Andrei Niculae is one of the most recognizable DJs and vibe creators in Romania, known for his authentic energy and for the way he transforms music into a memorable collective experience. His voice and musical selections are part of the Radio Nostalgia universe, where he brings back to life hits that have defined generations.

C&B: How did your passion for radio begin and what memories do you have from the first moments you entered a studio?

Andrei Niculae: My passion for radio started at the age of 7, when I watched “Good Morning, Vietnam”, a film in which Robin Williams plays a radio DJ during the Vietnam War, and it made me say that this is what I want to do when I grow up. Years passed and I kept dreaming, but also taking small steps. I first wrote for a newspaper, and later I managed to audition for a radio station.

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

Andrei Niculae: I think the most difficult moment was when, after 9 years in radio, I had to leave my home and build a radio station from scratch together with Monica Munteanu and Costin Gache. I never even dreamed that I would have my own radio station alongside my colleagues.

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

Andrei Niculae: I was lucky to learn from the best and to have the courage to try new things, even if sometimes they didn’t work out. Curiosity and the question “what if?” have always guided me. I think it’s essential to try things, otherwise you’ll never know whether they work or not.

C&B: How would you describe your professional journey from your first contact with radio to becoming a host appreciated by thousands of listeners?

Andrei Niculae: A roller coaster that I got on together with my audience and never wanted to get off. Some of the people who listen to me have become part of my life. I live a beautiful dream every day and I always wake up with a smile on my face. There has also been a lot of work and a constant desire to improve myself. I am still working on myself and I won’t stop.

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

Andrei Niculae: I think they would say I’m crazy, passionate, and that I probably have ADHD. At least that’s what I think. I’ve always tried to surround myself with great people.

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

Andrei Niculae: The fact that I almost suddenly laid the foundation of Nostalgia Radio in Romania. Things were going well where I had grown, but this kind of opportunity comes once in a lifetime in my opinion, and it shouldn’t be missed.

C&B: What do you feel when listeners recognize your voice or write to you about your shows?

Andrei Niculae: Many times I don’t know how to react to compliments because in my mind I’m still the same boy from the Militari neighborhood who dreamed of being on the radio. But I have to admit that when someone compliments me, my heart fills with joy, it’s hard to describe. I believe my job is to somehow make the day better for the people who choose to listen to me, and when someone tells me that, it’s the greatest reward for me.

C&B: You said you wanted to try acting, television or even becoming a magician. How do you see expanding your career beyond radio?

Andrei Niculae: I tried many things out of curiosity when I was younger. But I have some extensions that, combined, present me more as an entertainer. I play music, host events, I have various online campaigns with brands I once only dreamed of, and I am a radio person. Someone once told me that I am, in fact, an entertainer in this life.

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

Andrei Niculae: Now I spend more time than ever at the radio because we are at the beginning and we have big plans, but I also try to attend various events, document almost everything I do online, and on weekends I play music. I love the chaos in my life and it would be very hard without it.

C&B: What did it mean for you to test the limits of your relationship in the context of an intense competition like Power Couple?

Andrei Niculae: Power Couple was an extraordinary experience for us that brought us even closer together, and for that I thank Emilia Vlad and Alex Fotea for choosing us. Besides testing our limits, I was happy to see my girlfriend Claudia blossom in every way. I am more in love with her than ever, and that is also thanks to Power Couple.

C&B: What was the most difficult challenge you experienced during the show and how did it challenge you personally?

Andrei Niculae: Probably the first challenge, riding a bicycle upside down, is something I never thought I would do in this lifetime. On a personal level, I would have liked to win more challenges, because it’s clear I would have gone home a long time ago if I didn’t have Claudia by my side, who was very good at everything.

C&B: What advice would you give to young people who aspire to build a career in media and entertainment?

Andrei Niculae: It’s always a joy to meet young people and I take every opportunity to tell them to dream, to try even if it seems impossible, and not to give up even if sometimes everything may seem boring. They should always try to do a little more than what’s written in the job description and not waste time. I hope that one day they will enjoy an interview like this one, for which I thank you from the bottom of my heart!

Andrei Niculae’s story is about the courage to try, passion, and the constant drive to grow. From the child who dreamed of working in radio to the voice that now brings nostalgia and joy to thousands of listeners, his journey proves that when you follow your dream, the results will eventually follow.

The post Andrei Niculae: From a childhood dream to the voice of Radio Nostalgia appeared first on careers-business.com.

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.

The post Olariu Daniel & Ola Cleaning: From cleaning services to an industry standard 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.

Daniel Sârbu is the General Manager of both Tassid Holding and Medussa LSC. In the first company, he is co-founder alongside his wife, Dorina Sârbu; in the second, he is the sole founder and shareholder. Tassid Holding is an authorized refrigeration company, while Medussa LSC specializes in more complex construction works, specifically preventing accidental rockfalls onto roads through scaling works, installation of mesh, barriers, and similar solutions. Both companies have over 10 years of activity.

He was born in the city of Brăila, raised in Slobozia (Ialomița) due to his parents’ jobs, and shaped professionally in Western Europe, more precisely in Italy, from where he returned after seven years. That was the moment he chose Sibiu as his new home. After completing his high school studies at Liceul Mihai Eminescu, qualifying as a mechanical locksmith, in 2016 he decided to study Communication and Public Relations at ULBS. In 2019, he graduated with his degree. He believes that knowing how to communicate is more important than anything else.

Today, at 45 years old, he is the father of two young boys (4 and 7 years old). His entrepreneurial journey began in September 2008. With no clear idea of what he was doing, he only knew that he had to do something—somehow—to work for himself. He survived, fought, and learned—perhaps at too high a cost—how to become an entrepreneur. But he would not change a thing.

He comes from a large family with four siblings, two girls and two boys. He himself was an accident, as he was not planned, which is why there is a decade between him and his eldest sister. The other siblings are one year apart from each other. He was saved by Ceaușescu’s decree that banned abortion. He believes he is the sum of accidents or circumstances, so to speak.

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

Daniel: Only now am I beginning to realize what the key moments of the past 18 years have been.

There was the moment when I accidentally entered the cleaning services field (a sector I remained in until 2025, when I sold the company that was still providing those services). I say accidentally because that is truly how it happened. I was the president of the homeowners’ association in the building where I lived (a role I took on simply because, among all the neighbors, I had the most free time), and the administrator suggested that I add a cleaning activity code to my rent-a-car company and hire the cleaning staff myself, who were being paid by the association. I still have the notebook where I kept track of the accounts and the money I had to add from my own pocket each month in order to pay all the bills.

Another defining moment was in 2015, when the landline phone rang at the company. I remember that moment even today. With the help of a local rope-access company, we had carried out some façade surface cleaning works and posted them on Facebook for advertising. On the other end of the line, a voice introduced itself and then asked if we also did slope scaling works. Considering that he mentioned he was calling from DRDP Iași (Regional Directorate of Roads and Bridges), I answered without hesitation: YES. I had never heard the term before. But in my mind, something had always told me how valuable public contracts could be. I had that belief because I used to read about those executing road works. Since it was related to roads and also connected to our experience with rope-access technicians, I answered without hesitation.

A few months and two Nurofen Forte tablets later, I won my first tender for this type of work. I remember that I only had enough money for one night of accommodation when I went to the tender (it required physical presence and a sealed envelope), so I had to sleep in my car before starting the eight-hour drive home. Today, Medussa LSC exists and does exactly that. I proudly say that in 10 years we have cleaned around one million square meters of mountainside rock (the procedure is called scaling and comes from the fact that the main tool is a metal bar). And there is something else very important: the people. The vast majority of them have been with us since we started in 2015.

The last and most important moment is relatively recent, in December 2022, three or four days before Christmas. As every year, I was loading the car to go to my parents’ home in Brăila County for the holidays. In short, during a two- or three-minute call, I received the news that starting the following March, a series of cleaning and related services contracted with our main client at the time would disappear. With that call, over 40% of my business vanished. It was a shock that left me speechless for the next six hours of driving.

The next day, I held a video call with the team at that time. I told them that this was probably the best thing that could have happened to us and that this kick would finally set us in motion. It may sound unrealistic, but that was the conclusion I reached then and still stand by today. And it proved true. Because in March 2023, that same client completely changed our destiny—something both my team and I are grateful for today.

What they did was tell us that they could somehow manage the cleaning services, but they needed someone to carry out periodic preventive maintenance (they still call it cleaning ) on refrigerated display cases and freezer rooms. I asked them for the technical specifications so we could understand what it involved. That was when I saw the new opportunity I had referred to in the December call with the team. I said, let’s see what we are capable of—and we succeeded. Then they asked us to try refurbishing accessories for such display cases. We accepted again.

Today, Tassid Holding is a company offering complete services in design, execution, trade, and repair services in the refrigeration industry, with tens of thousands of hours of preventive and corrective maintenance for refrigerated display cases, freezer rooms, and other refrigeration equipment and units. Not to mention the thousands of square meters of accessories refurbished in these three years of activity in the new field.

C&B: What personal or professional context pushed you toward entrepreneurship?

Daniel: First of all, it is worth mentioning that I have had entrepreneurship on my mind since I was a teenager. I still have notebooks where I wrote what could generously be called business plans at the age of 14. I was always stressed whenever I walked past the building notice board and saw that we were behind on maintenance payments.

Then came the time when Romanians were migrating in large numbers, and I aligned myself with that trend, forced by circumstances. In Italy, a former colleague who handled our salaries told me that “I am not made to work for someone less capable than me.” To this day, I do not know what truly prompted her to say that. Perhaps because I was constantly coming up with ideas about how to improve the harsh work processes—we were processing raw materials, specifically cowhide. As harsh as it may sound, I am just quoting her. And I worked very hard until about four years ago, when I had accumulated enough experience to truly become an entrepreneur.

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

Daniel: Yes. To leave behind a company of at least European scale in this country. A company that will feel at home in every European country. To be the first option when it comes to refrigeration. To have employees so well paid that a visitor could not tell, from the cars in our parking lot, who is the employer and who is the employee.

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

Daniel: Like someone walking through fog—sometimes speeding recklessly, other times moving with fear. Today I know what I have to do, where I am heading, and more importantly, all my employees, partners, and clients know it too. We all know what we do and why we do it. I believe such clarity is the key to earned success—success that will seem overnight to many.

What am I like today? Calmer, more prepared, more determined, more informed, with strategy and short- and medium-term plans. I feel comfortable in this segment of the industry that chose me. A segment I intend to study for at least another decade. I deviate less from direction, and I can say that I have lost quite a lot of money for life to teach me lessons of immeasurable value. I listen and I read. Eighteen years ago, I only worked, talked, and read very little. I recommend “Pollyanna,” a small book that changed my perspective on happiness.

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

Daniel: Good question. I like to believe they light candles for me on the 7th . I realize they trust that I will do what is necessary when they need me. That I represent them with honor and pride. And I hope they adopt our vision as fully as possible—to be the first option in refrigeration, in all European countries, as I have said before.

They would probably say I am curious, that I do not take life too seriously, but that they can rely on me. It is a difficult question because it forces me to speculate, and I have a line from a movie: “Don’t speculate if you’re not a researcher.”

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

Daniel: To give up the multitude of services and specialize in something specific—and there, to be the best. When we realized that the refrigeration industry suited us best, that we liked it and could give our very best here. Progress is neither linear nor painless, but we constantly learn and continuously raise our quality standards. We have a motto that binds us and that we take very seriously: “We Ensure Food Safety.”

C&B: How would you describe Tassid today, in a few words, to someone hearing about it for the first time?

Daniel: Tassid Holding specializes in design, execution, trade, and preventive and corrective services in the refrigeration industry. In three years, it has gained experience in almost everything encountered in this field: climate chambers, HVAC systems, air conditioning, refrigerated display cases, cold rooms, design, execution, sales of professional or hobby equipment, including refurbishment and production of accessories for refrigerated display cases. It is also a company with a store offering the general public over 15,000 products in the horeca, industrial, and commercial ranges.

C&B: What differentiates Tassid from other initiatives in the same market segment?

Daniel: Proactivity and after-sales service. At Tassid, we focus on proper equipment maintenance—preventive maintenance is the correct term. We do not base our revenues on repair interventions. We provide any type of intervention, but once we reach a client, our first recommendation is constant monitoring of the equipment that generates their income and periodic maintenance.

Our mission is to eliminate the headache caused by equipment breakdowns, which usually happen at the most inconvenient times. We understood that we must help the client focus on what makes them money, not on firefighting micro-management that consumes time, money, and creates stress.

Preventive maintenance has multiple equally important roles: reducing electricity consumption, extending equipment lifespan (which is expensive to acquire), successfully passing surprise inspections by authorities, complying with European environmental standards, and protecting the health of employees who breathe the air circulated by these systems—whether in offices, factories, commercial spaces, or even residential areas.

As far as I know, we currently operate the only workshop in Romania dedicated to refurbishing metal accessories for refrigerated display cases. Another major advantage is that through our technicians and collaborators, we cover any need nationwide. Mobility and flexibility. We travel throughout the country and even work night shifts so as not to interfere with our clients’ operations.

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

Daniel: Drinking coffee with my colleagues, discussing what happened and what is coming next. Talking about how a situation was resolved or what new technology has appeared. I enjoy spending time with them; however, I have trained them to politely tell me to go away if I interfere with their work. I learned from others who have walked this path before that people need answers to WHAT and WHY—not HOW. That is their job.

It has been and still is difficult for me, but since I have disciplined myself in this regard, it feels like I discovered engine oil—the whole thing runs smoothly.

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

Daniel: The truth is the easiest thing to remember. Respect is earned. We hire character first and foremost. People are the most important. I do not have a crystal ball to know what you are thinking, so speak up. Failure is mine; success belongs to the team. The way I apply them is simply my way of being.

C&B: How did the idea of Tassid appear, and what real market problem did you want to solve when you started?

Daniel: Tassid was a wordplay and, at that time, as can be understood now, it was meant to solve my dissatisfaction with my personal and financial situation. In 2008, when I had just returned to the country and had no idea what I would do, I remember sitting at a terrace in Piața Mare with friends who were talking about the inconveniences tourists faced when visiting Sibiu and Romania. There were not enough cars available for rent. So I decided to start a rent-a-car business, which I gave up in 2014. I wish the answer were more inspirational, but the truth is the easiest thing to remember.

C&B: Is there a difficult moment or failure that redefined the way you lead the business?

Daniel: I believe I have already answered this point. It refers to December 2022, which I detailed earlier. Another difficult moment was juggling the company’s liquidity needs. It was practically a crisis. This need arose from two reasons: first, growth—which is good—and second, debts that are slowly being covered from past activity.

Liquidity is a topic in itself. But yes, both the 2022 moment and the liquidity crisis redefined the way I manage the business.

Daniel Sârbu’s story is not about overnight success, but about clarity built over time, bold decisions, and the courage to turn crises into opportunities.

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Growing Demand and Opportunities for Farmers

Currently, the demand for raw materials for beer is twice as high as the quantities produced locally. This creates a major opportunity to expand barley and hop crops. The study emphasizes that while hops can generate self-financing and profit, brewing barley does not achieve the same results. Supporting farmers would secure supply and contribute to the development of an integrated production chain, from agriculture to the finished product.

“Beer production in Romania is closely linked to local agriculture, which represents the primary source of raw materials. Developing profitable crops secures not only the sector but also offers opportunities for Romanian farmers, processors, and the entire value chain. In the twenty years of the Brewers of Romania, dialogue with the Ministry of Agriculture has been constant and always aimed at measures with tangible results for farmers. The ICEADR study provides up-to-date data on the cultivation of raw materials needed for beer. The producers’ objective is to ensure that these materials are available in Romania and at high quality,” said Constantin Bratu, General Director of the Brewers of Romania.

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Brewing Barley Situation and Proposed Support

According to the study, none of the brewing barley crops will be profitable for the 2024/2025 agricultural year. The current financial support of €219/hectare does not cover farmers’ costs, and profitability rates are negative, ranging from -25% to -21%. Introducing coupled support could bring positive profitability, between 7.7% and 17.8%, for the same crops.

“The Ministry of Agriculture maintains ongoing dialogue with farmers, agricultural raw material processors, and the sectors that use these materials in production. Together with the Brewers of Romania, we are trying to identify solutions to encourage local growers to expand barley and hop cultivation. Our common goal is for Romanian beer producers to be able to purchase more locally sourced raw materials, thereby reducing imports for these two types of crops. Currently, there are separate European funds within the DR-17 intervention aimed at hop growers and table grape producers. Additionally, applicant guides are being prepared,” said Violeta Mușat, Secretary of State at the Ministry of Agriculture.

Hops: High Investment but Profitable

The study shows that allocated resources for hops fully cover the investment and generate net profit. However, the total costs for establishing one hectare of hop plantations exceed €13,000/hectare, which explains the small cultivated areas—around 300 hectares currently, compared to 2,000 hectares in 1994. The proposed measure for hops is a “de minimis” scheme, meaning direct financial aid for growers.

“Supporting Romanian farmers is our number one priority. Therefore, when an economic sector proposes measures that benefit them, as the brewers do, it is important to listen. Increasing the cultivated areas of brewing barley and hops in Romania means larger quantities of locally processed raw materials, further used by factories in the country. In other words, it adds greater value to the Romanian economy,” stated Ionel Ciunt, President of the Agriculture Committee of the Chamber of Deputies.

The ICEADR study analyzes barley, brewing barley, and hop crops in Romania, highlighting their strategic importance for the beer industry and their potential for national agricultural development.

Photo: freepik.com

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