Chef Cezar Munteanu is the President of the National Association of Chefs and Pastry Chefs in Romania (ANBCT), a chef-educator with over 30 years of experience, former Executive Chef and Romania’s representative in diplomatic missions in Italy, Austria, and the United States of America, Ambassador of Romania against food waste, a professional who has transformed cooking from a craft into an endeavor of institutional building, education, and cultural diplomacy.

C&B: Looking back at your early beginnings, from your debut period in Neptun-Olimp to your Executive Chef positions, what do you consider shaped you the most as a professional?

Cezar Munteanu: Was Neptun-Olimp romantic? I know it was hot, crowded, and unforgiving. Massive stoves generating 45°C, no ventilation, just the draft between doors.
In peak season, the kitchen had no time for egos. We were cooking for 2,000 people at a single service. Imagine 40 people in the kitchen…
That’s where I learned discipline and respect for the brigade. I understood that well-done work makes no noise, but it is felt. And that the kitchen is, above all, an exercise in character.

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

Cezar Munteanu: The most difficult moment was not during a tense service, but the moment I realized that Romanian gastronomy has talent, but not always a system. I chose not to remain in the comfortable area of flawless execution, but to move into the area of building. It is harder to build than to criticize, but it is the only way to create real change. But I believe the hardest period was at the Ministry of Foreign Affairs.

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

Cezar Munteanu: Yes. Beyond individual performance or international competitions, my dream has been and remains the building of a strong, united community capable of real change.

I believe Romanian gastronomy does not only need isolated peaks, but a solid network of professionals who support, respect, and grow together. A community where dialogue replaces ego, and where the common standard matters more than personal success.

Change does not come from brilliant individuals, but from cohesion. And my ambition is for this cohesion to become the force that transforms our industry into a mature, respected, and competitive system at an international level.

I truly want Romania to be present in the international circuit of gastronomic excellence not out of courtesy, but out of professional respect. Participation in major competitions is not a whim, it is a statement of maturity. International performance requires internal rigor. And that is exactly what I pursue: rigor, continuity, system.

C&B: How did your experience in the Ministry of Foreign Affairs and diplomatic missions influence your vision of gastronomy as a tool of diplomacy?

Cezar Munteanu: My experience in the Ministry of Foreign Affairs taught me that gastronomy, in a diplomatic context, does not allow improvisation. Precision becomes essential. Standardization is not rigidity, but safety. There is no “almost good” when you represent a country.

In Rome, Vienna, or Washington, every detail, from temperature and timing to protocol and allergens, had to be flawless. Not for professional pride, but for institutional responsibility. In diplomacy, a culinary mistake is not just a technical error, it is a vulnerability of image.

I understood that gastronomy is not decoration. It is an instrument of strategic representation. A well-constructed plate can open conversations that protocols might complicate. But it is equally true that a wrong plate can close doors for a long time.

In that context, you do not cook for applause. You cook with the awareness that, in that moment, you represent Romania.

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

Cezar Munteanu: They would probably say I am demanding. But our industry needs high standards. We have become too used to “good enough.” At an international level, “good enough” does not exist. There is either a standard, or there is nothing. I believe in discipline, but also in developing people. A team is not led by volume, but by example.

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

Cezar Munteanu: The decision to invest in education and institutional building. To step out of the exclusively operational area and work on the foundation. It is not the most spectacular part of the profession, but without a foundation, any performance is temporary.

C&B: You represented Romania in Italy, Austria, and the USA. How did you adapt Romanian gastronomy to such different cultural contexts?

Cezar Munteanu: Adaptation does not mean dilution. It means intelligent translation. I preserved the essence—the ingredients, the technique, the memory of taste—and adjusted the form and the narrative according to the context. When you explain the story correctly, the taste becomes natural, not exotic.

C&B: What did your time as Head Chef at the Romanian Embassy in Washington, D.C. mean to you, and what are some memorable moments from that period?

Cezar Munteanu: Washington was the test of professional maturity. High pressure, demanding audiences, high-level representation. Every detail mattered. Memorable were those evenings when guests discovered Romania through taste and understood, without further explanations, that behind the dishes there is culture and seriousness. Hillary Clinton, Colin Powell, heads of state, and many others…

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

Cezar Munteanu: A typical day starts early and rarely ends at a predictable hour. Between meetings, training sessions, strategic decisions, and ongoing projects, the kitchen remains the center of gravity, even when I am not physically behind the stove.

It is not as it appears from the outside. There is a lot of building, a lot of responsibility, and very little personal time.

Paradoxically, the greatest satisfaction comes from simple things: the few moments spent with family, the quiet of an evening without an agenda, the feeling that beyond all projects and professional ambitions, there is a balance that must be protected.

Because in the end, work only has meaning if you know who you are doing it for.

C&B: What determined you to found MCM Creative Minds Family Business / Chef Atelier, and what is the philosophy behind the “one table restaurant” concept?

Cezar Munteanu: MCM Creative Minds was not born from an entrepreneurial impulse, but from a deep conversation about meaning. It was a project built together with Mona, out of the desire to create a space that reflects our values: rigor, sustainability, attention to detail, and authenticity.

Chef Atelier and the “one table restaurant” concept emerged from the need to slow down the pace. A single table does not mean exclusivity, but total commitment. It means real dialogue with guests, absolute attention dedicated to them, and the freedom to build an experience without compromise.

In a rushed industry, we chose patience.
In a world of volume, we chose depth.

C&B: How can the HoReCa industry in Romania be professionalized to meet international standards?

Cezar Munteanu: Professionalization begins with coherence. Our industry suffers from legislative, educational, and institutional fragmentation. Rules change frequently, standards are interpreted differently, and professional training is sometimes oriented more toward obtaining a diploma than toward the real development of competence.

We have talent. We have energy. But without structure, talent remains isolated.

Another essential step is overcoming the culture of celebrity. The kitchen is not just image, not just public presence. It is daily discipline, procedure, repetition, and teamwork. Applause is beautiful, but it cannot replace standards.

Real professionalization requires internationally recognized certifications, objective evaluation, authentic mentorship, and strong partnerships between the educational environment and the industry. It means building systemically, not episodically.

Romania can perform at an international level. But performance is not declared—it is built.

C&B: What does the status of Chef Rôtisseur within the Bailliage de Roumanie – Confrérie de la Chaîne des Rôtisseurs mean to you?

Cezar Munteanu: The status of Chef Rôtisseur within the Bailliage de Roumanie – Confrérie de la Chaîne des Rôtisseurs means belonging to a tradition that spans centuries. We are talking about a confraternity with roots in 1248, about a culture of hospitality where excellence is not a momentary objective, but an assumed obligation.

For me, it is not a decorative title. It is a clear commitment to values: professional rigor, continuity, respect for heritage, and responsibility toward the guild. It means understanding that technique is essential, but identity and tradition are the foundation.

In the context of Romania, this status gains an additional dimension. It means contributing to the consolidation of a gastronomic culture that deserves international recognition. It means upholding high standards in an environment that is still evolving, being part of a construction that goes beyond personal interest.

When you carry this affiliation, you represent not only an international organization, but also a vision of professionalism and the dignity of the profession in Romania. And that comes with responsibility.

Cezar Munteanu’s journey goes beyond the kitchen, redefining the role of a chef in today’s society. From professional rigor to culinary diplomacy and community building, each step reflects a clear vision: performance is not accidental, it is built.

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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.

Zambreanu Elisa is the founder of HomeTrust, a business in the hospitality industry created to transform real estate investments into sustainable sources of income.

With over 9 years of experience in sales and a passion for personal growth, Elisa has built a model that combines strategy, design, and operations into a complete package for investors.

Recently, she has been developing her personal brand on LinkedIn, where she talks about business, online branding, and lessons from her entrepreneurial journey.

Through her posts, she offers readers both inspiration and practical frameworks to help them build their own path.

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

Elisa: I have always believed that if you choose to do the hard things, life becomes easier.

Difficult moments, both personal and professional, have shaped me as a person.

Every failure I have experienced and every wrong step pushed me to constantly develop.

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

Elisa: It is said that “when you hit the bottom of the ocean, the only direction is up.” I have been there.

I tried to build HomeTrust three times and failed. There were days when I didn’t know where to find clients, I had no money for marketing, and I went through moments of frustration. But I didn’t give up; I constantly tried to find solutions. Each time, I chose to learn from my mistakes and come back stronger.

Those failures are proof that if you don’t give up, one day everything will align.

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

Elisa: Absolutely. I have always wanted, and will always want, freedom. The freedom to choose what to do with my time.

I have always known that I can do more. A 9-to-5 job was never for me; it felt like a prison. I would rather work 12 hours a day for my own business and know that I have built something of my own than work for someone else. My ambition has always been to be free and to create value on my own terms.

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

Elisa: At 18, when I was in college, I wanted to get my driver’s license, but my father believed I wasn’t mature enough to drive. That moment really sparked something in me, and I wanted to prove that I could do it and that I didn’t need anyone’s help.
Today, after years of sales and experiences, I realize that pain doesn’t stop me; it works differently for me, it motivates me. From the hardest moments, I found the energy to move forward and build.

For me, there is no “I can’t,” there is only consistency, even in moments when I don’t feel like it, and patience, because ROME wasn’t built in a dayJ).

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

Elisa: I actually wrote a post a few days ago about the energy you transmit when you talk to someone.

Recently, one of my collaborators and I talked about the final objective of the business, both offline and online, and at the end he told me, “I like it so much that you are so determined and decisive that you transmitted that to me as well. I’m with you.” So people don’t collaborate with you only for what you offer, but for your energy and your values.

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

Elisa: I chose to never work for anyone. That was the decision that defined my path.

It’s not easy, but it clearly sets your direction and gives you the power to build your own future.

C&B: What is the mission of HomeTrust, and what does the concept of “trust” mean to you in real estate?

Elisa: The mission of HomeTrust is to help investors acquire properties in strategic areas and generate 2x profit from hotel hospitality, without having to become hotel managers.

For us, trust means transparency, clarity, and respect for the property and the owner.

Without trust, there is no real partnership.

C&B: What differentiates HomeTrust from other real estate agencies or platforms?

Elisa: I have noticed many times that this business is often confused with real estate. Even though they are in the same direction, they are completely different. This is a business in the hospitality industry.

The difference in our services is that we offer complete packages, from property acquisition to design and furnishing, all the way to operational management and profit generation.

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

Elisa: Every day I try to write for at least 10 minutes. Post ideas, half a post, anything.

There are days when I’m just on calls or sending reports to property owners. On other days, I go to properties to check them.

My satisfaction comes from moments when I see an investor happy with the profit achieved. That’s when I feel I’ve done my job. I may sound crazyJ), but those are the days that give me the energy to keep going.

C&B: What is the biggest myth about the real estate market that you want to debunk?

Elisa: That’s a very good question. The biggest myth I often hear is that if you put an apartment into hotel rental, people will damage the furniture or wear out the property faster.

This is completely wrong.

In hotel hospitality, attention to detail and constant maintenance are essential.

The apartment must always be clean, checked, and well cared for, because only then can it generate profit.

In reality, a professionally managed property is preserved much better than one that is neglected.

C&B: How did the idea for HomeTrust come about, and what real market need did you identify at the beginning?

Elisa: Everything started when I left real estate. Being passionate about this field, I realized that many properties in strategic areas were staying empty. Owners didn’t have the time or a clear management system to keep this business profitable.

That’s how I realized that hotel-style rentals can be a constant source of income, but only if they are professionally managed.

That’s how HomeTrust was born, from the desire to bring clarity, performance, and peace of mind.

C&B: Is there a transaction or case that marked you and best illustrates HomeTrust’s values?

Elisa: I remember one of my clients who didn’t want to invest in furnishing his apartment. He was convinced that furniture and design didn’t matter that much, but at the same time he was unhappy that the profit wasn’t reaching the desired level and he gave up.

After some time, he changed his mind and decided to invest in furnishing and in details that would offer a better experience.

The result was that his apartment started generating higher profit than classic renting.

For me, that case was proof that hotel hospitality doesn’t just mean an accommodation space, but a business built on experience and attention to detail.

That best illustrates the values of HomeTrust.

Elisa Zambreanu’s story is ultimately about bold choices, ownership, and long-term thinking. From rejecting a conventional path to building a business that redefines hotel hospitality, Elisa proves that performance comes from clarity, consistency, and respect for both human and financial value.

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Ile Călin, Senior Partner at Premier Hospitality, is one of the leaders of the hospitality industry for more than 20 years, holding over time many leadership positions in tourism companies, as well as in employer associations in the field. Currently, he is active through his own consultancy and hotel management company, Premier Hospitality, together with his partner, Lucian Marinescu. A strong supporter of responsible tourism, he has become a recognized voice in the industry on topics such as education in tourism, the professionalization of the hospitality industry, alignment with international standards in the sector, eco-tourism, and many other initiatives aimed at boosting tourism in Romania.

C&B: How would you describe yourself in a single sentence, in a way that makes those who don’t know you yet curious?
Ile Călin: I believe I am a person worth knowing because from this interaction we can each learn something that will help us become better.

C&B: If we were to look at a narrative thread of your career or business, what were the key moments that defined you?
Ile Călin: The defining moments of my career in tourism would be the following:

• Starting out at a very serious company mattered enormously – in 1995, when I was hired at Continental Hotels
• Joining a multinational brought me know-how – the international chain Accor – 2001
• Getting involved in associative structures starting in 2009 and taking over as President of FIHR in 2015 were other key moments in my career
• Transitioning into entrepreneurship in 2022 by developing my own consultancy and hotel management company

C&B: What was the first major challenge when you started building your career in the hotel industry?
Ile Călin: My first management job – Operational Manager at Grand Hotel Continental on Calea Victoriei, from 1997 to 2001 – also brought the first major challenge, a business restructuring through staff cuts and market repositioning. Just imagine how difficult that transition period was, now recognized as the “lost decade” after the Revolution.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Ile Călin: Yes – to leave a positive mark wherever I go, to leave good behind me.

C&B: How did you look at the beginning of your journey, and how do you feel you have transformed until now?
Ile Călin: If I look at myself back then (to quote a famous song by the band Iris), compared to who I am now, I’d say we’re talking about different people. Even though my classmates, whom I recently met again at the 35-year high school reunion in Marghita (my hometown in Bihor County), told me that, essentially, I am the same person they knew back in high school.
However, I believe there are major changes, some good (more balanced, more thoughtful, more analytical), others less good (perhaps less courageous, maybe not as curious as before, and certainly less patient).

C&B: If we met your team or collaborators, what do you think they would say about you?
Ile Călin: I like to believe that when people refer to me, many say something like this…
Călin is an open and communicative person, pleasant company, and a good man. A professional in his field, always ready to support good ideas and quality people.

C&B: What is the most important decision you have made that changed your trajectory?
Ile Călin: The decision to take on the role of President of FIHR was an essential one in my career, as was the decision to step away from the role of employee in a corporation and start my own business.

C&B: How did clients react to the new entrepreneurial projects, and what type of feedback motivated you the most?
Ile Călin: I was pleasantly surprised by the support I received from many of my former colleagues in the industry when I made the move into the private sector, and just as impressed by my clients’ openness and courage in turning to us in this new role as a private operator.
The feedback that touched me the most over these three years of running our own business was this: “we did business with the man Călin Ile, not with the positions he temporarily held.” That meant enormously to me as a person, but also for our young business.

C&B: What differentiates Premier Hospitality from other initiatives in the hospitality sector in Romania?
Ile Călin: We are now trying to create a company that brings hotel management to a level we have so far mostly seen in international chains. We are one of the few companies in Romania focused on hotel operations and consultancy, as the market is currently almost entirely dominated by foreign operators.
That’s why I believe the ambition to compete with them in this market is in itself a great challenge. The fact that in less than three years since we started on this path, other Romanian companies have appeared following the same trajectory shows us that we are on the right track.
We are a third-party operator, a company that takes over hotels under management or lease from individuals or firms who do not wish to manage them themselves (for different reasons – some don’t have the time as they are too involved in other businesses, others lack the necessary know-how, while some simply want a quieter life, etc.).

C&B: What does a typical day look like for you now, and which moments bring you the most satisfaction?
Ile Călin: I’m an optimistic person and I enjoy life, my family, the fact that I am healthy, and the progress I achieve every day, whether personal or professional. This motivates me and brings me satisfaction.
I don’t have a specific daily routine, and for me, that means a lot. I am very adaptable and adjust my schedule according to wishes, priorities, and day-to-day needs.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Ile Călin: As for values, I would say that I strive to earn and offer trust and respect to those around me.
As a guiding principle, it is about creating something positive wherever I am, being better today than I was yesterday, and better tomorrow than I am today. Although it may be hard to believe this happens in our country, I am one of the (few?) people who often prioritized the greater good over personal interest. I know this sometimes makes me lose in business, but at the same time, it allows me to gain a certain standing and much respect. For example, right now I am excited by the idea of working on tourism development strategies for various destinations in Romania; I feel I can do a lot of good by lifting an entire destination, not just individual companies or people.

C&B: How did the idea of Premier Hospitality come about, and what motivated you to take this path?
Ile Călin: Watching the hotel market globally, I noticed the need to professionalize this service so that we too can be more efficient and competitive. It’s clear that Romania needs such companies, and that’s how we started. My partner, Lucian Marinescu, was already involved in hotel consultancy, while I brought in extensive hotel operations experience, so we decided to join forces and create Premier Hospitality.

C&B: What are the development plans for Premier Hospitality in the coming years?
Ile Călin: By 2030, we want to have a network of 8–10 hotels managed at the highest level. We want to grow professionals alongside us and prove that in Romania too, hotel business can be done just as well as anywhere in the world. And the way we want to do it is moral, ethical, and sustainable.

Ile Călin’s experience and vision stand as a benchmark for Romania’s hospitality industry. Through Premier Hospitality, he proves that professionalism, ethics, and responsibility can shape a sustainable and competitive future for Romanian tourism.

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