Andrei Georgescu is a Romanian entrepreneur and digital marketing specialist, best known as the co-founder and Managing Partner of White Image, the first email marketing agency in Romania, launched nearly two decades ago. Over the years, he has contributed to the development of the direct marketing industry and to the professionalization of data-driven communication in the digital environment.

Under his leadership, White Image has evolved from a project that started almost as a hobby into a company recognized for its expertise in email marketing, loyalty solutions, and data-driven, personalized communication strategies. In recent years, the company has also integrated new communication channels, such as WhatsApp, into modern automated marketing ecosystems.

Andrei Georgescu is considered one of the few globally certified specialists in email deliverability, a field essential to the performance of digital marketing campaigns. His expertise is frequently sought by companies looking to optimize their customer relationships through relevant and efficient communication.

In addition to his entrepreneurial work, he has been involved for over a decade in educating new generations of marketing professionals. Within the International Advertising Association, through the IAA School program, he teaches email marketing courses and shares his industry experience.

He is also a frequent speaker at major e-commerce and digital marketing events, such as GPeC Summit, Trade Marketing Congress, or ZF Events, where he discusses customer loyalty, smart data usage, and the role of new technologies—including artificial intelligence—in transforming modern marketing.

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

Andrei: If I were to look at my career as a narrative thread, I think there are a few moments that defined the direction I took.

The first was the very beginning. After graduating from the first class of the Advertising Master’s program at SNSPA, I really wanted to work in the communications industry. The problem was that no one was hiring me. In that context, a former university colleague, who was more attentive to industry news, told me about something that was just starting to be mentioned at the time: email marketing. The idea seemed interesting to me and, in a way, it was the spark that led to the creation of White Image. It was more of an experimental beginning, without guarantees, but with a lot of enthusiasm and the desire to build something in a field that was almost unknown at the time.

A second important moment came a few years later, when we made a major shift in perspective. At first, our activity was very execution-oriented: we sent campaigns, optimized delivery, and implemented client requests. At some point, however, we started analyzing data much more closely—campaign results, user behavior, and real performance feedback. Integrating this data into the way we think about and execute campaigns fundamentally changed our approach.

This shift influenced not only how we work, but also how we relate to clients. It led to a transformation in our sales process: from a more technical or service-oriented approach to a much more consultative one. We began discussing clients’ business objectives, user behavior, and how data could be used to optimize communication and results. Over time, this consultative approach became an essential part of how we build client relationships.

Looking back, I believe these moments—the entrepreneurial beginning born from an unexpected opportunity and the transition to a data-driven culture that later evolved into a consultative approach—have most defined my professional journey.

C&B: What was the biggest obstacle in White Image’s early years and how did you overcome it?

Andrei: In the early years, the biggest obstacle wasn’t competition, but explanation.

In 2003, when we started White Image, email marketing was almost unknown in Romania. In many meetings with potential clients, when we told them we could send emails to their customers on behalf of their company, the reaction was sometimes very simple: “We also have Outlook.”

For many companies, it was difficult to understand the difference between manually sending a few emails and having a structured communication channel capable of reaching thousands of customers simultaneously, with relevant messages and measurable results. In addition, databases were rarely well organized, and the idea that customer relationships could be managed through digital communication was still in its early stages.

How did we overcome this obstacle? First of all, through a lot of market education. We explained, showed examples, ran pilot projects, and demonstrated through results that email could become an extremely effective communication channel.

Interestingly, a few years later, when the market began to understand email marketing, we faced a very similar challenge when introducing communication automation scenarios. This also required a shift in mindset: automation meant collecting and structuring data so that certain user actions or behaviors could trigger communication. Once again, it required explanations, examples, and proving the value in practice.

Looking back, I think an important part of White Image’s growth was precisely this role—not just as a service provider, but also as a market educator in a field that has evolved tremendously over the past 20 years.

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

Andrei: Yes, I think the ambition that has always guided me is very simple: to be the best in our field.

Not necessarily the biggest, but the best in the true sense of the word—to understand this channel better than anyone else, to use data intelligently, and to help clients achieve real results from their communication.

In a field that has evolved so rapidly, this goal has actually meant a continuous process of learning and adaptation. From the early days of email marketing, when the market was just discovering this channel, to complex automation and data-driven communication, the ambition has remained the same: to better understand how it works and how it can create value for clients.

I believe this desire to do things as well as possible—not just to do them—has guided us through all stages of White Image’s development.

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

Andrei: At the beginning, like many entrepreneurs, I was in an exploratory phase. I didn’t have all the answers and, honestly, many things started from a simple question: “Let’s see what happens if we try this too.”

We tested ideas, implemented them, then analyzed the results. If it worked, we moved forward and developed it further. If not, we tried to understand what we could learn from that experiment and restarted the process from a different angle.

Over time, I realized that this approach is very similar to what Adam Grant describes in his book Think Again: the idea of thinking more like a scientist than like a defender of your own ideas. That is, treating beliefs as hypotheses to be tested, not as absolute truths.

Today, we may be more structured and more mature as an organization, but the core philosophy has remained the same: to experiment, analyze results, and always be willing to rethink our own conclusions when data points us in a better direction.

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

Andrei: If you asked my colleagues or collaborators, the first thing they would probably say is that I can be quite stubborn when I believe in an idea. I often challenge them to do things we haven’t done before, which isn’t always comfortable for everyone.

They would probably also say that sometimes I can seem impatient or that I get frustrated quickly when things don’t go in the direction I believe is right. But I think they would also add that I’ve always tried to be fair in my relationships with the team and partners, and to stand by the ideas I believe in.

And looking back, I think they would also say one more thing: that we’ve often done certain things long before they became industry trends. Sometimes it was difficult at the beginning because it felt like we were moving in a direction few people saw at the time. But over time, many of those ideas became standard in the market.

So, if I were to summarize what they might say about me, it would probably be this: that I’m stubborn, that I push people out of their comfort zones, and that ideas that seem unusual at first often become standard a few years later.

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

Andrei: I wouldn’t say there was a single decision that suddenly changed my trajectory overnight. For me, changes have been more gradual and almost unnoticeable, built step by step through what I chose to do every day.

Each decision—whether it was about which projects to take on, how to approach a client, or how to introduce a new way of working—gradually contributed to the direction we followed. And looking back, I realize that these small decisions, accumulated over time, are what defined our evolution as an organization.

I think the lesson here is that major transformations don’t always come from a single moment of inspiration; sometimes, they are the result of consistent choices, experimentation, and the desire to continuously learn.

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

Andrei: I think my leadership style developed more as a natural process. As I grew alongside White Image, I learned from experiences, challenges, and interactions with the team.

At the same time, I always try to learn new things—whether through reading, observation, or conversations with people in the industry. I believe a good leader is not just someone who makes decisions, but someone who can motivate people to do what needs to be done and inspire them to give their best.

For me, leadership is not about imposing, but about creating the context in which the team can perform, experiment, and grow, even when the path is not clear from the beginning.

C&B: What differentiates White Image from other agencies in Romania?

Andrei: I think the first differentiator is experience. White Image was the first email marketing agency in Romania and, over nearly 20 years, we’ve had the opportunity to see how this channel evolves and how the relationship between brands and customers transforms. This experience helps us deeply understand not just the technology, but also user behavior.

Another important element is specialization. While many agencies treat email marketing as a complementary service, for us it has always been a core pillar. We have invested heavily in data, personalization, automation, and especially deliverability—an essential factor for campaign performance.

In recent years, we’ve expanded our approach beyond email, integrating channels like WhatsApp and other messaging solutions into communication and loyalty strategies. Essentially, we aim to build communication ecosystems that use data intelligently and maintain long-term relationships between brands and customers.

And perhaps most importantly: we enjoy working very closely with our clients. We don’t see projects as simple campaign executions, but as partnerships where we constantly test, optimize, and find more effective ways to communicate.

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

Andrei: A typical workday for me almost always starts at 9:30—never earlier.

There’s no fixed end time, though: the day ends only when all important things are done. And honestly, that’s one of the aspects that makes the job both challenging and rewarding.

The greatest satisfaction comes when a happy client gives us feedback like:

“Fast and good—it’s something rare in the agency world, but with you, it really happens.”

These moments show that the team’s work truly matters and that the effort translates into concrete results.

C&B: What lessons have you learned about leading a creative team and managing complex projects?

Andrei: I’ve learned that in a creative team, it’s very important to give every idea a chance to develop. Often, ideas that seem unusual or even crazy at first end up generating the best results—either in client relationships or in how messages reach the audience.

At the same time, I don’t think it’s healthy to classify or reject ideas too quickly without truly analyzing them. The key is to remain open and willing to rethink our own assumptions.

When it comes to projects, I’ve come to the conclusion that there aren’t necessarily “complex” projects, but rather projects that haven’t yet been analyzed clearly enough. When you break a project down into stages and clarify all aspects, it becomes much easier to manage. Sometimes implementation may take longer or require more resources, but that doesn’t mean the project is inherently complicated—it just needs more careful planning.

C&B: Was there a difficult project or period that tested your patience and resilience? How did you overcome it?

Andrei: Yes, there have definitely been moments that tested my patience. Working with multiple corporate clients, I’ve noticed that many things move more slowly because they involve numerous discussions and approval stages. It’s a normal process, but it can sometimes become frustrating—especially when you come up with new ideas you’re excited about, and their approval takes much longer than you’d like. Still, the satisfaction is much greater when the idea is finally approved and implemented.

There have also been situations where certain tenders lasted more than two years. It’s the kind of process where you’re told multiple times that “this is the final set of questions,” and then another one comes… and another one.

In such situations, what helped me most was maintaining a positive mindset and a bit of humor. Energy often comes from other projects that are moving forward in parallel and, especially, from the reactions of satisfied clients when they see the results of your work.

Andrei Georgescu’s story is, at its core, about the courage to start in an unknown field, the patience to build step by step, and the discipline to keep learning.

The post Andrei Georgescu & White Image: The story of pioneering email marketing in Romania appeared first on careers-business.com.

W Sanjeewa Amarasinghe is the Founder & CEO of Micro Clean NexGen, a visionary clean-tech entrepreneur, ESG advocate, and public speaker whose journey from textiles to clean-tech innovation embodies resilience, reinvention, and purpose-driven leadership.

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

Sanjeewa: After 12 years in textile and apparel regional marketing, I entered my entrepreneurial journey in 2019, launching ventures across chemicals, dairy, green energy, skincare, and fashion. The pandemic became my first test of resilience, forcing me to pivot and build a profitable regional business within two years. Then in 2023, I faced both business and personal betrayals that left me homeless in Hong Kong. Instead of retreating, I chose to stand firm, reimagine sustainability, and create Micro Clean NexGen—a clean-tech innovation designed to power circular economies and zero-carbon environments. Each chapter of my career has been defined not only by adversity but also by the determination to transform setbacks into platforms for growth.

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

Sanjeewa: The most difficult moment was losing everything in 2023-2024—betrayal stripped me of both stability and trust. I had no home, no resources, and no certainty and no one around. Very closet and loved ones laugh, left, mocked, humiliated and Yet, I refused to lose my vision. I embraced solitude, reframed hardship as a teacher, and began crafting a clean-tech innovation that could regenerate systems and eliminate waste. I overcame it by anchoring myself in purpose, resilience, and the belief that innovation can rise from ashes.

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

Sanjeewa: I started my career at the age of 20, and the very first promise I made to myself—and to my mother—was that I would not work after 40. At the time, I had no idea how such a promise could be fulfilled, but unconsciously I kept moving toward it. This year, as I’m turning to 39, I feel I have met that self-driven target. The last 20 years were not easy—they were full of preparation, hardship, and lessons that shaped me into the person God intended me to be. With my new innovation, I have proven to myself that I have found my life purpose. From 40 onward, I will begin my “real life” as I promised. My dream has always been to be a leader who inspires people and creates the greatest possible impact for humanity and the planet.

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

Sanjeewa: At the beginning, I was conventional, eager to learn, and followed a few role models. After 12 years, I became my own role model—my own boss—navigating life as an entrepreneur. Success came, but so did betrayal, rejection, failure, humiliation, and homelessness. I stood alone, trusting the process and believing in God. When I became homeless, I was just an entrepreneur. Today, after 30 months,

I have become someone the world needs: a volunteer, a public speaker, a mentor for the next generation of leaders and startups, a consultant to non-profits, an advisor to ESG platforms, and an innovator driving environmental solutions that are socially and economically viable. I now lead toward a circular economy system, transformed by adversity into a thought-leader and change-maker.

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

Sanjeewa: They would describe me as resilient, visionary, trustworthy, humble, and an example of never giving up. I set high standards but empower others to rise to them. My collaborators often remark that I turn setbacks into opportunities and inspire them to see challenges as platforms for growth. For them, my journey from homelessness to building a clean-tech startup is proof that persistence and faith can overcome any obstacle.

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

Sanjeewa: The most important decision was refusing to return to employment after losing everything. I saw a clear path forward, even though I knew it would take time. From that moment, I came too far to ever go back. It has now been 30 months since I was homeless, and I still drive the same vision I had then. That decision pivoted my entire life into my life purpose.

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

Sanjeewa: Leadership was something natural from childhood, shaped by hardship and resilience. Yes, it was forged in adversity. I learned that leadership is about clarity and action. Over the last two and a half years, when I had nothing to lose, I was given the opportunity to sharpen my leadership style. It blends stoic resilience, spiritual purpose, and operational rigor. Leadership, for me, is not about control—it is about authenticity and empowering others to master their roles.

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

Sanjeewa: I was determined to create an innovation that tackled multiple problems, connected industries, and moved beyond short-term fixes to lasting impact. While many focus narrowly on profit or technology, I integrate resilience, ESG principles, and circular innovation into every decision. My approach is holistic—combining clean-tech, sustainability, and human empowerment to deliver meaningful change.

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

Sanjeewa: My day begins with gratitude, reflection, and clarity. I then focus on strategic work to scale Micro Clean NexGen. The greatest satisfaction comes when I see the seeds I plant creating zero-carbon, clean, and hygienic environments in a cost-effective way. Each deployment is proof that resilience can become impact, and that purpose-driven innovation can transform lives and industries.

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

Sanjeewa: Resilience, authenticity, and regeneration are the pillars of my work. I apply them by ensuring every decision aligns with sustainability, by mentoring others to embrace adversity as growth, and by holding myself accountable to the highest standards of integrity. Most importantly, I surrender myself fully to the purpose—because true impact comes when you give yourself completely to the mission you are called to serve.

C&B: How did you come up with the idea to start this business and choose its name?

Sanjeewa: The idea was born in silence, on a hectic and sad morning when I was having a cup of tea from my balcony during the very last days at my house before becoming homeless. I watched a team of laborers cleaning the street and walking path, and it struck me how traditional cleaning relied heavily on water, chemicals, and electricity, yet remained inefficient. That moment gave me a sign to study this problem. At the same time, I faced my final betrayal and homelessness, but I held onto the decision because I felt it came from the universe to prepare me for the unpredictable. After losing everything, I envisioned a clean-tech solution that could regenerate systems and eliminate waste. The name “Micro Clean NexGen” reflects both precision (“Micro Clean”) and the future we are building (“Next Generation”).

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

Sanjeewa: Let hardship be your teacher, not your enemy. Resilience is not about avoiding adversity—it is about transforming it into opportunity. Purpose is your compass, and innovation is your flight. Rise through resilience, and you will discover that the unknown is not a threat—it is a source of creation. Stay positive—it is not your bad karma, it is preparation. People and opportunities not meant for your journey will leave you; let them go. Embrace solitude and wilderness, for they always give you the chance to think bigger or create greater opportunities. Every small step you take during these times is a stepping stone to building the warrior within you.

Sanjeewa Amarasinghe’s story is not just about entrepreneurship, but about the ability to rebuild yourself after losing everything. It is a powerful example of how resilience, faith, and clarity of purpose can turn the most difficult moments into turning points.

The post Beyond Loss: How Sanjeewa Amarasinghe turned adversity into Clean-Tech Innovation appeared first on careers-business.com.

Alex Olteanu is the founder of mesageria, a brand that blends technology with old objects and makes wedding parties memorable through phones that record voice messages during the event.

C&B: If you were to describe yourself briefly, in a single sentence that sparks curiosity, what would you say about yourself?

Alex: I’d say I’m a geek with social skills (impossible, I know). I love technology, and at the same time I enjoy making people’s lives easier, all combined with a passion for old things.

That’s how I founded mesageria, a brand that combines old objects (vintage phones) with modern technology. The vintage phones are brought back to life, given new functions (for example, they can record voice messages), and rented out for private events (such as weddings) or brand activations.

C&B: If we asked your colleagues or collaborators to describe you, what do you think they would say about you?

Alex: I think they would talk about trust, reliability, and a “let’s make it happen” attitude (that exact spirit that makes anything possible). I’ve always lived by the “extra mile” motto, meaning taking things a bit further, and that has meant always offering more than I think people expect.

Journey & beginnings

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

Alex: I think all the experience behind me came with a lot of courage. The diversity of fields I’ve worked in over time has made me much more diligent with any idea, and from idea to plan it’s just one step. I believe the most important thing I’ve learned (and set out to do) was to start — because once something is started, half the work is already done.

C&B: Looking back, what were the turning points that shaped your professional path or your business?

Alex: There were multiple moments when I found myself asking, “So what do I do now?” And I think each of those situations made the decisions that followed easier. When I founded mesageria, I had just spent almost seven years in the same multinational company. It was another such moment, but with an infinite desire to go on my own (for as long as possible). It worked, and I managed to turn a simple idea into a full-time business.

Challenges & decisions

C&B: What has been the hardest challenge so far and how did you overcome it?

Alex: Of course, it was when I decided to step a bit out of the corporate zone and develop my own brand. At the time, I saw it as something temporary, but here I am two years later, still here.

At that time, mesageria was just a prototype (which I had worked on for six months). It was far from ready, but I already had everything in mind: an online booking platform, phone models to restore, and how to reach as many people as possible. That helped because it kept me on a business path that could otherwise have easily fallen apart.

C&B: What decision most changed the direction of your career or business?

Alex: For mesageria, it was the moment when brands saw the value in our concept and started asking for various features I hadn’t necessarily thought about until then. I decided to respond to those requests, and that led to the development of an entire business unit focused on brand activations using vintage phones (basically, old technology brought back to life). That’s how new features appeared and how, for example, I made the rotary system of a 50-year-old phone work again and recognize the dialed number. And the people who interact with the phones at events make everything so much more beautiful.

C&B: Has your leadership and decision-making style formed naturally, or did you build it over time through experience?

Alex: Experience definitely helped enormously. My journey was completely atypical because I started (as a student) working for a series of film festivals where I developed both technical and production skills (and where I learned that sometimes you can be good at everything). I had a taste of entrepreneurship in HoReCa, learned sales in the financial sector, and then continued in the corporate IT market. All the accumulated experience is part of who I am today. I learned from many mistakes, solved problems through trial and error, and optimized many processes during my corporate years. That defines a lot of how the mesageria business is organized, from pricing strategy to component sourcing.

Present & differentiators

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

Alex: I like days that bring something new, and I think that’s the biggest advantage of being an entrepreneur. If many days focus on marketing and communication, the most beautiful ones are those when I decide that a certain vintage phone model should be part of the mesageria collection. That’s when the search begins in collectors’ groups or at fairs.

And of course, as simple as the mesageria business may seem, it actually consists of many elements: vintage phones, hardware for the mesageria system, software that is continuously improved, new features and new areas of application (the most recent project involves museums and art galleries), plus the new project, wedding on film.

C&B: What do you think makes you different from other professionals or other businesses in your field?

Alex: I believe I built everything around a quality service rather than the “cheapest” one. I’ve always put clients at the center and I always put myself in their shoes. That’s how all business decisions are defined.

In addition, everything about mesageria started from the premise of building something unique. It would have been very easy to import phones that already have a voice recording function, but I chose to focus on authenticity and build my own system compatible with old phones. That makes things sustainable at the same time, because I chose to save old objects instead of creating new ones without personality.

Values & inspiration

C&B: Was there a dream or desire that kept you motivated regardless of obstacles?

Alex: As far as mesageria is concerned, from the beginning I set out to have the largest collection of vintage phones in the country available for rent. Did I get there? Very possible. But what’s more important is the trajectory I followed. And happy clients have always been the best motivation.

C&B: What values or principles guide you day by day and how do you manage to keep them alive in what you do?

Alex: I brought many personal principles into the business, and sometimes that wasn’t exactly pleasant. One of them is related to the balance between what you give and what you receive in a business relationship. That’s how I built mesageria’s relationship with all clients, and it’s a foundation for pricing policies, quality standards, extra services, and many other values that define the brand.

C&B: If you could share a single thought with those who see you as a role model, what would it be?

Alex: I mentioned earlier that the most important step is to start. And I think that’s the first piece of advice I would give anyone. To start, no matter how shyly, small, or with minimal investment. Once you’ve taken that step, it will be much clearer whether the idea works, whether you have the right people around you, and especially whether you are made for it.

Alex Olteanu’s journey shows how a passion for technology combined with an appreciation for vintage objects can turn a simple idea into an innovative business, where every detail matters and every client becomes part of the story.

The post Alex Olteanu, Founder of Mesageria: How Technology and Vintage Make Weddings Unforgettable appeared first on careers-business.com.

Contor Flavius-Andrei is a 25-year-old professional in the field of technology, passionate about innovation, who currently serves as CTO at the Swiss company Stonehaven Analytics and is also the founder and CEO of a software development company, ContByte, while simultaneously working as a programming instructor within an academy. He graduated from the Faculty of Computer Science at the University of Bucharest and holds a master’s degree in Business Administration and Engineering from the Politehnica University of Bucharest.

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

Flavius: Looking back at the narrative thread of my career, it is defined by several key moments that shaped my professional direction. My first relevant experiences were in education and research, when between October 2021 and April 2022 I worked as a programming instructor for children, while at the same time serving as a cybersecurity researcher during an internship at Bitdefender, a period in which I strengthened both my technical skills and my ability to explain and structure complex concepts. Later, between May 2022 and August 2025, I worked as a software engineer in the automotive field at Harman, an experience that gave me a solid perspective on developing critical systems, working in large teams, and adhering to high industrial standards. A defining moment was taking on the role of CTO starting in August, a stage that marked the transition from technical execution to strategic and decision-making leadership, complemented by my continued involvement in education and entrepreneurship, directions that reflect my desire to create impact both through technology and through shaping new generations.

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

Flavius: The most difficult moment in the development of ContByte was, and continues to be, attracting clients in an extremely competitive and saturated software development market. We overcame this challenge by focusing on differentiation: we emphasize the quality of our solutions, a deep understanding of our clients’ business needs, and building partnerships based on trust, not just technical delivery. Through clear positioning, transparent communication, and consistent value delivery, we have managed to define our identity and gradually win clients who appreciate our impact- and results-oriented approach.

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

Flavius: Yes, the ambition that has constantly guided me has been the desire to build things with real impact, combining cutting-edge technology with practical value for people and organizations. Regardless of obstacles, I have wanted not to be just a technical executor, but a creator of solutions and a leader who influences the direction in which technology is used, whether through the products developed or through the education and training of those at the beginning of their journey.

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

Flavius: At the beginning of my journey, I was focused almost exclusively on the technical side, with a lot of enthusiasm, a desire to learn quickly, and to prove that I could deliver results, even if that meant, at times, “skipping” a few stages considered normal. Over time, I transformed from a predominantly technical profile into a more balanced professional who understands the importance of vision, responsibility, and strategic decisions, taking on leadership roles and learning to see technology not just as an end in itself, but as a tool for long-term impact.

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

Flavius: I believe my team and collaborators would say that I am an involved person, solution-oriented, attentive to the quality of work, but also to professional relationships. They would probably mention that I emphasize clarity, responsibility, and continuous learning, that I am demanding when it comes to results, but open to dialogue, feedback, and collaboration, trying to create a work environment where ideas are heard and valued.

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

Flavius: The most important decision was to step out of my comfort zone and take major risks, both professionally and personally, choosing to combine a technical career path with entrepreneurship. The decision to build my own company, alongside demanding roles in the industry, changed my trajectory, forcing me to grow rapidly, learn from mistakes, and view technology from a much broader perspective, focused on impact, responsibility, and long-term sustainability.

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

Flavius: The way I make decisions was built gradually, as a combination of a natural process and learning from experience. In the beginning, decisions were strongly influenced by the technical side and the need to quickly solve concrete problems, but over time I learned to look at things more broadly, to analyze context, long-term impact, and implications for people and projects.

It was not a model adopted or imposed, but rather a process of continuous adjustment, based on observation, feedback, and owning my mistakes. I learned that not all decisions need to be made quickly and that sometimes clarity comes from dialogue and collaboration, not from control. Today, I try to make balanced, informed, and accountable decisions, while maintaining the flexibility to adjust direction when reality requires it.

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

Flavius: Being still at the beginning of my journey in terms of age, I cannot primarily rely on extensive experience, but this is compensated by energy, adaptability, and a constant desire to learn and evolve. An essential role is also played by the team I work with, made up of professionals who complement the perspectives and competencies needed to deliver solid and well-thought-out solutions.

Our approach is based on collaboration, openness, and complementarity, and the fact that I know how to surround myself with the right people allows us to effectively respond to client requirements and build quality projects, even in an extremely competitive industry.

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

Flavius: A typical day for me has a less conventional rhythm, because I work best at night and I am not naturally a morning person. I organize my activity in such a way that I can have long periods of focus in the second part of the day and in the evening, when I am most productive, alternating technical work with meetings, planning, and coordination activities.

I feel the greatest satisfaction during the quiet moments at night, when I can work without interruptions and dive deeply into complex problems, but also when I see that the effort invested turns into clear, functional, and appreciated solutions. These moments confirm to me that my working style, even if atypical, is efficient and intentional.

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

Flavius: The values that guide me are responsibility, quality, and continuous learning, and these are constantly reflected in the way I approach both projects and professional relationships. I believe technology must be built with full accountability, which is why I treat my work with seriousness, attention to detail, and respect for the impact that developed solutions can have on users and partners. Quality is a core principle, not only at a technical level, but also in communication, organization, and delivery, because in the long term it makes the difference in an extremely competitive field.

Continuous learning is also essential for me, especially in a technological context that evolves rapidly. Day by day, I try to remain open to feedback, to constantly improve my approach, and to adapt my decisions based on accumulated experience. These values help me build sustainable projects, strong professional relationships, and a coherent path oriented toward growth and real impact.

C&B: How did the idea come to you to start this business and to name it ContByte?

Flavius: The idea of starting this business came naturally, from the desire to build something of my own in the technology field and to capitalize on the experience accumulated over time. The name ContByte reflects this combination: “Cont” comes from my name, Contor Andrei, and “Byte” directly references the technology field, symbolizing the basic unit of information and the essence of software, resulting in a personal, clear, and representative name for the company’s identity.

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

Flavius: My message would be not to be afraid to embrace their own pace and to step outside classic patterns, even if the chosen path does not always seem the safest or the most “correct” at first glance. Real progress comes from the courage to try, from consistency, and from the willingness to learn from failures, not from avoiding them.

I would also tell them to invest in people, to be open to feedback, and to understand that success is not only about quick results, but about long-term building, discipline, and authenticity. Every step, even the difficult ones, contributes to shaping a solid journey.

Flavius-Andrei Contor’s journey is about ownership, accelerated growth, and the courage to combine technical excellence with entrepreneurial vision. From research and education to strategic leadership and building his own company, each stage reflects a constant drive for impact and sustainable growth.

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With nearly a decade spent in the universe of premium spirits, Daniela Păunescu naturally blends strategy with intuition, being part of a team that shapes and directs Romanian brands built with patience and clarity. She believes in well-structured processes, accountable decisions, and the power of simple things. For her, relevance is not rushed; it is built over time through consistency, attention, and respect for each brand’s identity.

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

Daniela Păunescu: Looking back, as in the case of many of us, my path was neither linear nor guided by a very clear plan from the beginning. It was rather a succession of contexts and choices that, over time, became turning points. I worked in other fields at the start, including economic and business journalism, where I learned to better understand the mechanisms behind companies and how a coherent story is built around a product or a brand. That clarity has stayed with me ever since.

A first and most important turning point was entering the premium spirits universe. There I learned that brands in this category are not built overnight and that relevance comes from consistency and coherence, not forced visibility. It was the environment that made me stay and deepen this direction.

Then came the shift from execution to more strategic thinking. I became increasingly interested in the meaning behind products and in how a brand preserves its identity over time. That was when I realized I am drawn to long-term building, not just immediate results.

The current stage is the closest to the way I work. In recent years, I feel I can call what I do a career construction that I develop consciously. I choose bold projects I believe in and fully commit to, without the rush to force growth. I appreciate processes that are given time to settle and things built with meaning, step by step.

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

Daniela Păunescu: The most difficult moment was not a single event, but rather a period in which I had to make important decisions without having all the answers and without the certainty of an outcome. The pressure was high, and the temptation to force things was real. Instead of looking for quick solutions, I chose clarity and discipline: to prioritize what truly matters, to say “no” when directions were not aligned with what I am building long term, and to accept that some things need time to make sense. That period taught me that professional maturity does not lie in absolute control, but in the consistency and patience with which you navigate uncertainty.

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

Daniela Păunescu: I believe that, more than a classic ambition, what constantly guides me is the fear of remaining average. The desire to do things that truly matter and to evolve in a real way, not just formally.

In this process, I have benefited from a valuable professional context: collaborating with leaders and top management professionals who acted as mentors, offering inspiration, constructive challenges, and clarity in key moments.

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

Daniela Păunescu: I am guided by a few simple but firm principles. First of all, I believe in meaning, in doing things that have coherence and long-term relevance, not just immediate impact.

Another essential principle is lucidity: I try to see things as they are, not as I would like them to be. In an industry where the temptation to exaggerate is constant, I prefer honest constructions that preserve their consistency over time.

I am also guided by the courage to access things that seem hard to reach. The more difficult or ambitious a project is, the more it attracts me, not out of a desire to complicate things, but out of the conviction that real growth happens there. I like entering territories that require a certain degree of boldness.

What is equally relevant to what defines us is what we choose not to let define us. A line from a film that many already consider a classic often comes to mind — The Devil’s Advocate: “Vanity is my favourite sin.” A dear colleague often slips it into our conversations, and each time it reconfirms the same idea for me.

In the film, the character played by Al Pacino speaks about vanity as the most subtle sin, the one that can easily hide under the appearance of ambition, passion, or the desire for performance. Most of the time, we lie to ourselves, and what seems like authentic determination is, in reality, just well-packaged ego. For me, that line functions as a constant reminder not to build out of vanity or the need for quick validation, but out of the desire to create solid, relevant, and lasting things.

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

Daniela Păunescu: They would probably say that I am demanding, first and foremost with myself. I strongly believe in responsibility, accountability, and respect for work done well. I may not always be the most easygoing, but I am involved, fair, and focused on real results, not just ticking off tasks.

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

Daniela Păunescu: Honestly, I do not feel there has been that one big moment yet that completely changed my trajectory. I believe truly transformative decisions are rare and come in time, and I am still in a stage of building, not of radical turning points.

C&B: How do you define the role of a Brand Manager within a group with the tradition and scale of Alexandrion Group?

Daniela Păunescu: This role, first and foremost, is one of responsibility and balance. It is not only about managing a product category, but about understanding and protecting a heritage built over time, while carrying it forward in a way that is relevant to the present.

For me, this role means acting at the intersection of strategy, identity, and context. On the one hand, it is essential to preserve the coherence and values that define the group’s brands; on the other hand, you must constantly find ways to keep them alive and connected to today’s consumers. It is a continuous exercise in adaptation.

In an organization with such tradition, the Brand Manager also becomes a curator of meaning: someone who filters trends and makes decisions that support long-term value. At the same time, the role requires courage — the courage to propose new directions, to access ambitious projects, and to maintain high standards while the pressure for quick results is high.

At the same time, this role is exercised within a very clearly defined context shaped by Alexandrion Group’s DNA as a family business built on a long-term vision. The values, rigor, and ambition instilled by the group’s founder, the late Dr. Nawaf Salameh, remain living benchmarks in the way the group operates, and their continuity through the Salameh family provides stability and strategic coherence. Under the leadership of Antonio Salameh, in his role as Chairman, this legacy is not only protected but also adapted to current realities, with a strong focus on performance and sustainable development. For a Brand Manager, this means working within a framework where tradition coupled with innovation represents a competitive advantage, and where every brand decision must respect and strengthen this long-term construction.

C&B: What are your main responsibilities in managing the brand portfolio in Romania?

Daniela Păunescu: My main responsibility is to ensure the coherence and relevance of the brand portfolio in Romania, with a special focus on emblematic brands such as Carpathian Single Malt Whisky and Brâncoveanu Vinars. Each of them has a strong identity and a distinct strategic role, and managing them requires a deep understanding of positioning, market context, and long-term direction.

I coordinate the brand strategy at local level — from positioning and communication plans to launches, activations, and partnerships — ensuring that each initiative is coherent with the group’s values and relevant for Romanian consumers. At the same time, I work closely with commercial teams and external partners so that strategy is properly reflected in execution and results.

An essential aspect of my role is constant alignment with the Chief Marketing Officer and the Chairman of the group. Development directions are built through dialogue and shared vision, so that each step supports both the identity of each brand and the broader ambition of the group. This collaboration ensures strategic coherence and clarity in important decisions.

At the same time, my responsibility is to maintain the balance between tradition and evolution: to protect the heritage of these brands while identifying real opportunities for growth and visibility. Day by day, I strive to build with patience and discernment, so that the value created is durable and relevant over time.

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

Daniela Păunescu: My days alternate between strategy and execution. I usually start with an overview of ongoing projects and continue with alignment discussions, directional decisions, and extensive collaboration with internal teams and partners. An important part of my time is also dedicated to analysis — how brands evolve and remain relevant in the current context.

The greatest satisfactions come from moments of clarity: when a direction settles naturally, when an idea takes shape, and when projects built with patience begin to show results and make sense. I appreciate the feeling that, day by day, things are being built coherently and intentionally, even if the most visible results always appear over time.

C&B: How do you evaluate the success of a brand campaign within Alexandrion Group?

Daniela Păunescu: I evaluate the success of a brand campaign beyond immediate numbers. I look at its coherence with the brand strategy, at how the message is understood and embraced, at the quality of execution, and at its real impact on consumer perception. Of course, business KPIs matter, but for me a clear sign of success is when a campaign builds long-term brand equity and leaves something relevant in people’s minds, not just momentary visibility.

C&B: How do you build and maintain the relevance of Alexandrion brands in a competitive and constantly changing market?

Daniela Păunescu: The relevance of Alexandrion brands is built, first and foremost, through the work of a well-aligned team and through decisions made together. My role is to contribute to this construction through strategic clarity and respect for each brand’s identity. In a competitive and constantly changing market, I believe the difference lies in the ability to work coherently, with the same direction and standards.

In the spirits and whisky category, relevance comes from consistency and authenticity, not noise. We listen to the market, understand the consumer, and carefully choose which trends are worth integrating, so that brands evolve naturally without losing their DNA. Without close collaboration between teams — especially marketing and sales — none of this would be possible.

For me, success comes from the fact that brands grow healthily over time, as a result of well-executed teamwork.

C&B: Can you share an example of a campaign or launch you are particularly proud of?

Daniela Păunescu: One of the projects I am truly proud of is the limited edition Brâncoveanu XO dedicated to Gheorghe Zamfir, launched in 2021. It was an impressive experience to work directly with such an important figure in Romanian culture. Every discussion and every detail of the collaboration showed me how powerful a brand can be when it becomes a space for dialogue between generations and values.

At a complementary but equally memorable pole was the launch of SIGINA gin at the Neversea Festival in the summer of 2024. The energy, the public reaction, and the way the brand came alive within the culture of the moment were simply electrifying.

And perhaps the most ambitious of all, Carpathian — the first Romanian single malt, launched in 2022 — a premiere that raised the standards in the whisky category in Romania and beyond.

What connects all three is that none is an individual project. The innovation behind them, the strategy, execution, and attention to detail are collective efforts, and I am a link in this mechanism that contributes to transforming ideas into memorable brand experiences. In all of them, the pride comes from knowing that the teams responsible created relevance, authenticity, and impact both locally and globally.

In an industry where visibility can be gained quickly but relevance is earned over time, Daniela Păunescu relies on coherence, clarity, and long-term building. For her, brands are not just products, but ecosystems of meaning, identity, and responsibility.

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FOMO – The Festival Of Modern Owners, the festival dedicated to entrepreneurs, creatives, and freelancers, returns in 2026 with its second edition, taking place in Bucharest between May 20–24, 2026. Following the success of its first edition, FOMO continues to strengthen its position as a regional benchmark for contemporary entrepreneurship, offering a format that goes beyond the boundaries of a classic business conference.

Over the course of five days, FOMO – The Festival Of Modern Owners will bring together small and medium-sized entrepreneurs, startup founders, freelancers, creatives, and professionals in liberal professions, creating an experience that blends relevant business content across multiple fields—from finance, marketing, AI, content creation, and remote work—with authentic networking, inspiration, and urban cultural exploration.

The festival will take place across several iconic venues in Bucharest, with Sala Palatului serving as the central hub for conferences and keynote presentations, complemented by satellite events, working sessions, cultural activities, sports, parties, and wellbeing experiences.

International speakers confirmed for FOMO 2026

The first names announced for the 2026 edition confirm the festival’s international ambition and the diversity of perspectives brought to the stage:

• Mika Häkkinen – Two-time Formula 1 World Champion and McLaren Brand Ambassador, offering a unique perspective on performance, discipline, and the mindset of a Formula 1 driver
• Chris Do – Founder of The Futur, Emmy Award–winning designer and director, and one of the most influential global voices in branding, design, and creative entrepreneurship
• Codie Sanchez – Founder of Contrarian Thinking, author of the bestseller Main Street Millionaire, expert in investments and financial education
• Vishen Lakhiani – Founder and CEO of Mindvalley, New York Times bestselling author, global leader in alternative education and personal development
• Jack Delosa – Founder and CEO of The Entourage, one of Australia’s largest business growth agencies
• Julie Smith – Clinical psychologist and author of the international bestseller Why Has Nobody Told Me This Before?, known for her practical approach to mental health
• Tonya Mas – Entrepreneur and creative marketing strategist, specializing in building cultural brands for Gen Z

Many more international and local speakers, entrepreneurs, and experts will be announced in the coming period.

A festival about entrepreneurship as a lifestyle

FOMO – The Festival Of Modern Owners promotes an integrated approach to entrepreneurship, where business, personal life, creativity, and wellbeing are seen as parts of the same ecosystem. Participants will gain access to actionable ideas, relevant case studies, real contexts for dialogue, and opportunities to build meaningful connections with people who think and build in similar ways.

“FOMO continues to respond to a real need: bringing entrepreneurs and professionals together on the same stage to share their experiences. Through FOMO, we aim to create a context where participants can be curious and learn, in a safe environment, with a strong sense of community—and, yes, with real meaning. The second edition takes this vision further, while preserving the festival’s urban, open, and relevant DNA,”
says Robert Graur, Co-Founder & Creative Director, MO – Modern Owners

Early Bird tickets

Early Bird tickets for FOMO – The Festival Of Modern Owners 2026 are now available in limited numbers on the platform www.modernowners.com.

FOMO – The Festival Of Modern Owners is presented by George, the first intelligent banking platform, an innovation by BCR.

About FOMO – The Festival Of Modern Owners

FOMO – The Festival Of Modern Owners is organized by MO – Modern Owners, a 100% Romanian initiative dedicated to the new generation of entrepreneurs and freelancers. MO aims to build a community of over 100,000 entrepreneurs by providing ongoing access to practical education, relevant resources, and collaboration opportunities through events, workshops, educational programs, and large-scale conferences.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Nimrod Malinas, Founder and CEO of Robonnement AG, is an entrepreneur originally from Târgu Mureș, now based in Switzerland, who transformed a traditional paint accessories company into an international robotics scale-up, recognized with awards such as the Swiss Digital Economy Award and Forbes 30 Under 30. Today, he leads a team of over 40 people and coordinates the implementation of more than 150 robots in Switzerland and Germany, with the mission of democratizing access to technology through a Robotics-as-a-Service model and protecting people from dangerous and repetitive work. In parallel, he is preparing the launch in Romania of the first fully robotized coffee shop chain – YAM (You Are More) – where customers not only enjoy coffee served by robots but can also become co-owners of the robots through an app, earning money from their work.

C&B: How would you describe yourself in a single sentence that would spark curiosity among those who don’t know you yet?
Nimrod Malinas: I am an entrepreneur from Târgu Mureș who started from scratch abroad and who now leads an international robotics company, with the vision that robots should work for people, while people have the freedom to create, to dream, and even to earn money from the work of robots.
If I were to add a more personal note: I experienced financial hardship firsthand and had to work on construction sites to support myself. That experience motivated me to build a different future—one where hard, repetitive work is taken over by robots and people have the chance to use their time and talent in more valuable ways.

C&B: If we were to look at the narrative of your career or business, what were the key moments that defined you?
Nimrod Malinas: There are many key moments, but I would mention four.
The first important moment was leaving Romania. I left behind everything familiar and arrived in Switzerland with very few resources but with a clear desire to work and build something new.
The second moment was when I managed to buy a Swiss company with nearly a century of history, even though I had no capital of my own. It was a trial that pushed me beyond all limits but laid the foundation for what was to come.
The third moment was when I began bringing robots into the painting industry. It was a traditional industry where change seemed almost unimaginable, but technology gave it a new direction.
The fourth moment was being recognized in Forbes 30 Under 30. It meant a lot to me, to the team, and to those who stood by me, as validation that our work had meaning and impact.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Nimrod Malinas: The hardest moment was when the company was going through enormous financial difficulties, and it seemed like we wouldn’t survive. Everything I had built was at risk of collapsing, and I could see no solution. It was a daily struggle between the fear of losing everything and the desire to keep going. During that period, I felt a deep loneliness, as if I were standing alone against an unbreakable wall.
I managed to overcome it through faith. I realized that sometimes I don’t need to have all the answers and that there is a plan greater than mine. I started to take each day as just one small step to make, without needing to see the entire road ahead. And I had a few people by my side who chose to believe in me exactly when I was doubting myself.
Looking back today, I see that moment taught me not to define myself by immediate results, but by the belief that everything happens for a purpose.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Nimrod Malinas: Yes, I’ve always had a dream guiding me: to build something with global impact that changes people’s lives. I’ve always felt that work should not be a sentence to repetition and exhaustion, but a source of freedom. I chose to work with robots not for the technology itself, but because I see them as tools capable of giving people more time, more safety, and a different life.

C&B: What did you look like at the beginning of your journey, and how do you feel you’ve transformed until now?
Nimrod Malinas: At the beginning, I was a young man with no experience, no capital, and no guarantees. I started with empty hands but with the will to succeed and a dream that seemed too big for me. I was full of courage but also fear, and many times I felt alone in front of challenges that seemed impossible.
Today, I feel I’ve transformed not only as an entrepreneur but also as a person. I’ve learned to build teams, to listen more, to be patient, and to accept that I cannot control everything. I’ve matured through hardships, failures, and moments when I almost gave up. But I’ve kept the same fire from the beginning: the belief that it’s worth dreaming and working for something bigger than yourself.

C&B: If we met your team or collaborators, what do you think they would say about you?
Nimrod Malinas: I think they would say I’m someone who dreams big and pushes others to believe that the impossible can be achieved. They’d probably say I sometimes have high expectations and can be hard to please, but also that I inspire them to do things they might not have thought possible.
They might also say I’m restless and rarely stop, but that beyond the intense pace, I know how to be present for people and give them confidence when they need it most. Essentially, I think they would say I’m a leader who demands a lot but also gives just as much: vision, energy, and the belief that together we can build something truly great.

C&B: What is the most important decision you’ve made that changed your trajectory?
Nimrod Malinas: The most important decision was to risk everything to build Robonnement and to choose a different business model, based on monthly subscriptions for robots. The second major decision was to launch the YAM – You Are More project, a very bold project here in Romania, not in Switzerland.

C&B: How did you develop your leadership style or decision-making approach?
Nimrod Malinas: My leadership style was built from mistakes, from trials, and from a lot of learning along the way. At first, I made decisions only with my heart, based on intuition and the desire to move fast. Some were inspired, others were very costly.
Over time, I learned to combine intuition with reason. I started listening more to those around me, weighing long-term impact, and seeking balance between vision and reality. For me, leadership is not just about showing the way, but about making others believe in it and see themselves in the story.
Today, I make decisions more carefully, but I haven’t lost the courage to take risks. I think that defines me: a leader who listens, but who isn’t afraid to step forward when others hesitate.

C&B: What do you think sets your business apart from the rest of the industry?
Nimrod Malinas: What sets us apart is that we don’t see robots merely as machines, but as a resource that can be shared and accessible to everyone. While the industry focuses on selling expensive robots to large corporations, we created a model where SMEs and even ordinary people can benefit from technology.
We transformed robots from a hard-to-reach product into an accessible service, through subscriptions, and we opened the door to digital co-ownership with projects like YAM – You Are More. That’s the difference: the democratization of technology. Not just industrial efficiency, but freedom for people—the chance to own a part of the future.

C&B: What does a typical day look like for you now, and what moments bring you the most satisfaction?
Nimrod Malinas: A typical day for me starts early, with an hour of quiet time where I organize my thoughts and set my priorities. Then follows a series of meetings, decisions, and discussions with the team, investors, or partners. They’re intense days, shifting from operations to strategy, from vision to technical details.
But the greatest satisfaction doesn’t come from ticking off tasks. It comes from moments where I see the real impact of our work: a robot installed at a client’s site that changes the way they work, a team growing and learning together, or a message from someone telling me they were inspired by my story. In those moments, I realize that the journey, with all its sacrifices, is worth it.

C&B: What values or principles guide you in what you do, and how do you apply them day by day?
Nimrod Malinas: The values that guide me are faith, courage, and responsibility. Faith gives me the strength to move forward even when I don’t see the solution. Courage makes me choose paths that seem impossible and take risks where others hesitate. And responsibility keeps me grounded: toward my team, my clients, and my family.
Day by day, this translates into simple things: being present for the people around me, not avoiding tough decisions, keeping my word, and working with integrity. I may not always succeed perfectly, but I always return to these principles as a compass that keeps me on track.

C&B: How did you come up with the idea to start this business and give it this name?
Nimrod Malinas: The idea came from a real need I saw in the industry. The company I took over produced painting equipment, and I immediately noticed the lack of labor and the fact that people were avoiding hard, dangerous work. That’s when I thought: “Why not solve this with robots?” That’s how it all started—from a simple question with huge potential.
The name Robonnement comes from a combination of “robot” and “abonnement” (subscription in French). It says exactly what we do: we make robots available to people through an accessible subscription model. Behind the name lies our entire philosophy—that robots should not be the privilege of a few big corporations, but a resource anyone can use.

C&B: If you were to send a message to people following your example, what would it be?
Nimrod Malinas: I would tell them not to be stopped by the idea that they don’t have everything they need to succeed. I started without money, without a diploma, and without guarantees, but with the belief that my dream was worth trying. The truth is that nobody has all the perfect conditions at the beginning. What matters is to take the first step and not give up when it gets hard.
And one more thing: have the courage to dream bigger than seems reasonable. Sometimes it’s precisely those “outrageously big” dreams that light the path and inspire others as well.

Nimrod Malinas is an example of an entrepreneur who turned challenges into opportunities and truly believes in the power of technology to free people from repetitive work.

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Dragoș Saioc is the General Manager of the engagement and teambuilding agency Ecoxtrem. In 2006, while he was Marketing Specialist & Deputy Manager at Porsche Finance Group Romania, he followed his passion for nature and his interest in ecology, laying the foundation of the Ecoxtrem mountain club.
What started as an outdoor initiative, inspired by the desire to bring people closer to nature, quickly attracted interest and turned into a teambuilding agency, with a name inspired by the extreme spirit of its beginnings.
Although the name and spirit have remained unchanged, Ecoxtrem today offers much more complex services, tailored to the current development needs of teams: one of the largest portfolios of teambuilding concepts developed in-house worldwide, complemented by expertise in corporate events, training, assessment, and internal communication solutions.

C&B: How would you describe yourself in one sentence, to spark the curiosity of those who don’t know you yet?
Dragoș Saioc: It’s hard for me to describe myself, but my colleagues would characterize me by courage and adaptability. In the 18 years of the agency, many things have changed – from the evolution of the market to challenges like the pandemic – and what has always kept us moving forward was the ability to reinvent ourselves and keep going.

C&B: If we were to look at a narrative thread of your career or business, what were the key moments that defined you?
Dragoș Saioc: The first pivotal moment was my departure from Porsche and the desire to try, together with a group of friends without entrepreneurial experience, to build a teambuilding agency. Here we are, 18 years later, still here.
Another defining moment was the pandemic, when, like all event agencies, we suddenly found ourselves without activity. We quickly adapted and were among the first to bring and develop a portfolio of online experiences.
In addition, we realized that people managers need more, and the needs of teams are becoming increasingly complex. That’s why we made the natural step from a simple teambuilding agency to an engagement agency.

C&B: What were the first challenges when you introduced the concept to the market?
Dragoș Saioc: In 2006, when we started on this path, Romania didn’t really have a culture of teambuilding or human-level team development, so the demand was modest. It took a lot of education on our part, as well as patience, to show companies the benefits of these experiences. Today, however, the need for connection is evident and widely embraced.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Dragoș Saioc: I wouldn’t say it was a particular dream, but rather a mindset: that of succeeding, of continuously developing, and of contributing to the well-being of the workplace environment. We have always been guided by the desire to adapt and to communicate effectively with new generations so that what we do remains relevant and truly impactful.

C&B: What were you like at the beginning of the road, and how do you feel you have transformed over time?
Dragoș Saioc: At the beginning, we were bold and creative – and we still are today. The difference is that, along the way, we developed as a multidisciplinary team, and the volume of projects forced us to become much more procedural. Even though it may not seem so at first glance, today we function like an agile corporation with an adventurous spirit.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Dragoș Saioc: I think the team and collaborators would describe me as having the courage to try, regardless of challenges. For me, adversity is not an obstacle but a driver that motivates me, and the idea of standing still doesn’t suit me at all.

C&B: What is the most important decision you have made that changed your trajectory?
Dragoș Saioc: The most important decision I made was a few years before the pandemic, when I realized we had to diversify our services. We broadened our horizons into training and assessment, and from there things took an upward trajectory. We expanded our portfolio and internal capabilities, developing in-house products that strengthened our position and impact in the market. That was the moment when we shifted our mindset from an entrepreneurial approach to a corporate, procedural one.

C&B: How did you see changes in the teams you worked with after the Ecoxtrem experiences?
Dragoș Saioc: We can only quantify changes in teams that work consistently and sustainably in this direction.
When team experiences are treated as one-time activations, it’s much harder to measure the real impact.
However, we do have teams that have been working with us for over 7 years, and with them it’s clear how a unified personality and a healthy organizational culture based on connection and shared values have formed. Moreover, by supporting them in marking other important moments – March 1st and 8th, Children’s Day, sustainability events – we see how these initiatives become internal traditions. In such cases, teams begin to behave like true families, and employee retention is noticeably higher.
Another relevant aspect is the growing appetite of companies for assessment and objective evaluation of progress. At the same time, we observe the adoption of a Never Ending Teambuilding attitude – as a continuous style of development, whether through teambuilding programs, trainings, events, or internal activations.

C&B: What makes Ecoxtrem different from other teambuilding companies?
Dragoș Saioc: We may believe many things about who we are, but the most important thing is what clients and the market say about us. From the feedback we’ve received, we learned that we are perceived as extremely adaptable and highly customizable, because we develop everything in-house. In addition, what truly sets us apart is our implementation team, connected to the communication styles and needs of all generations in the labor market – something that makes our experiences relevant and memorable.
Another essential attribute is constant innovation, combined with a deep understanding of clients’ needs and objectives. This way, we can deliver personalized solutions with a high level of customization.

C&B: What does a typical day look like for you now, and what moments of the day bring you the greatest satisfaction?
Dragoș Saioc: Besides my role as a manager, I am actively part of the consulting team, which means I spend a good part of my day talking to clients, understanding their needs and challenges, and building solutions together. If you were to visit our office, you’d most likely find me on an exploratory call with a people manager concerned about their team and eager to create a better environment. These moments, when I feel we can add real value, are the ones that bring me the greatest satisfaction.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Dragoș Saioc: Adaptability, courage, and the conviction that a solution can never be one size fits all.

C&B: How did the idea of launching Ecoxtrem Teambuilding come about, and what inspired you to take this path?
Dragoș Saioc: Ecoxtrem started as a mountain club, built on values that naturally belong to a team – trust, mutual support, overcoming limits together. At some point, we realized there was demand, there was a need, and there was space for such experiences in the corporate world. That’s how we started and turned our passion into what is today the Ecoxtrem Teambuilding agency.

C&B: What has been the most memorable teambuilding experience organized so far?
Dragoș Saioc: There are many memorable experiences, and each of us has our own favorite. For me, I think the defining moment was the first event organized for 1,000 participants. That’s when I realized that we could handle any challenge and that we had all the resources needed to deliver at the highest level.

C&B: Where do you see Ecoxtrem Teambuilding in 5 years?
Dragoș Saioc: We couldn’t say exactly what the plans are, because they’re part of our competitive advantage. What we can say, however, is that we will remain attentive to the market, ready to adapt and grow alongside the needs of teams. In 5 years, Ecoxtrem will deliver solutions to problems that clients today are only just beginning to define.

Ecoxtrem has proven that business success is not only measured in numbers but also in the ability to build strong, motivated teams ready to overcome any challenge.

The post From Outdoor Passion to Corporate Impact: The Ecoxtrem Journey with Dragoș Saioc appeared first on careers-business.com.

Packeta Romania, part of the Packeta Group, has inaugurated a modern logistics center in Oradea, covering 5,500 square meters and capable of processing up to 100,000 parcels daily. The new facility is more than five times larger than the company’s previous space in the city.

Strategic Location and Advanced Facilities

The center is located in CTPark Oradea Cargo Terminal, Romania’s first industrial park with an integrated cargo terminal, providing direct access to Oradea Airport and the European road network. The elimination of border controls following Romania’s entry into the Schengen area helps reduce transit times for cross-border deliveries.

Read also: Alexandrion Group Expands to Poland with Trend Spirits Partnership

Read also: Alexandrion Group Expands to Poland with Trend Spirits Partnership

The investment includes automation and digitalization systems for logistics processes, as well as Direct Print technology for rapid parcel processing. The building meets international sustainability standards and is BREEAM certified, ensuring reduced energy consumption and optimized workflow.

Dedicated Team and Expansion Plans

The new hub will be operated by approximately 40 employees. “The opening of this center is part of our plan to expand the national logistics network and increase processed volumes, in line with the growth of e-commerce,” stated a Packeta Romania representative.

Photo: Packeta

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