Eugen Cojocaru is a serial entrepreneur (with over 20 years of experience as a technology expert) who, over the past 13 years, has built several companies in fields such as technology, marketing, investments, media, and business consulting.

His declared mission is to support, through everything he does, the development of a world shaped by authentic leaders who create environments where people grow together, excel, and prosper.

He is the organizer of the Transylvania Meets Business People event and has participated as both a speaker and moderator at numerous business and personal development events. In addition, Eugen supports entrepreneurs through one-on-one consulting, leadership courses, and business strategy programs.

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

Eugen: You’re inviting me to take a wonderful trip down memory lane. I’ll start with the moment when, after my first three months at university, I sought and received support from two professors to study beyond the curriculum and the standard coursework. Later, at the end of my first year, I decided to get a job so I could learn real things from the industry, complementing what I was studying at university. I didn’t care how much I would be paid—I was actually willing to pay for the opportunity to access environments where I could interact with professionals developing technology. I had the privilege of meeting people who trusted me, were patient with me, and guided me through my first steps in the field. That encouraged me to keep growing, realizing that personal development is a never-ending journey that I can enjoy throughout my entire life.

Another defining moment was the experience I gained while working as an employee in a multinational organization, where I came to understand the importance of systems and the fact that, within a company, people are a form of capital rather than merely a resource.

In 2013, together with an exceptional person who became my business partner, I founded my first company—a technology company. Over the next four to five years, we built a team of passionate professionals around us, all engaged in a continuous development process. However, I eventually realized that everything revolved around me. I was an excellent leader and a very good manager, but I also realized that business is about much more than that.

The next step involved educating myself in entrepreneurship while deepening my self-awareness. During that journey, I met extraordinary people who became true mentors. I enjoyed this growth process so much that I became involved far beyond simply learning concepts. The results quickly became visible in my business, and those who noticed the transformation began asking me for consulting. That is how both the desire and the personal fulfillment of helping others grow came into my life.

From there, things expanded further. I founded and developed other companies while simultaneously helping dozens of entrepreneurs grow their businesses. Yet, directly or indirectly, everything intersects with what will soon become as commonplace as electricity is today: technology and artificial intelligence.

I then became involved in business communities, created events designed to make a positive impact on society, and taught at university. I’ve managed to accomplish many of the things I once only dreamed about, and the story continues. Over time, I’ve learned that one of the most important abilities a person can develop is the ability to reinvent themselves, and that becomes possible by creating a vision with genuine purpose for the next stage of growth.

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

Eugen: I gave this question a lot of thought, and I realized it’s difficult for me to choose a specific moment simply because I don’t really perceive any experience as a burden. Early on, I understood that every challenge I encounter is an opportunity for growth and that, as long as I don’t give up searching for solutions, I will become stronger. I’ve learned to appreciate challenges when they arise and even to seek them out by placing myself in situations where they are inevitable. I’ve faced many challenges, and I’m certain there will be many more because I have no intention of stopping.

To answer your question more directly, I believe my greatest challenge was understanding that nobody owes me anything and that everything ultimately depends on me. That realization gave birth to a level of responsibility that freed me from expectations and empowered me to act with confidence.

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

Eugen: I don’t believe there’s a single thing that has had that effect, but it’s certainly not ambition—it’s commitment. Commitment to excellence. I want to dedicate myself to things that honor who I am because life is too short to play small. The difference between who I am today and who I can become lies in what I do every single day, and that occupies all of my time.

C&B: Which professional experiences shaped you the most before launching Universum?

Eugen: Beyond my career as an employee, where I learned a great deal about work ethic and professionalism, I also had the opportunity to build at least one company beforehand. That allowed me to approach consulting, media, and marketing with maturity and confidence, as they all became part of the Universum group.

Before developing this group of companies, I had recruited hundreds of people, built high-performing teams, worked with international clients, and understood that every successful business is built upon an inspiring vision, a strategy firmly rooted in market realities, exceptional people, and effective systems.

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

Eugen: Some time ago, I read something that completely changed the way I approach life. To paraphrase it, it goes something like this: “I don’t know the secret to success, but I certainly know the secret to failure: trying to please everyone.”

Some people might say that I turned them down, but it’s important to be selective about whom we dedicate our limited energy to and why. Others might say that I could have done better—and they would be right. That mindset pushes me to continuously learn from every experience and keep evolving. Perfection doesn’t exist, but I am fully committed to excellence.

The vast majority of my collaborators would probably say that I am a man of principles (although that doesn’t necessarily mean they always appreciate it! ). They would also say that whenever things don’t go according to plan, I’m there to look for solutions—and we always find them.

I’m a loyal person who values long-term relationships built on mutual trust and on the idea of creating situations where three parties benefit: myself, my collaborator, and society. We all need people we can rely on, and we all need to surround ourselves with individuals we trust. I constantly strive to choose such people to be around me while also being that kind of person for them.

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

Eugen: Choosing, with confidence and pragmatism, the right people to accompany me on a journey that would ultimately impact many others. Refusing to compromise just to keep close those who were unwilling to do what we had agreed upon.

In business, emotional attachments and excessive emotional involvement undermine performance and the ability to build something solid and scalable. I’ve concluded that true success requires harmony between the passion and spirit of a people-oriented culture and the pragmatism of systems focused on delivering excellent results.

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

Eugen: The answer is actually in your question—I built it.

From an early age, I paid close attention to the small details that make a difference, and I’ve always loved people. That naturally helped me do many things in ways that now feel instinctive. However, over time I realized that everything is actually the result of thorough preparation—initially unconscious and later intentional—which gave me the privilege of knowing how to choose valuable people to have by my side and how to filter those who had already passed the initial selection.

The easiest problems to solve are the ones we never have because we’ve anticipated them and elegantly avoided them.

From my perspective, every organization relies on two essential forms of capital without which it cannot perform: financial capital and human capital.

I genuinely love people, and it brings me great satisfaction to identify those with whom I can share different stages of our journey. Leadership has become one of the central areas of everything I do because, in reality, abstract leadership principles lie at the root of most of our successes and challenges, whether we’re talking about our professional or personal lives.

Over the years, I’ve learned that one of the most valuable abilities a person can develop is self-awareness. The better you know yourself, the better you are able to understand others.

For me, an authentic leader isn’t someone who has followers, but someone who creates other authentic leaders.

C&B: What differentiates Universum Media from other agencies or media projects on the market?

Eugen: We chose to enter the marketing and media industry because this is where we can create meaningful impact for both businesses and society. There are many aspects that make us different, but I’ll mention just a few.

We operate at the intersection of marketing expertise and business consulting—an essential combination that allows us to understand much more than traditional marketing expressed through social media posts, articles, or other execution-focused activities. We begin by understanding the company’s objectives and then reflect them in measurable strategies and implementation.

We’ve also developed our own proprietary framework, ValueDrive, which enables us to work in a structured and transparent way, starting from the real needs of the business and implementing concrete actions that generate equally concrete and measurable results.

The media landscape is essential for visibility and social impact. We live in a world that is becoming increasingly dependent on authentic and valuable information, and that comes with great responsibility.

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

Eugen: My day starts early, before sunrise, with exercise and time spent with my family. It continues with activities that provide direction and support for the companies I’m involved in, and it ends with quality family time, reading, and rest.

The moments that bring me the greatest satisfaction are those spent with my family and those in which the people I work with succeed. It’s easy to feel good when you’re surrounded by people who are doing well.

C&B: How do you manage the challenge of creating content that remains authentic while also delivering results for your clients?

Eugen: Authenticity is an essential ingredient of great content, but it’s amplified by the ability to truly understand clients’ real needs—beyond what they initially express during the first conversations.

It’s a process of discovery. Clients gradually open up, we explore together, and together we uncover deeper levels of need and the reasons behind them. Once we’ve reached that point, it becomes much easier to identify exactly what best fits each unique situation.

At the same time, we benefit from technology that enables us to significantly accelerate many stages of implementation and delivery. The real key lies at the intersection between the human element and technology.

C&B: How did the idea for Universum Media come about, and what motivated you to start your own business in the media industry?

Eugen: Universum Media emerged from a personal need that I identified within the other businesses I already owned: the need to approach brand exposure and promotion in a structured, measurable way, at the intersection of business and marketing.

We quickly realized that marketing and media are industries with tremendous future potential and a significant impact on both business and society. Our main motivation was to contribute to the evolution of this industry while also benefiting from that evolution ourselves.

C&B: What strategic directions will Universum Media explore over the next two to five years?

Eugen: Our focus will be on helping brands benefit from the intersection of promotion, visibility, and trust-building.

Additionally, we will continue to adapt to the constant changes taking place in this dynamic industry. We are currently developing an online platform that will allow not only us but also other agencies in the field to intelligently automate both marketing strategy development and implementation.

This will enable professionals to focus on what people will increasingly be expected to do in the future: build authentic relationships with clients, guide them through meaningful questions to uncover relevant answers, and master the ability to truly understand their needs so they can provide solutions that make a real difference.

It sounds great in theory, but putting it into practice is an art—and that’s exactly what we do every single day.

Eugen Cojocaru’s interview highlights how authentic leadership, innovation, technology, and continuous growth can transform both businesses and people. Drawing on his extensive experience in entrepreneurship, business consulting, and media, the founder of Universum Media shares valuable insights into the future of marketing, artificial intelligence, and building high-performing organizations founded on trust, strategy, and people.

The post Eugen Cojocaru, Universum Media: “Authentic leadership means creating other leaders, not just followers” appeared first on careers-business.com.

Loredana Pipie, entrepreneur and former IT professional with over 11 years of experience, creates authentic connection experiences for individuals, teams, and communities through creative painting workshops built around emotion, relaxation, and personal expression.

C&B: How would you describe yourself in a single sentence to capture the attention of someone who doesn’t know you?

Loredana: I left behind a stable corporate career to build, through Mooz ARTelier, creative experiences that help people reconnect with themselves and with one another in an increasingly fast-paced and digital world.

This is what sets me apart. I do what I do out of passion, which drives me to always put the client before profit. Perhaps that doesn’t make me the best entrepreneur, but it does make me very good at what I deliver to people.

C&B: Looking back, what has been the “common thread” guiding your professional journey?

Loredana: Looking back, I believe the common thread that has guided my entire professional journey has been the desire to create genuine human connections and build something meaningful, not just efficient.

The first defining moment was the period when I spent more than 11 years working in the corporate IT sector. Although I learned an enormous amount about organization, business, and people, I constantly felt that the creative and human side—the part that truly fulfilled me—was missing. That experience made me realize how much people need opportunities to step away from routine and connect authentically.

The second key moment came in a small kitchen in Piața Iancului, where the idea of painting T-shirts as a hobby first emerged. People’s reactions made me realize that what I was creating was not just a painted object, but an emotion and a personal experience. That was the beginning of Mooz ARTelier.

The third important milestone was the decision to turn creative workshops into the main direction of the business. Over time, I noticed that people were not coming just to paint—they came to relax, socialize, and feel that they belonged in a warm and authentic space. That’s when I understood that the true value of what I was building was the experience of human connection.

I believe that one thing has remained constant throughout all my choices: the desire to create contexts that bring more emotion, authenticity, and closeness between people.

C&B: What was a difficult moment or failure that truly changed you?

Loredana: One of the most challenging moments came when I realized just how much I still had to learn about entrepreneurship and how difficult it truly is to grow a creative business like Mooz ARTelier.

At the beginning, I had a great deal of passion and energy. But as the business started to grow, challenges related to organization, sales, strategy, marketing, cash flow, and positioning began to appear—things you don’t always see when looking at a business from the outside.

There was a period when I felt overwhelmed and honestly questioned whether it was worth continuing or whether it would have been easier to return to a more predictable and secure corporate career. I believe many entrepreneurs go through moments like these, but they simply aren’t talked about enough.

At the same time, that period changed me the most. It taught me that passion alone is not enough and that a healthy business is built through continuous learning, adaptability, and discipline. Instead of giving up, I began investing more in education, understanding the business side better, and seeing Mooz ARTelier not only as a creative project but as a brand that needed to be built strategically for the long term.

C&B: What is a bold (or counterintuitive) decision that significantly influenced your path?

Loredana: One of the boldest decisions I made was choosing to continue building Mooz ARTelier at a time when the “logical” choice would have been to return to a stable corporate position, especially given the current economic climate.

The business is still unpredictable. The greatest risk is not only financial but also emotional: investing years of work in a creative field that is beautiful, yet challenging to transform into a sustainable business.

The alternative was clear and, in many ways, comfortable: a predictable career path offering stability and security. However, I realized that if I chose only safety, I would probably always carry the feeling that I had never truly tried to build something of my own.

The decision to continue forced me to grow tremendously as an entrepreneur, not just as a creative person. Over time, it led to the growth of our creative workshops, corporate collaborations, communities built around our events, and the transformation of Mooz ARTelier into a business centered on experiences and human connection—not just painting itself.

C&B: How have you evolved over time as a leader and professional?

Loredana: At the beginning, I made many decisions based on emotion and felt I constantly had to prove that I could do everything on my own. I said “yes” to almost every opportunity, tried to control every detail, and put enormous pressure on myself to make everything perfect.

Over time, I realized that a business doesn’t grow sustainably through enthusiasm and hard work alone, but also through clarity, structure, and the ability to prioritize. Today, I make decisions much more strategically and pay closer attention to their long-term impact rather than focusing only on immediate results.

For example, I used to accept projects simply because they seemed like “good opportunities,” even when they didn’t align with the brand’s direction or required too much energy compared to the results. Now, I’m much more selective about collaborations that truly fit the values and vision of Mooz ARTelier.

The way I handle pressure has also changed significantly. In the past, I viewed difficulties as signs that I “wasn’t good enough.” Today, I see them as a natural part of growth and try to respond with more balance, without taking every problem personally.

I believe the biggest transformation has been moving from the mindset of someone who tries to do everything to that of an entrepreneur focused on building sustainably for the long term, without losing the human and authentic essence of the business.

C&B: What do you think people who work directly with you would say about you—beyond your public image?

Loredana: I believe that people who work closely with me would first of all say that I’m deeply committed and authentic, and that I put my heart into everything I build through Mooz ARTelier. Many people tell me that I create environments where they feel relaxed, seen, and genuinely connected with others, and that is probably one of the things that matters most to me.

At the same time, I think they would also say that I have high standards and that it is sometimes difficult for me to completely disconnect from the business because I tend to become deeply involved in every detail and in the experience of every participant or client.

One piece of feedback I’ve received repeatedly is that I bring a great deal of energy and enthusiasm and inspire others to believe in the ideas we are building together. I have also been told, however, that I sometimes put too much pressure on myself and try to solve too many things at once.

Over the past few years, I believe I’ve learned to balance this much better and to understand that a leader doesn’t have to control everything, but rather create a space where people can contribute and grow together.

C&B: What truly differentiates you in the way you build or lead?

Loredana: I believe what differentiates me the most is that I don’t design experiences merely as services, but from the perspective of emotion and human connection.

In general, creative workshops are often seen as simple recreational activities. I try to build every experience beyond the painting itself—from the atmosphere and the group’s energy to the way we interact with participants and all the small details that make people feel comfortable and engaged.

For example, during our corporate workshops, we don’t simply show up with easels and paint. We first try to understand what that particular team truly needs: relaxation, stronger connections, breaking down barriers between colleagues, or simply an experience that differs from traditional team-building activities. Very often, people leave saying they felt a genuine connection with their colleagues for the first time.

Another important aspect is that I strive to preserve the human and authentic side of the business even as it grows. I don’t want Mooz ARTelier to become just another company that “delivers events,” but rather a brand that creates experiences with genuine emotional impact.

I believe that this combination of solid business structure and sincere care for the human experience best defines the way I build and lead Mooz ARTelier.

C&B: How has today’s context (technology, AI, economy) changed the way you work?

Loredana: The current context has made me realize even more clearly how much people are searching for real experiences and authentic human connection, precisely because we spend more and more time online, in front of screens, and living at an increasingly fast pace. Paradoxically, technology and AI haven’t reduced the need for human experiences—they’ve made that need even more apparent.

For Mooz ARTelier, this has influenced our strategy in two directions. On one hand, we’ve embraced technology and digital tools more extensively for organization, marketing, automation, and structuring the business, allowing us to save time and work more efficiently.

On the other hand, we’ve chosen to invest even more in the human side of the experience by creating more interactive events, collaborating with venues that encourage social interaction, and developing concepts that help people step away from routine and engage with one another authentically.

We’ve also noticed a significant shift in the corporate sector. Companies are increasingly looking for activities that genuinely reduce stress and bring people closer together, rather than simply organizing events to tick a box. I believe that in a time when so many things are becoming automated, the value of authentic experiences and human creativity is increasing tremendously.

C&B: Is there a habit or routine that has significantly influenced your performance?

Loredana: One habit that has helped me tremendously is intentionally creating moments to step away from the fast pace of the business, reconnect with myself, take breaks, and do things simply for my own well-being.

At the beginning of my entrepreneurial journey, I was completely absorbed by tasks, organization, and the pressure of making everything work. As a result, I quickly found myself overwhelmed. Over time, I realized that my best ideas and clearest decisions come when I give myself space for creativity, reflection, and mental quiet.

That’s why I began building small routines into my life: taking walks in the park, reading, exercising, or simply allowing myself moments to disconnect from the constant rhythm of the business.

At the same time, I believe I’m still in an ongoing process of learning how to build healthy habits that support my long-term performance. Entrepreneurship comes with a great deal of chaos and unpredictability, and one of my personal challenges is finding the balance between creativity, discipline, and rest.

I believe this continuous process of adjustment has made me more aware that sustainable performance doesn’t mean operating at maximum capacity all the time. Instead, it means learning how to manage your energy and mental clarity over the long term without losing the human and authentic side of what you’re building through Mooz ARTelier.

C&B: What principles guide your most important decisions?

Loredana: One of the most important principles that guides my decisions is building for the long term rather than chasing quick wins or short-term opportunities. I make a conscious effort to choose projects, partnerships, and directions that align with the values and spirit of Mooz ARTelier, even if that sometimes means saying “no” to opportunities that appear financially attractive.

Another essential principle for me is authenticity. I don’t try to create experiences simply because they’re trendy, but because I genuinely believe they have meaning and create real value for people. I think people can immediately sense when something is created sincerely and when it exists only for commercial purposes.

These principles have been tested in situations where I was offered collaborations or opportunities that could have generated faster financial results but didn’t align with the way I wanted the brand to grow. Those decisions were difficult, especially while the business was still taking shape, but I realized that every decision that isn’t aligned with the brand’s values and direction drains a tremendous amount of energy over time.

I believe these more difficult choices are exactly what have allowed Mooz ARTelier to remain a business with an authentic identity and a community built around genuine experiences rather than simply a product or service.

C&B: How do you see your field evolving over the next 3–5 years?

Loredana: I believe that over the next three to five years, we’ll see a growing demand for authentic, interactive, and personalized experiences, especially as technology and AI become increasingly integrated into everyday life. The more time people spend online and in front of screens, the greater their need for genuine human connection, social interaction, and activities that help them break away from routine.

In the field where Mooz ARTelier operates, I believe people will no longer be looking for just “a workshop” or “an event,” but for experiences that make them truly feel something memorable. That’s why I think the real differentiator will no longer be the product or activity itself, but the atmosphere that is created, the community that is built, and the emotions people take with them after the experience.

At the same time, I believe there will also be a major challenge: the market for creative experiences and events will become increasingly crowded, with new concepts emerging very quickly. This is precisely why authenticity and a clear brand identity will become essential. People will be able to tell the difference between experiences genuinely built around people and those created merely for content or trends.

In the corporate sector, I expect significant growth in activities that support employee wellbeing, creativity, and stronger relationships among colleagues. After many years during which the focus was placed almost exclusively on productivity and performance, companies are beginning to recognize the tremendous impact that human connection, emotional wellbeing, and internal culture have on their teams.

In the long run, I believe the strongest businesses in the creative industry will be those that successfully combine authentic human experiences with the organization and strategic thinking of a mature business.

C&B: What role do you hope to play in this evolution?

Loredana: Through Mooz ARTelier, I want to contribute to creating environments where people reconnect more authentically with one another and with themselves during a time when everything is becoming increasingly fast, digital, and productivity-driven.

I believe my role is not simply to organize creative workshops, but to design experiences that encourage people to slow down, be present, and build genuine human connections.

More specifically, I want to further expand our creative experiences for companies and communities while transforming Mooz ARTelier into a brand recognized for creating experiences with genuine emotional impact—not merely recreational activities. I want us to create events that help people relax, communicate more authentically, and step away from their daily routines in a natural and accessible way.

At the same time, I want to preserve the human and authentic side of the brand as we continue to grow. For me, it is essential that Mooz ARTelier never becomes just another business that delivers events, but remains a place where people feel they belong and feel free to be themselves.

In the long term, I believe the greatest impact I want to create is reminding people that they also need creativity, playfulness, connection, and real-life experiences—not only efficiency and speed.

C&B: What genuine advice would you give someone who wants to build something meaningful today?

Loredana: The first thing I would say is not to begin the journey believing that passion alone is enough. I made that mistake myself in the beginning. Passion gives you the drive to start, but a healthy business is also built on structure, discipline, strategy, and a great deal of patience. I believe it’s important to learn the business side as early as possible, not just the creative side.

The second piece of advice would be not to try to do everything for everyone. At the beginning, when you’re eager to grow, it’s incredibly tempting to accept every opportunity and constantly adapt to whatever seems to work. I’ve been through that myself and realized that when you try to please everyone, you risk losing both your brand’s clarity and an enormous amount of energy. Today, I believe people connect much more deeply with businesses that have an authentic identity and a clear direction.

And perhaps the most important lesson: don’t constantly compare your beginning to someone else’s results. I believe one of the hardest parts of entrepreneurship is continuing even during periods when you still don’t see the results you’re hoping for, especially when it seems like everyone else is succeeding effortlessly.

One of my greatest lessons has been understanding that meaningful and sustainable things take much longer to build than we imagine—and that’s precisely what gives them lasting value.

C&B: What is an uncomfortable truth about your industry that very few people talk about?

Loredana: One uncomfortable truth about the creative industry is that, from the outside, everything looks beautiful, relaxed, and effortless, while behind the scenes there is an enormous amount of work, pressure, and uncertainty.

People see the events, the painting, the atmosphere, and the social media content, but they rarely see everything that goes into organization, logistics, marketing, sales, client relationships, cost management, or the constant pressure of creating something relevant in an increasingly competitive market.

Another truth is that passion can very easily become a trap. Many creative people—including myself at the beginning—tend to believe that if they truly love what they do, they should accept every project, work constantly, or put financial considerations aside. In reality, if you don’t learn how to bring structure and value to your work, you risk burning yourself out while building something you genuinely love.

I also believe that in the creative experiences industry there is sometimes a tendency to underestimate the importance of the emotional and human component. Many assume people come only for the activity itself, when in reality, many are searching for connection, belonging, and spaces where they can simply feel good and be themselves.

That’s exactly why I believe the real differentiator in this field isn’t just creative talent—it’s the ability to build authentic human experiences and relationships in a sustainable, mature, and strategically sound way as a business.

Loredana Pipie’s story shows that the most meaningful businesses are built not only around products or services, but around the impact they have on people. Through Mooz ARTelier, she transforms creativity into a powerful tool for authentic human connection, creating experiences that bring together emotion, community, and personal growth.

The post Loredana Pipie, Mooz ARTelier: “Creativity brings people together more than ever in a digital world” appeared first on careers-business.com.

Graduate of the Technical University of Cluj-Napoca, Ilie Preda, founder of AdeonaCamps, is an unconventional entrepreneur fascinated by mountains, karate, people, and the philosophy behind every kind of ascent. At just 19 years old, he founded the Ochiul Muntelui Mountain Tourism Student Club. He never practiced in the field he originally studied, choosing instead to build his own vision of mountain tourism from a young age while continuing to climb some of the world’s great mountain ranges: the Tatras, the Alps, the Andes, and the Himalayas. Yet the ascent that matters most is undoubtedly AdeonaCamps. Even today, after 25 years, he remains actively involved in organizing mountain camps and excursions for children, playing a significant role in the development of adventure tourism in Romania.

He believes entrepreneurship is much like high-altitude expeditions. There are no guaranteed recipes for success, no certainties—perhaps only the beauty of each unique story. Attitude determines altitude!

C&B: How would you describe yourself in a single sentence that would capture the attention of someone who doesn’t know you?

Ilie: In the autumn of 2016, I decided to share lesser-known aspects of my life with people. Four years later, after repeatedly revisiting and rewriting entire chapters, a book emerged about a man who is always climbing, searching for a summit that does not exist—a Sisyphean effort whose ending remains uncertain.

On the Other Side brings together the years spent in the karate dojo, the mountains I have climbed, the entrepreneurial projects I have built, and the people who, in one way or another, influenced my transformation.

Even today, I firmly believe these worlds complement one another naturally because, at their core, they all require hard work, humility, determination, and respect.

C&B: Looking back, what has been the “red thread” guiding your professional journey?

Ilie: Avoiding a theoretical answer, I would rather highlight five personal moments that significantly contributed to my professional path and likely shaped me into who I am today:

1. Founding a karate club for children at just 18 years old, together with a close friend who was equally fearless.
2. Deciding to establish the Ochiul Muntelui Mountain Tourism Student Club in Cluj. It was an extraordinary opportunity and my first encounter with what I would later understand as leadership.
3. Choosing to resign from what was then a very well-paid job after learning the basics of sales and deciding to follow my own dream.
4. Signing the first long-term contract and building the first dedicated location for AdeonaCamps camps.
5. Stepping away from the operational side of the business and delegating decision-making.

If I were to draw a common thread, I would say: vision, motivation, attitude, learning, values, and hard work.

Exactly in that order.

C&B: What was a difficult moment or failure that truly changed you?

Ilie: I believe people stubbornly refuse to learn much in the absence of pain.

Each of us evolves through the accumulation of experiences over time, but meaningful change only occurs when we are pushed beyond our limits.

For me, the critical moment came in 2021, immediately after the pandemic, when it became clear that my heart condition was far more complex than I had believed. Three medical interventions quickly pulled me into a new reality that was difficult to accept.

I was forced to understand that the mountains would remain the same without me and that the only true profit is life itself and my family. No one can stay at the summit forever.

C&B: What courageous—or counterintuitive—decision significantly influenced your trajectory?

Ilie: It happened in 2009, the year my daughter was born and also the year the global economic crisis was causing dramatic effects across every industry.

At that time, I signed a 15-year contract for a mountain lodge in the Retezat Mountains, a property requiring extensive renovations and a substantial budget.

It seemed crazy, but I took the risk and borrowed the money needed to start the investment, surprising everyone around me—including my own family.

It worked. From that year on, AdeonaCamps began a steadily upward journey.

There was very little time before the start of the summer season, and what followed felt worthy of a Hollywood movie. I described the episode in detail in the book I mentioned earlier. In short, our first guests had already left Timișoara while we were still landscaping the property.

Romania’s road infrastructure unexpectedly helped us. The group was delayed, and the extra two hours we gained before their arrival meant flowers throughout the courtyard and the smell of fresh paint everywhere.

Today, I remember those times fondly, especially since Lolaia remains part of the Adeona portfolio—a place very close to my heart.

C&B: How have you changed over time as a leader and professional?

Ilie: I believe the passing years and especially the health issues I mentioned earlier taught me to slow down.

Deadline-driven projects and an endless list of achievements—if I may put quotation marks around the word—come with a price, one paid first by the leader and later by the team.

I have come to the conclusion that the process is more important than the numbers, even if this somehow contradicts entrepreneurial thinking and is therefore difficult to accept.

It wasn’t easy for me, but I believe I eventually understood that in life—and therefore in business—everything should be measured, yet time is the most important resource. All other resources will naturally align afterward.

C&B: What do you think the people who work closely with you would say about you beyond your public image?

Ilie: I don’t have a professionally crafted public image. Some say that is not something to be proud of and that an entrepreneur or leader should embody the image of their business.

I don’t feel the need to be at the center of attention, although I have often found myself in that position and managed reasonably well.

In fact, I do not believe I deliver what is popular today—inflated numbers, clichés, and glitter—but rather a certain spirit of humility, perhaps even an excessive one, which I cultivated through mountain climbing and years spent in the dojo.

To answer the question, I would like to believe that I inspire the people around me, even if I am often challenging.

C&B: What truly differentiates the way you build or lead?

Ilie: I believe there have been two completely different stages in my evolution.

The first was before the age of 45, when deadline-driven projects were the norm. The second began with my health issues.

As I mentioned earlier, every action comes with a cost. When that cost is no longer measured in money but in days spent in a hospital, decisions become self-evident.

As for my leadership style, I genuinely believe organizational culture is what people do when the leader is not present—not what they say they do, but what they actually do.

For this reason, I have avoided controlling people and invested heavily in trust. The real battle was against inherited prejudices and my own fears.

Sometimes I was wrong. Sometimes I made poor choices. But that is part of the game.

I do not hide the fact that there were occasions—few, fortunately—when my perspective was completely mistaken and I treated valuable people unfairly. That too is part of my evolution, even if it is less comfortable to acknowledge.

C&B: How has the current context—technology, AI, and the economy—changed the way you work?

Ilie: A large part of AdeonaCamps’ activity takes place in nature, in the mountains, or on sports fields.

Apart from the inevitable business tools used for communication, promotion, and marketing, we are only minimally affected by technological transformations.

I could say that the current context dramatically influences the behavior of our customers, and that behavior, in turn, transforms us and the way we operate. However, that is a much broader discussion than the space here allows.

C&B: Is there a habit or routine that has significantly influenced your performance?

Ilie: First of all, I believe I should define what performance means to me in business: I managed to build a model organization in a niche field without resources, relevant information, or established examples to follow.

Today, Adeona’s impact is significant, confirmed by the tens of thousands of students who have participated in our programs over the years. For most entrepreneurs, performance is measured through revenue, number of employees, or profit.

My main routine is organization. I do not start projects until I know exactly what steps need to be taken and what scenarios might arise.

At the beginning of each year, I create a rigorous plan that includes personal goals, new projects, ongoing projects, development initiatives, and investments.

All of these are anchored in a calendar and supported by separate budgets.

This does not mean such planning guarantees success, but it certainly provides a mirror that accurately reflects reality.

It helps that I can break down long-term objectives into smaller ones and track their achievement in detail without excessive effort.

I believe we should make a habit of taking one small step every day toward the summit we are trying to reach.

Long-term results do not come from spectacular leaps but from small, consistent, repeated achievements that accumulate quietly until they become a difficult-to-match advantage.

Real progress appears when you do those “small things” even on the days when you don’t feel like it.

Rhythm beats intensity, and consistency becomes a multiplier of results.

This is the formula through which strong careers, resilient businesses, and highly capable people are built.

C&B: What principles guide your most important decisions?

Ilie: It is a complex question with many possible answers. I will try to limit myself to five principles derived from five questions that I consider essential:

1. Why am I doing this? Is it important for me or for the business? How clear is the objective?
2. What resources does the project require? Time, energy, and money—in that order.
3. What are the possible scenarios? What is the downside risk for me or for potential partners?
4. Who are the partners and people involved? Do we share the same values, standards, and expectations?
5. Have enough days passed since I formulated my answers? Are those answers still valid? If yes, the project is probably viable.

I can honestly say that whenever I failed to answer one of these questions rationally and allowed emotions to dominate the analysis process—or avoided or vaguely answered one of them—I encountered problems in managing the project, some of them quite serious.

C&B: How do you see your industry evolving over the next three to five years?

Ilie: I believe there will be substantial transformations.

I expect a restructuring and resizing of the market, a clearer specialization by activity type—mountain camps, seaside camps, educational camps, sports camps, and so on—and, not least, a forced professionalization of the sector.

By that, I mean well-defined processes and standards established by the key players in the market.

C&B: What role do you intend to play in that evolution?

Ilie: AdeonaCamps is approaching the end of a stage marked by numerous organizational transformations.

It is time to consolidate the final conclusions and balance the elements that still do not function exactly as we would like within the systems we have built.

Once this process is completed, we will move toward an accelerated franchising strategy.

Franchising itself requires professionalism, processes, standards, evaluation methods, and more.

C&B: What practical advice would you give someone who wants to build something meaningful today?

Ilie: I will be as concise as possible and limit myself to five essential questions:

1. Are you sure your dream or project is not just a passing trend or temporary whim? What will it look like years from now?
2. Can you create transformation, progress, or meaningful impact in your chosen field?
3. Do you have the necessary resources? What is their source?
4. Who will accompany you on this journey?
5. Who do you want to become by the end of it?

If the answers satisfy you, it is time to act.

If, after many years, you remain relevant, you probably answered those questions correctly.

If you need to constantly praise yourself on social media, you may be making money—I cannot say—but it is certain that you have not built anything truly meaningful.

C&B: What is an uncomfortable truth about your industry that few people talk about?

Ilie: Unfortunately, the children’s camp market—the market in which we also operate—is undergoing continuous transformation, and not necessarily in a positive direction. This is only my personal opinion and should be treated as such.

Behavioral patterns are changing at an astonishing speed from one generation to the next.

Social media and the isolation of young people are part of this irreversible process. The confusion between reality and the virtual world seems to be becoming acceptable.

Mountains, nature, and sports of any kind all require a certain level of physical effort.

What is sad is that fewer and fewer children are willing to make the effort necessary to experience the joy of a hike in nature or a ball game with friends. Instant gratification is only one click away.

The real issue is this: parents are part of this transformation as well.

The mountains are a way of life, and I believe each of us has a responsibility to bring them, in one form or another, into our children’s lives.

But perhaps that is a conversation for another time.

Ilie Preda’s story proves that authentic performance is built over time through discipline, patience, and the ability to remain true to one’s values. From mountain expeditions to the development of AdeonaCamps, every stage of his journey reflects the power of consistency and trust-based leadership.

The post Ilie Preda, AdeonaCamps: “Attitude determines altitude. In business, just like in the mountains, every summit has its lessons” appeared first on careers-business.com.

Crețan Mădălina Mihaela is a woman who has built her path with patience, perseverance, and the courage to reinvent herself, regardless of age or life’s challenges.

Throughout her career, Mădălina has cultivated essential skills in communication, leadership, and management, always remaining a curious, adaptable, and people-oriented person.

Today, she describes herself as a mix of professionalism, creativity, and authenticity. Her story is one of transformation—of how a classic business path can become a platform for artistic, entrepreneurial, and personal expression.

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

Mădălina: I like to relate to my life as a story, therefore I cannot look at my career from any other perspective. I would say it has never been linear, but rather guided by a search for meaning. I would start from the moment I chose the University of Bucharest, Faculty of Foreign Languages and Literatures, instead of Journalism. But instead of giving an interview, I would probably write a book, so I will limit myself to saying that a first key moment was the decision to combine creativity with rigor—to not remain only in the artistic area, but also not to lose myself in a soulless business. That’s when I understood that my professional identity would be built from a mix of emotion and strategy. I cannot be 100% creative without a bit of analysis/structure in parallel

Another defining moment was taking on the role of entrepreneur and leader of creative projects. It was the step in which I moved from “creating” to “building for others.” That’s when I learned what responsibility, continuity, and difficult decisions truly mean. This moment also coincided with the launch of my blog, Sotiedeartist, in 2017, which unfortunately is currently on hold, somewhat replaced by my podcast, Nevoia De Oameni, which was born in October 2023.

However, the most profound moment of transformation came with the loss of my husband. Beyond the personal dimension, this event also changed my relationship with work: I can no longer build without meaning, without truth, without emotion. From that point on, my projects became cleaner, more conscious, and more aligned with who I truly am.

Therefore, my career is not just a succession of roles, diplomas, positions in different businesses, or a CV listing experiences, but rather a process of both professional and human maturation, in which each stage has brought more clarity about what I want to build.

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

Mădălina: The most difficult moment in my journey was not related to a professional failure, but to a life rupture: the loss of my husband. It was a point where everything I had built, both personally and professionally, seemed to lose its shape and meaning. It was not just emotional grief, but also an identity disorientation: who am I now, and why—or for what—am I still working?

Integrating this moment did not come as a quick comeback, but as a slow process of reconstruction, which, honestly, even three years later, is still ongoing. But I have learned not to separate the person from the professional, and to accept that vulnerability is not an obstacle in a career, but a source of clarity. Work became for me a space of healing and re-anchoring in life, but only when I had the courage to approach it from an authentic place, not from automatisms—although automatisms were not entirely excluded throughout this process.

It was a deeply transformative period of restoring meaning, but at the same time, one that brought immense clarity about my work and how I want to leave my mark on the world: not only through results, but also through depth, coherence, and real impact. It was a brutal stage, but I dare say it was essential for the professional and personal form I have today.

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

Mădălina: Absolutely! There has always been a dream guiding me, even when I couldn’t clearly define it: the desire to motivate people to be better, more sincere, more loving, more authentic. In short, I have always wanted to show people that life can be different, that the illusion of movies with happy endings can become a tangible reality. Since I was young, I felt the need to give form to emotions, ideas, and stories—through words, aesthetics, projects, or community-impact activities, which is why I was part of the Romanian Scouts for a long time

Regardless of the roles I’ve had over time, my ambition was never just “to succeed in life,” but to create things that touch, that last, and that say something true about who we are. Even in moments when the path was fragmented or painful, this thread of meaning never broke.

In the long term, my dream is to transform, like an alchemist, everything I have accumulated—from professional experience to life experience—into a “platform” of creation and inspiration, which could take the form of brands, books, or impactful projects. Something that can turn into life lessons.

C&B: What motivated you to explore podcasting and become recognized as one of the best podcast hosts in Romania?

Mădălina: My journey into podcasting did not start from a strategic plan, but from the connections with the people around me. When I began appearing as a guest in various podcasts, people’s feedback turned into a kind of voice of my conscience: they were impressed not only by what I said, but also by how I said it. Then the messages came: “We want to hear you more often,” “You should have your own podcast.” At the same time, I have always felt comfortable in front of the camera, and the idea of creating video content already existed within me, but with a big cloud of fear above it… that “what if?” What if I don’t do it well? What if it won’t be anything special or different? What if it won’t be appreciated?

However, “Nevoia de Oameni” was born from a deeply personal experience combined with unexpected public support: my need for people in a moment of loss, and the desire to give back what I received from the community—support, time, attention, love, and meaning. This human motivation was the foundation of the entire project, and I believe this authenticity is what made the podcast so well received.

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

Mădălina: Over time, I have often heard that I am perceived as a strong woman, to the point where it has almost become a label. I think that would be the first thing that comes to mind. The rest depends on each person’s experience with me, and I don’t think I am in a position to use words on behalf of my collaborators or acquaintances, although I admit I would be curious to read or hear their thoughts

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

Mădălina: The most important decision I made was not strictly professional, but rather about how I position myself toward life and work: choosing not to build from fear or the need for validation, but from truth.

A key moment of this choice was in 2017, when I told myself for the first time, without irony and without a mask, “I am an artist’s wife.” Not as a social role, but as a form of acceptance—that my life would be connected to creation, risk, instability, and meaning, not just safety or status.

From that point on, I began to no longer want to follow directions that did not represent me, and I accepted that my trajectory would change. It was a decision made from the heart, openly and consciously assumed both personally and professionally, and it reshaped my path in every way.

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

Mădălina: My leadership style was built at the intersection of something innate and something learned. From a young age, I felt the need to organize, coordinate, and provide direction, and this was later confirmed professionally in all my corporate roles, where I reached leadership positions in less than a year.

On the other hand, I do not believe in leadership that comes only from instinct. I was fortunate to meet very different people, from whom I learned both what a good leader means and what I do not want to become. These “encounters” helped me refine my style and understand that real authority does not come from position, but from coherence.

A constant reference has been the education and value system from my family, which I have never abandoned, regardless of the role I held. Thus, my decision-making is a mix of instinct, experience, and clear principles, and my leadership has been built through a lot of practice, not abstract theory.

C&B: How does your approach differ in radio compared to other audio communication formats?

Mădălina: I don’t feel that I fundamentally change my approach from one medium to another. My voice remains the same, whether it’s radio, podcast, or any other audio format. For me, the difference is not in the channel, but in how I show up: attentive, curious, sincere—even vulnerable.

I believe audiences can feel when someone is playing a role and when someone is speaking from a real place. I choose not to adapt a persona to the medium, but to bring the same authenticity wherever I communicate.

For me, what matters most is the content and the relationship with the interlocutor or the audience. Regardless of the medium, I try to create the same type of space: one of real dialogue, not performance. I think this consistency is what makes my voice recognizable.

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

Mădălina: My days are not usually “typical,” and they rarely resemble one another. I like this way of living, where there is no fixed pattern, but rather a mix of projects, meetings, creation, and personal time.

I try to consciously divide myself between my work and my people: family, friends, and time with myself. For me, the greatest satisfaction does not come from checking off tasks, but from moments when I truly feel present—whether in a meaningful conversation, a moment of quiet, or a project taking shape.

A good day that brings me satisfaction can come from building Lego with my daughter or from a successful ZERO STRES radio show. At the same time, I have never liked feeding the less good moments, and in this way, I manage to find plenty of situations each day that bring me satisfaction.

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

Mădălina: My values come from the education I received in my family and from my choice to remain true to myself, regardless of context. Respect for people, honesty, love for life, gratitude, and responsibility for what I build are my main guiding principles.

I apply them daily through how I make decisions and how I work with others: I do not negotiate truth for quick results, and I do not sacrifice people for efficiency. I strive to create relationships based on trust and projects that have meaning. For me, principles are not theoretical statements, but concrete criteria by which I live my life.

C&B: What are the essential elements that make a podcast memorable, from your perspective as a host?

Mădălina: I believe a memorable podcast begins where guests feel safe to be themselves, without filters or pressure, without the fear of sensationalism. When a guest feels safe to be sincere, relaxed, and authentic, that is the best way to remain in the listener’s mind and emotions.

From my perspective as a host, the elements that make a podcast memorable are two: sincerity and a relaxed conversation. When guests feel comfortable and can be authentic, the dialogue becomes alive and relevant. I try to build this framework through attention, patience, and empathy, so that each episode becomes more than just an exchange of ideas—it becomes a human experience that stays in the listener’s memory, like listening to two friends sharing ideas over a cup of tea.

C&B: What new projects do you have planned, either in radio or online?

Mădălina: My already visible and well-known projects will continue and evolve alongside me, as a natural extension of the path I am on.

At the same time, there is a massive project that is just beginning to take shape, which I am keeping like New Year’s fireworks: I will reveal it when the impact is exactly what I envision and desire. Until then, it remains a promise of energy and surprise for those who follow me.

Mădălina’s story reminds us that true success is not just about results, but about the meaning we give to every step. Through authenticity, courage, and ownership, she shows that the most valuable things we build come from truth and reach people.

The post Mădălina Crețan: Between business, loss and rediscovery. A story about meaning appeared first on careers-business.com.

Ionuț Radu Munteanu is an entrepreneur, professor, and investor, with over 15 years of experience in digital marketing. He is the founder of WebDigital and Reefkig, mentor to hundreds of entrepreneurs, and trainer for nearly 1,000 businesses and brands. He teaches at SNSPA and NewTech Academy and holds board positions at IAB Romania (Education) and CEE Digital Alliance (People & Culture).

C&B: How would you describe yourself in a single sentence, so as to spark the curiosity of those who don’t know you yet?
Ionuț Radu Munteanu: I’m the kind of person who seems to have all the answers at hand, but in reality, I’m always searching. I ask questions often, read, test, make mistakes, and learn.
I’m naturally curious and try to optimize everything I can—from how I think and work, to how I live. I don’t claim to be an example, but I embrace the role of someone who evolves consciously. I firmly believe that what defines us is not what happens to us, but how we respond.
This is what I try to apply daily: choosing the better response, even if it’s not the easiest. Sometimes I talk a lot, sometimes I listen in silence, but I never stop searching.

C&B: If we were to look at the narrative thread of your career or business, what were the key moments that defined you?
Ionuț Radu Munteanu: There were three major turning points:
• Around 2006, when I co-founded a digital marketing agency, at a time when people referred to their websites as “virtual business cards,” and SEO was mostly about web directories and link-building with high PR.
• In 2009, when I began building the core client base of WebDigital, against the backdrop of a financial crisis, without external investments, as an after-hours project, just with the belief that the future would be digital, specialized, and “Google-first.”
• In 2017, when I officially started teaching, when education became not just a channel of impact, but also a way to clarify ideas and learn.
• In 2021, when I began transforming WebDigital’s software solutions into a platform, not just an agency, giving birth to Reefkig Solutions as a SaaS spin-off.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Ionuț Radu Munteanu: Paradoxically, it wasn’t the beginning that was hardest, but the moment when everything was going well, yet I felt I wasn’t growing anymore. I overcame that block by taking a pause: a step back, a reset of priorities, and a redefinition of how I allocate my time.
The phrase “what worked until now won’t necessarily work going forward” resonated strongly in my mind. At that moment, I almost resigned from the agency and made way for my successor, younger and better suited for the growth stage.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Ionuț Radu Munteanu: To prove that you can live a good life without compromising your values.
I cannot truly control the environment in which my children will grow, but I can influence what they see in me: how I learn, how I adapt, how I maintain balance in chaos. So I choose to cultivate curiosity through my own discipline and growth.
I believe that personal example outweighs any preaching, and that a child who sees you learning, making mistakes, and starting over with dignity will have a clearer compass than one who only receives rules.

C&B: What did you look like at the start of your journey, and how do you feel you’ve transformed up to now?
Ionuț Radu Munteanu: At first, I was a fast, impulsive executor, always with solutions. Now, I am a process architect, calmer, more context-aware, and more comfortable with uncertainty.
More concretely, at the beginning I weighed 105 kg, smoked, drank alcohol almost daily, stayed up late, worked constantly, was anxious and nearly paranoid; health was more a frustrating obstacle than a priority, and I was absent even on vacations.
Today, I weigh 85 kg, have been a non-smoker for about 15 years, haven’t consumed alcohol for 3 years, wake up at 5:30 a.m., go to the gym at 6:00 a.m. twice a week, swim 1,000m, do sauna, appreciate food, have been riding a motorcycle for about 4 years, and in the next few days I’ll sign up for my first 20 flight hours as a student pilot. I’ve also added an MBA, many hours as a speaker, and last but not least, I’m a father twice over, and my children don’t have as much time with me as I have with them.

C&B: If we met with your team or collaborators, what do you think they would say about you?
Ionuț Radu Munteanu: That I am demanding but fair. That I don’t let things go unnoticed, but I also don’t impose anything I wouldn’t follow myself. That I ask questions that can be uncomfortable, but which change perspectives.

C&B: What is the most important decision you have made that changed your trajectory?
Ionuț Radu Munteanu: To take on the role of educator, even though it wasn’t planned. That decision made me clearer in thinking, more patient in dialogue, and more aware of what I leave behind.

C&B: How did you build your leadership style or decision-making approach? Was it a natural process or learned?
Ionuț Radu Munteanu: Initially, I relied on instinct and made impulsive decisions, believing I had to invent everything from scratch.
It worked for a while but also brought many costly mistakes. Over time, I became more introspective and informed; I no longer feel the need to reinvent the wheel with every step, but rather to understand where I am, learn from others, and adapt what works.
Today, decisions go through my own filter—a model that starts with the question, “What is actually happening here?” and ends with, “Can we improve?” I don’t improvise, but I don’t stifle initiative either. I maintain flexibility while increasingly relying on tested principles and processes.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?
Ionuț Radu Munteanu: I combine performance marketing with education and technology. We don’t just sell campaigns; we provide understanding. Our clients grow not only in conversions but also in autonomy.

C&B: What does a typical day look like for you now, and which moments of the day bring you the most satisfaction?
Ionuț Radu Munteanu: Mornings start early with gym, swimming, and sauna. Then I work on strategic projects, and in the evening I focus on family or teaching.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Ionuț Radu Munteanu: Integrity – I don’t promise what I can’t deliver. Courage – I don’t shy away from difficult topics.
Wisdom – I seek context, not just solutions. Justice – I treat people fairly, not equally. Resilience – when I fall, I get back up.

C&B: How did the idea of starting this business come to you, and how did you choose its name?
Ionuț Radu Munteanu: WebDigital started as a code name for “what we actually do”—performance media, initially with Google Adwords (as Google Ads was called for younger Gen Z).
The name was generic but effective. Today, I feel we need to reframe it, maybe even change it. Reefkig, on the other hand, is an invented name; a reef you look over.

C&B: If you were to send a message to people following your example, what would it be?
Ionuț Radu Munteanu: Live intentionally. Not to impress, but to understand what truly matters to you. You can’t control everything that happens to you, but you can control how you respond. And the response is rarely an impulse; it’s usually a conscious choice, repeated despite emotion or fatigue. Find your rhythm, not perfect balance. Life doesn’t fall into place on its own; we build it step by step, based on the values we nurture, not just the ones we declare.

Ionuț Radu Munteanu shows us that success is not just about results, but about how we choose to grow, learn, and inspire those around us.

The post Ionuț Radu Munteanu: How to Grow and Evolve Consciously in Career and Business appeared first on careers-business.com.

Cătălin Popa is an actor, trainer, and transformational coach with a deep passion for helping people discover their authentic potential and live the life they truly desire.
A disciple of legends Bob Proctor and Kim Calvert, Cătălin has extensively studied the science of manifestation and the transformation of consciousness.

C&B: How would you describe yourself in a single sentence, in a way that sparks curiosity among those who don’t know you yet?
Cătălin Popa: I am a pragmatic dreamer. I believe that everything is possible as long as we have a strong desire and unwavering perseverance.

C&B: If we were to look at the storyline of your career or business, what have been the key moments that defined you?
Cătălin Popa: I consider the most important moment of my career so far to be in 2021, when I decided to join Bob Proctor’s coaching program, and he later became my mentor. In that same year, I also wrote the book Wake Up! You Are the Creator of Your Life. Last year, I began studying with Kim Calvert, who followed his path and achieved outstanding results.

C&B: What was the first concrete step you took to turn the idea of Magix Academy into reality?
Cătălin Popa: I truly believe in what Albert Einstein once said: “There are two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.” The first step was to believe. Magix Academy is just a small part of the vision I have and that I intend to bring into the world. Then came the action and the people who felt inspired by this project.

C&B: Is there a dream or ambition that has always guided you, no matter the obstacles?
Cătălin Popa: For me, I wish to evolve, to always become the best version of myself, and to fulfill my boldest dreams. One of these dreams is to help people realize that we are the creators of our own lives. And I enjoy doing this through my personal development programs and the artistic projects I’m involved in.

C&B: How did you look at the beginning of your journey, and how do you feel you have transformed up to now?
Cătălin Popa: This question makes me smile. I think I always had the desire. But there were many events I learned from—some happy, others constructive. I enjoy the journey I’ve had so far and wouldn’t change a thing. The past few years feel like decades. Very intense… and beautiful. Another quote that guides me is: “Do what you love, and you will never have to work a day in your life.”

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Cătălin Popa: Only good things. Just kidding. They would probably say that I am ambitious, creative, and understanding. And sometimes demanding. The atmosphere within the team is very important to me. I believe it’s essential to feel good, to support one another, and to grow together. Personally, if the activity or the environment I work in isn’t pleasant, creative, and fun, I don’t get involved.

C&B: What is the most important decision you have made that changed your trajectory?
Cătălin Popa: The most important decision I have made so far was to have a mentor. People who inspire me, who do what I aspire to do, and with whom I resonate. This saves you a lot of wasted time and headaches.

C&B: What types of programs or courses do you offer, and which are the most popular?
Cătălin Popa: I run a mindset masterclass followed by a 12-week program where I show you step by step how to overcome blockages and create the life you want. These are things that, unfortunately, are not taught in school. I am grateful to my mentors and to these materials, and all I want now is to pass them on.

C&B: Can you share an example of success or transformation from a participant?
Cătălin Popa: I could share several examples. From totally unexpected healings to the creation of businesses generating significant amounts of money. The most important transformations happen when people realize that we are spiritual beings who have a body and live a physical experience. And we’re not talking about esoteric things, but about very concrete and practical aspects. Both religion and science have been saying this for a long time. But the real change occurs when we internalize and feel these truths in our own lives.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?
Cătălin Popa: I wake up in the morning, around 6–7am. I spend the first hour and a half with myself. I read, write my gratitudes, and follow people who inspire me. It’s my favorite part of the day. Then, with the day’s intentions already set, I start working on the tasks for that day. One of my values is freedom. Therefore, I don’t have a fixed schedule. There are days when I work on 2–3 projects at once, and days when I only create or relax.

C&B: What values or principles guide you in what you do, and how do you apply them every day?
Cătălin Popa: Freedom is one of them. Contribution. Family. Abundance. I only get involved in things I’m passionate about, that bring me joy, and that help me move toward my dreams. I love working with specialists and I don’t hesitate to delegate whenever I can. Also, no matter how creative I am, I like things to be organized. And I always start with the end in mind. Everything is created twice: first in our mind, then in physical reality.

C&B: How did Magix Academy come to life, and what inspired you to found this academy?
Cătălin Popa: I had several programs, both for adults and children, and I needed to bring them under the same umbrella. We did a brainstorming session, and we liked Magix Academy the most.

C&B: What are the development plans for Magix Academy in the coming years?
Cătălin Popa: The development plans for Magix Academy in the coming years aim to expand our courses and programs so that we reach hundreds and then thousands of people who want to transform their lives for the better. We want to build a strong brand, recognized for its positive impact, and grow as a team by attracting passionate people who share the same vision.

Cătălin Popa shows that success in business and in life comes from combining passion, discipline, and a constant desire to grow. Through his programs and Magix Academy projects, he inspires people to discover their potential and turn dreams into reality.

The post Cătălin Popa: Leadership, Mindset, and Strategies for Business Success appeared first on careers-business.com.

Julie Starr is an executive coach, mentor, author, and speaker. She works with organizations and individuals, helping them clarify their purpose and remove obstacles standing in the way of progress. Driven by the intention to unlock people’s full potential, her approach is both challenging and compassionate. Her books on this topic have become bestsellers, specifically The Coaching Manual and Brilliant Coaching.

Julie Starr is also a dedicated advocate of mentoring, and in Romania, her book Manual de mentorat: un ghid pas cu pas pentru a fi un mentor mai bun / The Mentoring Manual: Your Step by Step Guide to Being a Better Mentor has been published. This book is aimed at anyone who wants to become a mentor, as well as those who have never dared to aspire to such a role, unsure if they have the necessary qualities. The book reveals: the qualities you need to become a mentor, the essential methods of mentoring, and how to apply them to typical mentoring scenarios.

We spoke with her to learn more about the secrets of mentoring and building a successful career.

C&B:What inspired you to write The Mentoring Manual?

Julie Starr: I wanted to create a clearer distinction between mentoring and coaching. Too often, the two roles are blurred together, yet in their purest forms they are different. Mentoring is not the same as coaching, managing, or consulting — it’s a unique kind of one-to-one relationship.

A common misconception is that mentors advise while coaches ask questions — in other words, the mentor is directive while the coach is less so. But that’s not true. Both roles can be directive or non-directive depending on the situation.

Another issue is that many books cover both mentoring and coaching at once, which only deepens the confusion. I wanted to return mentoring to its roots: an ancient, archetypal role that has shaped people’s lives for centuries. When a mentor operates from that deep, archetypal energy, that’s when real transformation takes place.

C&B: In your experience, what are the mistakes new mentors tend to make?

Julie Starr: Most mistakes happen at the beginning — during preparation or the early stages — but they don’t reveal themselves until later. After what I call the ‘honeymoon stage,’ when the novelty fades and conversations start to feel routine, the real challenge appears: how to support someone without slipping into forceful advice-giving or problem-solving.

New mentors often fall back on what they know. If the mentor is also a manager, for example, it’s tempting to approach mentoring like performance management: “Here’s what I need you to do.” That approach might work in management, but it undermines the intentions of mentoring.

In reality, the problem often starts much earlier, when the mentor hasn’t developed the awareness or skills to handle the later, more demanding phases of the relationship.

C&B: What makes an effective mentor?

Julie Starr: In The Mentoring Manual, I outline five qualities that stand out: The ability to connect — for instance, through deep and attentive listening; The ability to build trust and genuine engagement; The ability to keep focus; The ability to help someone move past false limits or roadblocks; The ability to foster growth. Of these, the fifth is the most important. True mentoring is about growth in the broadest sense — beliefs, values, behaviours, mindset — not just short-term skills or results.

C&B: How would you define a healthy, balanced mentor–mentee relationship?

Julie Starr: At its core, it’s an exchange of benevolence and respect. From the mentor, there must be benevolence: generosity, compassion, patience. A mentor must accept that they don’t have direct authority over the other person’s choices. That often means standing back, watching someone learn through mistakes, and resisting the urge to fix things.

From the mentee, there must be respect. Respect opens the door to being influenced by someone else. It’s this combination — benevolence from the mentor and respect from the mentee — that makes the relationship effective and lasting.

C&B: Is there an exercise you’d recommend even for those who don’t plan to become mentors?

Julie Starr: Absolutely. I suggest a simple but powerful reflection exercise:

Step 1: Identify your mentors. Write down the names of people who have had a positive impact on you — shaping your development, mindset, or outlook. It could be a teacher, a family friend, a coach, or someone you met in a community or sports club. Parents are important too, of course, but look for those other, naturally occurring relationships that helped you grow.

Step 2: Reflect on their influence. Think about how each person shaped you. Did they spark an interest? Nurture a talent? Help you see the world differently? These are the relationships that often leave the deepest imprint.

Step 3: Consider your own role. Now think about where you might play this role for others. It could be nieces, nephews, younger colleagues, or people in your community. You may not always recognise it, but your influence often reaches far beyond the roles you’re formally known for.

#Coaching

C&B: What inspired you to write The Coaching Manual, and how has your understanding of coaching evolved since the first edition?

Julie Starr: I wrote The Coaching Manual because I wanted to create the book that was missing when I first entered the field. I wanted to write something that gave people direct access to the principles, process, skills, beliefs, and mindset of coaching. I was disappointed, I suppose, with the more conceptual books I could find at the time. I also wanted to welcome people into the field—to be encouraging and to support their journey into becoming a coach.

C&B: In your view, what are the core principles that make coaching truly effective?

Julie Starr: There are several! One core principle for any coach is that we intend to serve, humble ourselves, and be willing to embark on a journey of self-discovery and self-inquiry to remove those aspects of our behaviour, conditioning, or character that inhibit our ability to become a truly great coach.

To coach effectively, we must be able to ‘get ourselves out of the way’ in conversation. To achieve that, our thoughts, beliefs, and unconscious tendencies must be decluttered over time. For example, in conversation, some of us want to fix, to help, or to hear ourselves talk— to be seen as adding value in a conversation. There’s nothing inherently wrong with any of those behaviours; it’s simply that they can interfere with creating the spaciousness necessary for effective inquiry.

C&B: You describe coaching as a way to unlock potential, rather than direct or advise. Why is this distinction so important?

Julie Starr: The power and magic of coaching lies in conversations of inquiry, which means we go deeper, to uncover someone’s unconscious awareness, inner thoughts and buried insight. This is all hidden beneath the noise, chatter, and clutter of everyday life. If what we do as coaches is always direct or advise, we’re simply piling more thoughts, more options and more information onto a situation that might already be overwhelmed.

C&B: What are the most common mistakes new coaches make, and how can they avoid them?

Julie Starr: A common mistake is what I call ‘efforting’—for example, in conversation, they talk too much, and work too hard, perhaps as they have a strong intention to ‘be a great coach’. Instead we must learn to relax, lean back, and focus on listening, and allow effective questions to surface from the present moment. This is why self-awareness is key; if you’re not aware that you’re talking too much or working too hard in a conversation, how can you manage yourself in that moment? How can you remember to take a breath, to lean back and relax?

C&B: How would you describe a great coach in just three words?

Julie Starr: Intentional. Focused. Compassionate.

C&B: Your approach is said to be both challenging and compassionate. How do you maintain that balance during a difficult coaching session?

Julie Starr: This is a tricky one for me to identify exactly, since some of this process is more sense-based than logic-based. For example, over time, I’ve learned to use my body as a navigational tool: to remain embodied and not to disappear into my head. From here, I can get a sense of where to go in the conversation. There is great strength in a willingness to speak the truth with compassion, and many experienced coaches have this. An experienced coach will likely acknowledge that sometimes they’re working from a felt sense in the body as much as from the thoughts in our mind. This is access to intuition.

To maintain a healthy balance between challenge and compassion, I check in regularly to ensure I’m not being too challenging, that what I’m saying can be heard (rather than blocked or distorted) and that I’m communicating from an aligned, heartfelt place. That might sound more mystical than it is—in practice, it’s quite simple. I need to stay grounded, stay embodied, and continually check that my tone feels appropriate. Of course, I’m also observing visual cues: how the individual appears to be reacting. When things get difficult, it’s important to give people time to process. Sometimes, silence helps with that.

C&B: What role does self-awareness play in a coach’s own development?

Julie Starr: Self-awareness is an ongoing journey for any coach—something that must be developed, increased, and maintained. That’s why the practice of staying present is so important. It helps us stay attuned both to what’s going on within ourselves and what’s happening with the person we’re speaking with.

C&B: You emphasize the importance of listening in coaching. How does ‘deep listening’ differ from ordinary conversation?

Julie Starr: Deep listening is an effective blend of intention and attention. It’s very different from surface-level or casual listening. In deep listening, we stay fully present. We hold a strong intention to understand the other person and actively demonstrate that through our attention. Like many of the core coaching skills, effective listening is a valuable life skill. We should teach listening in schools (imagine!).

C&B: Many people struggle with the idea of “not giving advice” as a coach. How do you guide them through this mindset shift?

Julie Starr: This idea of not giving advice is something many coaches never quite grasp. They never develop the ability to remain in inquiry—to ask great questions, to summarise and observe before offering guidance.  It means that coaching mastery is not a level that same coach can ever reach. If we don’t build this skill, we will struggle to avoid defaulting to advice-giving—because that’s what we’re used to (and comfortable with).

The mindset shift often happens when coaches experience the freedom that comes from not giving advice—and see how powerful that can be, both for themselves and the client. Sometimes it’s a question of self-awareness (how much we tend to talk or advise), and sometimes it’s about skill—having the tools and strategies to do something different. Ultimately, it’s skills plus experience that help us move beyond the impulse to give advice.

C&B: In The Coaching Manual, you offer a structured coaching model. How can coaches use it without becoming too rigid or mechanical?

Julie Starr: The Coaching Path is a flexible structure encompassing the basic stages of an effective coaching conversation. Because the stages within The Coaching Path are domains of purpose—to inquire, to understand, to shape agreements, etc.—there is built-in flexibility within the model.

I developed The Coaching Path after becoming irritated with the mechanical, sometimes formulaic nature of other coaching models based on acronyms, which became ‘checkboxes’. I wanted to offer freedom for coaches to explore the stages of a conversation gently, without being constrained by them.

C&B: You often speak about removing obstacles to progress. What kinds of internal blocks do you see most often in clients?

Julie Starr: Obstacles can be internal and external. Internal obstacles include self-perception, beliefs, values, and worldview. For example, in a tough situation, clients are often living in a story of perception about that. They tell a convincing story about their lives or challenges, completely constrained by a limited sense of possibility. A trap for any novice coach is to accept that lack of possibility as ‘true’ – which means they don’t believe that things can change or improve either.

A great coaching conversation expands someone’s sense of what’s possible. That’s often the beginning of meaningful change.

Of course, some obstacles may be more external practical (e.g., habits or routines), but at the level of coaching mastery, most obstacles are internal.

C&B: How do cultural differences influence coaching relationships, and what should a coach be mindful of in cross-cultural settings?

Julie Starr: Cultural differences demand self-awareness and an awareness of others.  For example, we must be aware of our unconscious assumptions and demonstrate respect for alternative views. This awareness must be blended with a sense of respect and equality towards others. When people sense that you respect them and see them as equals, any cultural misunderstandings can often be minimised—or even ignored entirely—because mutual respect carries the rapport beyond any minor misunderstandings.

C&B: If a client shows signs of low confidence or self-doubt, what is the most effective coaching response?

Julie Starr: When someone is experiencing low confidence or self-doubt, the best response depends on the capacity of that individual, in that moment. Sometimes, encouragement, belief in them, and helping them explore limiting beliefs or fears can be enough.

But if someone is deeply affected by low confidence, our positive intentions of upbeat optimism can backfire. In those cases, it’s important to stay with them, understand their process, and support them in a way that is appropriate in the moment.

C&B: Looking to the future, how do you see the field of coaching evolving, especially in fast-changing workplaces?

Julie Starr: To name the elephant in the room: AI is advancing and can now handle some of the simpler aspects of people’s coaching needs. But AI will never replace the human element in coaching. There is so much occurring in a conversation that cannot be explained or replicated. The human system of communication, includes the energy between people, the subtle cues (verbal, non-verbal, tonal, facial expressions)—most of this lies outside AI’s reach. Indeed, some of it even lies beyond our ability to understand. That’s where the true magic of coaching exists—in the intangible, inexplicable moments of transformation. It’s why, after more than 25 years in the field, I’m still excited by these conversations, still passionate about this work. Where the world becomes ever more complex and the challenges we face feel different from anything previously encountered, one-to-one coaching support has an essential role to facilitate enquiry, insight, and understanding. In conclusion, looking ahead, I believe the future of coaching is very bright indeed.

The post Julie Starr on Mentoring and Coaching: Secrets of a Successful Career appeared first on careers-business.com.

Andrei Bratu is an actor, improviser, theater and improv trainer, founder of Improteca Theater. He is a creator of artistic and educational experiences that bring the stage and the classroom together, inspiring young people and the community to discover courage, creativity, and the joy of authentic self-expression.

C&B: How would you describe yourself in a single sentence to make those who don’t know you yet curious?

Andrei Bratu: Probably the most curious thing about me is that, above all, I am a person who always chooses to believe in people, in values, in authentic moments, in big dreams, and in a better world. And I think most people are still surprised by that.

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

Andrei Bratu: The context I came from didn’t push me toward art at all — quite the opposite. That’s why the key moments in my career were those when I had the courage to break away from other people’s expectations and choose the path of art. In high school, although I was in a science-focused program, I attended theater classes where I met director Teodora Câmpineanu, who prepared me for admission to UNATC and who is still a close friend and collaborator today. University was an essential stage, but I believe the main engine was my desire to make things happen: I formed my first improv troupe, I started teaching, I opened a school, and now I have both a school and a theater — Improteca. I also had the courage to organize an independent festival, because I strongly believe in the independence of this space. Recently, I completed a master’s degree in theater institution management at UNATC, which opened new perspectives for me. If I were to sum it up, I think what defines me is the constant pursuit of growth, together with the extraordinary community that has formed around Improteca Theater.

C&B: What have been the main challenges in turning an artistic passion into a sustainable business?

Andrei Bratu: The challenges were, are, and probably always will be. Improv remains a niche form of theater in Romania, despite the efforts of all schools, trainers, and students. From the start, we chose to build a business in an artistic area that is little known. Then, finding a suitable space was hard, and getting through the pandemic and constant legislative changes was extremely difficult. We face the same problems as all entrepreneurs in Romania, but in art their impact is felt much more strongly.
In addition, I am first and foremost an actor, and that means a daily struggle with myself and with my colleagues to understand and accept what running a business entails. I believe there is a lack of entrepreneurial and financial education in many fields, but in art this need is enormous. Management, administration — I learned them directly, on the ground, through trial and error. These challenges have not disappeared even today, but now I look at them with more maturity and experience than at the beginning.

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

Andrei Bratu: The phenomenon itself. Improv is a complex and difficult phenomenon, but extraordinarily generous. It’s like sports — it gives back exactly as much as you invest and as much as you are willing, at that point in your life, to discover about yourself. On the improv stage, you are even more vulnerable than on the acting stage because you must be ready to be unprepared. That means showing yourself as you are, with everything you feel and think, often raw and unfiltered. For me, this is why I say improv is also a form of therapy: it works directly with you as a human being, it trains your memory, creativity, spontaneity, and especially your courage to make mistakes and turn mistakes into resources. Beyond technical virtuosity, it is one of the most creative art forms and, like any authentic art, it has the power to change lives. I’ve seen people overcome fears on stage, I’ve seen children gain the courage to express themselves and make their voices heard. That is the unique reward of this profession and the engine that guides me no matter the obstacles.

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

Andrei Bratu: What a good question! At the beginning, I was just an actor, fixated on the script and on safety, 100% artist. Over time, I learned to be vulnerable, to accept mistakes as part of the game, and to build real relationships with the audience, not just shows. Then I became a trainer and took on the responsibility of what I pass on. I learned to be a manager too and to juggle my roles. It’s not easy: I have to know how to put administrative worries aside when I step on stage, not to draw attention to myself when I teach, to be demanding as a director but empathetic when working with children. To be a high-energy master of ceremonies in shows for kids, but also generous and attentive when performing with my colleagues. I’ve learned to manage all these roles better, without losing enthusiasm. I think that’s what has changed the most: the enthusiasm remained but settled on a foundation of seriousness and experience.

C&B: If we were to meet your team, what would they say about your personality?

Andrei Bratu: I think you should ask them directly. I tend to believe they would say that sometimes I’m a bit absent-minded, other times very stressed about tomorrow, but also that I can be extremely happy and enthusiastic when we manage to do something beautiful together. It depends a lot on periods and days, but I hope that above all, they would describe me as someone deeply involved, who fights to build something meaningful.

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

Andrei Bratu: There were many difficult decisions, but the hardest was in 2020, during the pandemic. I was in a long-distance relationship of three years — I lived in Bucharest, she in Switzerland — each with our projects and careers. That year, borders were closing alternately and we ended up spending almost half a year without seeing each other. The situation was complicated anyway — I had given up my rent and was literally living inside Improteca to save money and pay back my partner’s investment after we had parted ways. I slept on stage, in a tent, and it seemed like nothing remained from everything I had built. But I knew I couldn’t give up. Then she made an incredibly hard decision: she gave up everything she had built in Switzerland in seven years and moved to Bucharest, getting a corporate job. We both took huge risks to continue together. I think that was a decision that profoundly changed our trajectory, both personally and professionally.

C&B: Is there a moment or feedback that showed you the real impact of your project on people?

Andrei Bratu: Yes, there are many extraordinary moments that confirm what we are doing makes sense. Around the theater, a wonderful community has formed — very diverse people: therapists, teachers, actors, doctors, programmers, HR specialists — who have supported us for years. Among them are many who have directly felt the benefits of improv: people with anxiety who got on stage and performed shows, students who learned to consciously work with emotions, their body, their memory, and their fears. Positive feedback is a constant, and many times I see the impact before participants even realize the changes in their daily lives. And that brings me great joy and gives me the motivation to move forward.

C&B: What differentiates Improteca from other cultural or personal development projects?

Andrei Bratu: First of all, I think all projects aimed at personal development are extraordinary, and I have a lot of admiration for my colleagues who create valuable cultural initiatives. I am convinced that authentic ideas are not born in isolation but need community and a cultural platform to grow. We cannot evolve alone.
What differentiates Improteca, I believe, is the combination of art, personal development, and a sustainable business framework, as well as the variety of ideas we bring to the stage and courses.
We are deeply grateful for the Improteca community, these people who give us energy, inspire us, and support us unconditionally. In addition, I am fortunate to work with an excellent team of trainers.
Also, our offer is very diverse: from theatrical improvisation (short form and long form courses), to sketch comedy, musical improv and rap, solo improv, to classical theater, diction, and public speaking. All these aim to create connection and support the personal growth of our students.

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

Andrei Bratu: My days are very busy, and in fact, no two days are alike. I start mornings with classes for children, then rehearsals, meetings, workshops with adults, administrative tasks, visits to state institutions, talks with the accountant, I develop a personalized teambuilding program and discuss it with HR… and even cleaning. If an hour opens up, I immediately find something to fill it with. I don’t know how sustainable this pace is in the long run, but this has been my life for a while now.

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

Andrei Bratu: I believe in people, in community, and in family, and in the idea that together we can change the world. I deeply value truth and the joy you feel when you know the person in front of you has the best intentions. Empathy is also essential for me, not only in my profession but also in the way I choose to live my life. Likewise, simplicity and authenticity: for me, they have immense value, and I couldn’t imagine my life without them.

C&B: How was Improteca born, and what inspired you to build a project dedicated to improvisation?

Andrei Bratu: Improteca was born out of the desire of a group of enthusiasts to offer a real space for artists and audiences, not just online, where improvisation is experienced, not explained — a school, a theater, a laboratory of spontaneous expression.
I strongly believe in the benefits of improvisation and I am convinced it offers an extraordinary path of development, especially if you are lucky enough to discover it from a young age. Unfortunately, today’s education system completely ignores certain essential skills, and the workplace environment even more so. That’s why we exist.
I wanted to build a theater, or rather a laboratory of spontaneous expression, that is 100% dedicated to the community. At Improteca, many of the events are created and performed entirely by students, because I wanted them to have a place where they can create, grow, and step on stage alongside actors and trainers with 15–20 years of experience. If we stubbornly keep the stage only for a few professional actors, then we don’t really help those who want to grow through art. And in the end, that’s our purpose: to open the stage and offer a space where people can discover and transform themselves.

C&B: What are Improteca’s development plans for the coming years?

Andrei Bratu: We dream of consolidating as many partnerships as possible, both in Romania and internationally, and of bringing artists from abroad to work with us, as happened through the Culture Moves Europe program. I would like to expand the program, organize festivals, and contribute to the growth of the improv community in Romania.
Also, I strongly believe in interdisciplinary artistic collaborations. I have a project close to my heart, Pain7ed Scenes, which combines painting and improvisation in a very special dialogue: scenes start from painting, and while Mihaela Georgescu and I perform them, painter Lavinia Falcan translates them onto canvas, inspired by the energy of the moment. I would love for us to develop more such projects.
Another dream is to get more involved in social projects. In addition to the free classes we already organize in disadvantaged areas, I would like us to bring shows and maybe even improv workshops into nursing homes. I believe improv can bring joy and meaning where they are most needed. We have many ideas, and I believe that step by step, we can turn them into reality.

Andrei Bratu demonstrates that the art of improvisation can transform not only the stage but also the lives of those who experience it, and Improteca is where courage and creativity come to life.

The post Andrei Bratu: The Art of Turning Improvisation into Experience appeared first on careers-business.com.

Remus Lăzăreanu is the co-founder of Supraviețuire Inteligentă (Intelligent Survival), a project dedicated to developing practical skills in orientation, adaptability, and resilience in critical situations. With vast experience in survival and tactical training, he combines solid theoretical knowledge with applied exercises, offering both courses and resources designed to prepare people for real-life challenges.

C&B: How would you describe yourself in a single sentence, in order to spark curiosity among those who don’t know you yet?
Remus Lăzăreanu: To be accurate and precise, our Intelligent Survival team consists of Cristi Bozgan and myself, Remus Lăzăreanu, former Special Forces officers turned entrepreneurs and survival trainers, who combine military experience with a passion for education and personal development—through children’s camps, for over 8 years, and corporate teambuilding programs, for more than 12 years.

C&B: If we were to follow the storyline of your career or business, what were the key moments that defined you?
Remus Lăzăreanu: There were three key moments: the “light bulb moment”—the idea that the experience gained in the Special Forces could be turned into an educational project; the research and continuous specialization phase, through courses and partnerships; and finally, the development of a solid business that, for over a decade, has been shaping people to become stronger and more confident in their own abilities.

C&B: What were the first challenges in convincing people of the importance of preparing for unforeseen situations?
Remus Lăzăreanu: In the beginning, the challenge was to show people that preparing for extreme situations is not a luxury, but a necessity. People need leaders with real experience, who can practically demonstrate what planning, organization, and resilience mean. Only those who have gone through extreme situations can credibly pass on these lessons. And our team can!

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Remus Lăzăreanu: Yes. For us, every project started as a dream and turned into a challenge that we carried through with ambition, perseverance, and a lot of preparation. The ambition to succeed and to prove that any obstacle can be overcome has guided us constantly.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve transformed since then?
Remus Lăzăreanu: At first, it was difficult: we had lots of ideas but lacked practical business experience. We invested time in study, courses, collaborations, and research. The first year was a string of trials, but with every step we gained experience, built partnerships, and grew steadily. Today, we have a solid portfolio behind us and a professional team.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Remus Lăzăreanu: They would describe us as ambitious, fair, and people-oriented. We are two leaders who complement each other, who know when to assert themselves, but also how to listen, to provide support, and to demand results. I strongly believe that success is built together. Very important!

C&B: What is the most important decision you’ve made that changed your trajectory?
Remus Lăzăreanu: The radical decision was to leave behind a promising military career in the Special Forces and enter the business world. We started with sales, moved through management and consultancy positions, and in parallel, we built educational projects and teambuilding programs. We chose a difficult path, but one that brought us fulfillment.

C&B: How do you manage to combine the practical side—survival techniques—with the educational and community aspect?
Remus Lăzăreanu: “Survival is an art”: it’s not just about physical techniques, but also about mental, emotional, and team development. Each exercise—whether for children or adults—is a life lesson about trust, communication, resilience, and solidarity. Our team, made up of former Special Forces members, brings both technical expertise and a pedagogical style that makes learning engaging and relevant.
Connection with nature—and learning from it—allows us to transfer these activities into daily life, into professional and educational life. Our professional trainers have a strong pedagogical and psychological approach. All activities are coordinated by former Special Forces members who went through grueling selection and training processes.
Our team’s experience has been proven over 12 years through corporate teambuildings for renowned companies in telecommunications, beverages & food, insurance, banking, IT industries, etc., and more than 8 years of children’s camps. All with the same goal: learning and perfecting basic techniques for survival in both urban and wilderness environments.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?
Remus Lăzăreanu: “Children and adults are challenged with experiences you only see on TV!” The difference lies in our authentic experience combined with methodology: theory immediately applied in practice. Participants live experiences “like in Discovery documentaries,” but in a safe, controlled, and well-organized environment. In fact, our participants carry out the same activities as those shown on TV survival shows. That’s why their final reaction is always the same: “Wow! I did it!”

C&B: What does a typical day look like for you now, and what moments of the day bring you the greatest satisfaction?
Remus Lăzăreanu: The day starts with rigorous planning: logistics, location scouting, designing scenarios, and preparing surprises for participants. Nothing repeats itself, every program is unique. We design teambuilding activities together with clients, in a modular way. We choose equipment, create activities, and much more. But we also prepare surprises, to excite and amaze people.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Remus Lăzăreanu: To prove that what we teach, we can also do; that we can be good trainers; that people take away valuable knowledge and practice their skills under our guidance. Professionalism, perseverance, and respect for people. I believe that high-quality information and skills we share must stay with participants for a lifetime—even if one day they might forget us as trainers. We have to be “pro”!

C&B: How did the Intelligent Survival project come about, and what inspired you to turn it into an educational business?
Remus Lăzăreanu: The project started from an idea discussed with my colleague and partner, Cristi Bozgan, with whom I served in the Special Forces. The training we both went through at home and abroad, in the USA and Israel—with various special units like SEALs, Rangers, SWAT—shouldn’t go to waste without finding a “civilian” application. It could be turned into an educational program. This is how “Intelligent Survival” was born—specialized programs for Strong People.
Then came the whirlwind of promotion: teasers about survival, filming in the forest, attending workshops, pitching, promoting on social media, and so on. And now, as I’ve mentioned, we’ve reached 12 years of corporate teambuildings and 8 years of children’s camps: Wilderness Survival and Urban Survival.

C&B: Can you share an experience or feedback from participants that confirmed the project’s value for you?
Remus Lăzăreanu: One interesting experience was with an IT team whose leader was very smart and nonconformist, and who proposed a teambuilding activity with us. They enjoyed the theoretical part, but it was harder to challenge them to go into the forest to apply what they learned. We completed the activity, and they were enthusiastic: “Wow, that was awesome, we want more, we’ll come back next year, you guys are amazing!” We thanked them, congratulated them for their achievements, and smiled knowing we had prepared another surprise: that night, we took them back into the forest, for just one hour. They didn’t want to go at all—until their leader scolded them and told them it was mandatory.
Then came the trek into the forest, in the dark, each with a headlamp, in a wild area with bears. We entered with firecrackers, horns, and a lot of noise, plus strobe lights to scare away animals. We carried out two more activities there, using only the light of their lamps. At the end, we congratulated them, but then came the big second surprise: returning to the hotel with their headlamps turned off. Pitch black. No exceptions. This was the real challenge: fear of the dark, fear of wild animals, orientation in the forest, and applying the theory learned earlier in the day. They were literally shaking with fear. The girls clung to the two trainers—what would happen next? Luckily, Cristi had built a glowing stick trail marking the path back to the hotel while they were busy with their tasks.
The “wows” multiplied, they overwhelmed us with hugs and thanks, and the evening ended with a campfire and a glass of wine.
The next morning brought another round of thanks and promises that they would return the following year—and they kept their word. We gave them new surprises, too.

C&B: What are the development plans for Intelligent Survival in the coming years?
Remus Lăzăreanu: We will focus on corporate teambuilding—both urban survival and wilderness survival—including live-fire shooting sessions at the range. In addition, we are working on partnerships with tour operators from Romania and Norway to put Romania on the adventure tourism map: cultural visits, wine tastings, and survival programs, all in one complete package.

Remus Lăzăreanu and the Intelligent Survival team show that preparing for unforeseen situations is not only a practical skill but also a form of personal and professional development.

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Lorand Soares Szasz is a reference name in entrepreneurial education in Romania, with over 17 years of experience in entrepreneurship, consulting, and SME development.

Lorand is an expert in business acceleration, who has inspired and educated over 200,000 participants through his in-person courses and hundreds of thousands more online.

Throughout his career, he has transformed countless lives and businesses, becoming one of the most-followed Romanian entrepreneurs on social media.

Lorand is known for his practical, results-driven approach and for his bold mission to grow entire nations by growing entrepreneurs.

C&B: How would you describe yourself in a single sentence, in a way that sparks curiosity for those who don’t know you yet?
Lorand Soares: I am the man who teaches entrepreneurs how to escape daily chaos, increase sales and profit, and take their business to the next level—so that the company can run even without their constant intervention.

C&B: If we were to look at a narrative thread of your career or business, what were the key moments that defined you?
Lorand Soares: My professional life has had several turning points. The first was when I left Portugal, where I was working as a gardener. The physical work was tough, but that’s where I realized I didn’t want to spend my whole life at the edge of survival. I was blessed to be hired by the largest business coaching company in the world and to witness how small businesses around the globe were growing using the same system and methodology. That’s when I felt like I was born a second time.

The second moment was the first training I held in Romania. I saw how what I taught helped entrepreneurs completely change their way of working and achieve results. That’s when I understood I had found what I was meant to do. I felt I had discovered my purpose and calling.

And the third moment was more recent when I created in-person Immersions for entrepreneurs. There, I saw that it wasn’t just about inspiration and education anymore, but about real, measurable transformations in people’s businesses. That’s where I saw the greatest impact of our work on entrepreneurs’ lives, on their companies, and on society.

C&B: What were the main challenges in the early stages of building your company?
Lorand Soares: Like any entrepreneur at the beginning, I hit many walls. One of the biggest challenges was the lack of a system. Everything depended on me—from sales to delivery, to invoicing, and even solving clients’ problems. I was a one-man show. Everything revolved around me, and I was involved in everything. At the ego level, it felt great—I felt important and valuable—but at the level of profit, scaling, and health, I was headed straight into a ditch.

Then came the challenges with people. I hired too quickly, didn’t fire when I should have, put people in the wrong positions, and paid the price. I built teams, lost people, promoted the wrong ones, had to go back into operations, and rebuild everything from scratch, only better.

And of course, there was the cashflow problem—sustaining an entrepreneurial education company in Romania is not exactly the easiest thing. Less than 1% of Romania’s active population is involved in lifelong learning. We are not a people who are very hungry for education; we’re more attracted to gossip and entertainment.

Building a successful, profitable company without loans, investors, or debt was a real challenge.

But the hardest lesson was learning that I don’t have to do everything myself. That if I want to build something serious, I need a strong team—not just personal “superpowers.”

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Lorand Soares: Yes. To create a global educational ecosystem for entrepreneurs. A place where entrepreneurs can learn how to become free—to have money, time, and energy. I dream that one day, whether in Romania, Portugal, or Indonesia, entrepreneurs will know there is a place where they can learn to take their business from survival to excellence.

Every time I’ve faced challenges in business or tough times, I’ve reconnected with this dream.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed until now?
Lorand Soares: Full of enthusiasm, convinced that I was going to change Romania and later the world. Extremely confident in my own abilities. Sometimes even arrogant. I had no real business experience, and what I learned in theory sounded great, but when I faced the market, I got a big slap that woke me up to reality.

After six months in business, I hadn’t signed a single contract, couldn’t convince any client to work with me, and lost all the money I had. It wasn’t much, but it was everything I had.

Life and business taught me to be more humble and to rely more on the strength of my team, not just my own abilities. I learned that alone, I can move fast, but together with them, I can go far.

I learned to accept that I’m not perfect and that being vulnerable doesn’t mean I’m not worthy of teaching others. On the contrary, I can offer more useful lessons from blows, mistakes, and failures than from success.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Lorand Soares: It depends on who. I know I have people on my team who admire me, and for them, it’s an honor to work with me. They are often blinded by this admiration.

I also have colleagues who see me with both my strengths and weaknesses. They accept me as I am and push me to become better.

And I have colleagues who see more of the negative than the positive in me and still stay in my company because the negative isn’t painful enough to drive them away.

I’m not a perfect leader or an exceptional manager. I try to respect my colleagues, but I admit that not all the time does my behavior reflect the appreciation I truly have for them.

C&B: What is the most important decision you’ve made that changed your trajectory?
Lorand Soares: To do what I want, not what others want for me.

C&B: What are the medium- and long-term development and expansion plans for Upriserz?
Lorand Soares: Our dream is to become a global platform for entrepreneurs and to contribute to the growth of economies in the countries we enter. We want to see more entrepreneurs running profitable businesses that also offer them greater freedom.

As for plans, we’d rather show them than talk about them.

C&B: What is Upriserz’s mission, and what sets the company apart from other digital projects in Romania and internationally?
Lorand Soares: Our mission is to grow entire nations by growing entrepreneurs. We believe that the prosperity of an entire country depends on how well small and medium businesses perform.

Upriserz stands out through personalized, practical learning that can be applied immediately in business, through its strong entrepreneur community, and through the credibility of demonstrated results. We don’t sell theory—we provide tools and processes that transform businesses step by step.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?
Lorand Soares: I usually wake up at 5:40. Until 6:00 is time for love—that means I stay in bed with my wife, and sometimes we just hold each other for minutes. It’s a way I recharge.

From 6:00 to 7:00 I read, study scripture, pray, and write a short message for my clients who follow me on my channels.

At 7:00 I wake up our daughter, and we have breakfast together. At 7:30 she gets ready for school, and my wife and I get ready to go to the gym.

From 8:00 to 9:00 gym time—we train the body so it can carry the mind.

From 9:00 to 10:00 hygiene and preparation for the workday. By 10:00 I’m at the office, and until 12:30 I have meetings, reply to messages and emails, make decisions, get involved in operations, and work on business growth.

Then I have lunch with my wife, and in the afternoon from 14:00 to 18:00 I work again. Often I create free content for courses; other times, I work with clients and the team. I split my time between roles as entrepreneur, salesperson, marketer, educator, and author.

My greatest satisfaction comes from interacting with my audience through social media and courses.

C&B: How did Upriserz come to life, and what inspired you to found this company?
Lorand Soares: Upriserz was born out of both a desire and a frustration. The desire to help more entrepreneurs and the frustration that I no longer had time for my family. I was traveling across the country, holding dozens of conferences every year, and sleeping 160 nights a year in hotels.

I realized that if I wanted to reach more entrepreneurs, I couldn’t do it through this system and business model.

That’s how the idea was born to create an online platform that could serve more entrepreneurs worldwide, not just in Romania.

C&B: What advice would you give to young digital entrepreneurs who want to build scalable and innovative companies?
Lorand Soares: First piece of advice: don’t fall in love with your idea, but with the client’s problem. If the problem is real and important, your solution will have a market.

Second: build a system, not just a product. A good product can die quickly, but a good system lasts and grows.

Third: don’t chase shortcuts. Entrepreneurship isn’t a sprint—it’s a marathon. Discipline and consistency beat short-term enthusiasm.

And last but not least, get yourself a mentor! It will help you save time, money, and energy.

Lorand Soares Szasz remains a benchmark in entrepreneurial education, a leader who has proven that success comes from discipline, vision, and courage.

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