C&B: How did you come up with the idea to open this business and give it this name?
Andrei Gheorghe: For Pizzeria Geniale, I wanted a name that conveys the “wow” feeling we want our customers to experience. Camionetta was about mobility, and Del Popolo – about the simplicity and authenticity of Italian cuisine.

C&B: If you were to give a message to people who follow your example, what would it be?
Andrei Gheorghe: Don’t be afraid to start, even if you don’t have all the answers. Perseverance, passion, and the desire to learn will make the difference in the long run.

Andrei Gheorghe shows that passion, perseverance, and a desire to innovate can turn a simple idea into a successful HoReCa business.

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Alin Trușcă is the founder and CEO of EVOhoreca, a company that also includes the brands JUKO, Studio32, truEvents, and MobilaMania. For 23 years he has been active in entrepreneurship, launching Romania’s first online furniture store in 2004 and developing businesses that combine quality, sustainability, and innovation in HoReCa, urban furniture, playground equipment, and residential and consumer solutions.

C&B: How would you describe yourself in one sentence?
Alin Trușcă: I am an entrepreneur who learns from mistakes, constantly reinvents himself, and believes that people and the team are the true value of any business, even when challenges seem insurmountable.

C&B: The key moments that defined you
Alin Trușcă: Since my teenage years I dreamed of becoming an entrepreneur, and this desire motivated me to start in 2002, while still in my second year of university, with only a few months of work experience. In 2004, I launched Romania’s first online furniture store, and in 2006 I founded a furniture factory and a turnkey online store development agency, combining my passion for design and technology.
Since 2005, my wife, Raluca Trușcă, has worked alongside me, holding the position of COO of the company and actively contributing to the development of the team and daily operations. The decision to temporarily close the business came in 2009, due to financial blockages caused by the economic crisis, and it was a tough lesson in responsibility and perseverance.
The period 2011–2019 marked the peak of EVOhoreca’s growth, and the subsequent crises forced me to launch JUKO and consolidate the brands Studio32, truEvents, and MobilaMania, each with its own domain: Studio32 for premium residential furniture, MobilaMania for entry- to medium-level consumer residential furniture, JUKO for urban furniture and playground equipment, and truEvents for equipment, furniture, and special lighting for event venues and conference halls.

C&B: The most difficult moment and how you overcame it
Alin Trușcă: Between 2009 and 2011, the business went into total financial blockage: debts, lawsuits, foreclosures. I went through a period of physical and emotional exhaustion, supported only by my family. The essential part was taking responsibility and working constantly to pay off debts, rebuild the business, and keep the team intact. This experience taught me the value of resilience and perseverance.

C&B: A dream or ambition that has always guided you
Alin Trușcă: To build businesses that generate real value for clients and the community, to create stable jobs, and to prove that success comes through work, innovation, and respect for people.

C&B: How you were at the beginning and how you feel you have transformed
Alin Trușcă: At the beginning, I was naïve, impulsive, and very passionate, without practical experience. Today, at 42, I am more calculated, strategic, and aware of the impact of my decisions on the team, clients, and community. But the enthusiasm and the desire to create value have never disappeared.
Over the years, I have built a small but dedicated team, hiring entry-level colleagues whom I trained and mentored with care. Many of them have advanced and now work in large companies or have become entrepreneurs themselves, which brings me joy and motivates me to continue investing in people.

C&B: What would your team or collaborators say about you?
Alin Trușcă: They would probably say that I am demanding but fair; that I put pressure when needed, but always with the goal of achieving results; that I never give up and that I always try to encourage innovation and responsibility.

C&B: The most important decision that changed your trajectory
Alin Trușcă: The decision to temporarily close the business in 2009 and rebuild everything from scratch was the pivot of my entrepreneurial life. I learned to prioritize cash flow, relationships, and the team, and to treat every financial decision with maximum responsibility.

C&B: Your leadership style and decision-making process
Alin Trușcă: It is a combination of instinct and experience. I made many decisions “on the go,” but each mistake taught me how to plan more strategically, how to communicate more transparently, and how to involve the team. My leadership was shaped both by experience and by taking responsibility and self-mentorship.

C&B: What differentiates your business
Alin Trușcă: EVOhoreca and its associated brands are not just about profit. The difference lies in quality, customization, sustainability, and taking responsibility for everything we deliver to clients. I have always maintained the human dimension of the company, relying on close relationships with the team and on the internal development of talents, which allows us to have an authentic and high-performing organizational culture.

C&B: A typical day and moments of satisfaction
Alin Trușcă: A day starts with numbers, orders, negotiations with clients, and discussions with suppliers. The moments that bring me the greatest satisfaction are when I see the team mobilized, clients satisfied, and projects delivered flawlessly. These remind me why I built everything and why every effort is worth it.

C&B: Values and principles
Alin Trușcă: Honesty, perseverance, respect for people and money, innovation. I apply them every day in strategic decisions, in relationships with clients and suppliers, and in the way I lead the team.

C&B: The idea and name of the business
Alin Trușcă: EVOhoreca was born out of the desire to deliver real value in HoReCa. The name “EVO” comes from Elegant. Versatile. Original., which from the beginning reflected the brand’s philosophy. After a few years, I kept the EVO acronym but changed the slogan to “We make every space count!” because it better expresses our current mission.
Over time, we expanded the portfolio with:
● JUKO – urban furniture and playground equipment;
● Studio32 – premium residential furniture;
● MobilaMania – entry- to medium-level consumer residential furniture;
● truEvents – equipment, furniture, and special lighting for event venues and conference halls.

Each brand reflects its mission and field, but all share the same vision: quality, sustainability, and innovation.

C&B: A message for those who follow your example
Alin Trușcă: Be brave, perseverant, learn from mistakes, take risks, respect people and your values. Obstacles are not barriers, but steps that shape you and show you how far you can go.

The journey of Alin Trușcă and EVOhoreca shows that perseverance, innovation, and respect for people are the keys to entrepreneurial success. An example of authentic leadership and value-driven strategy.

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