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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

C&B: If we were to look at a narrative thread of your career, what were the key moments that defined you?
Hănțăscu Adrian: I believe that each stage came with a valuable lesson. The first important moment was when I joined the AutoVortex robotics team, where I learned how to manage a team and develop my public speaking skills. Another essential stage was joining the InBusiness business club in Suceava. I was 17 years old and, honestly, at first I was a bit reluctant most members were over 35 and ran solid companies.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Hănțăscu Adrian: The most difficult moment was learning how to manage my time between all the projects I was involved in high school, the robotics team, and the business events in Suceava. There were periods when I felt I couldn’t do everything at the level I wanted.

C&B: Is there a dream or an ambition that has always guided you, regardless of obstacles?
Hănțăscu Adrian: Yes, the ambition to create something valuable in Romania through our own strengths. My ambition has always been to build something meaningful here, in Romania, using our own capabilities. I strongly believe that we can develop internationally competitive technological solutions without leaving the country. My dream is that in 5–10 years I will be actively involved in improving the educational environment in Romania.

C&B: What were you like at the beginning of your journey, and how do you feel you have transformed up to the present?
Hănțăscu Adrian: At the beginning of the journey, when I founded the Vantix startup, I was still in my final year of high school. We had started collaborating with a few companies and were exploring the directions in which we could grow. We wanted to find a niche that suited us and build a scalable product.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Hănțăscu Adrian: They would probably say that we are a young, enthusiastic, and highly motivated team that focuses both on personal development and on the growth of the company.

C&B: What is the most important decision you have made that changed your trajectory?
Hănțăscu Adrian: I believe that each stage came with a valuable lesson. The first important moment was when I joined the AutoVortex robotics team, where I learned how to manage a team and develop my public speaking skills. Another essential stage was joining the InBusiness business club in Suceava. I was 17 years old and, honestly, at first I was a bit reluctant most members were over 35 and ran solid companies.

C&B: How did the company evolve from an idea into a solid and recognized business in the technology field?
Hănțăscu Adrian: Vantix evolved through constant, day-to-day effort, focusing on business development and understanding market needs. We do not yet consider ourselves recognized in the technology field, as we are still an early-stage startup.

C&B: What is the main market problem you set out to solve through Vantix’s products or services?
Hănțăscu Adrian: At Vantix, we developed an artificial intelligence–based system that acts as a 24/7 supervisor. It analyzes video footage and generates reports on workplace safety and team productivity. Essentially, our AI helps companies prevent incidents and improve operational efficiency through intelligent and continuous monitoring.

C&B: What does a typical day look like for you now, and which moments of the day bring you the greatest satisfaction?
Hănțăscu Adrian: My day starts around 8:30, when I organize my priorities and begin working on the tasks planned for that day. Then I attend university classes, and I dedicate the rest of my time to completing remaining tasks or to personal development through public speaking and negotiation courses, as well as reading.

C&B: How was Vantix born, and what was the vision behind founding the company?
Hănțăscu Adrian: Vantix was born out of a need that I heard from almost every entrepreneur I spoke with, as well as from a shared passion for technology. The vision was simple: to bring efficiency where processes were slow and fragmented.

C&B: What’s next for Vantix — what are the strategic directions for the coming years, and how do you see your impact on the international market?
Hănțăscu Adrian: In the near future, we aim to make the Vantix solution as well known as possible within the Romanian entrepreneurial environment, while at the same time strengthening the trust of our current partners and clients. The next step is expansion into international markets. We are already in discussions with several potential clients from outside the country.

Hănțăscu Adrian’s story is one of starting early, embracing responsibility, and believing that innovation can be built at home, in Romania. From robotics teams and business clubs to founding an AI-driven startup, his journey shows that leadership maturity is defined not by age, but by clarity of vision and consistency in action.

The post Hănțăscu Adrian: Building a Tech Startup in Romania, from Robotics to Artificial Intelligence appeared first on careers-business.com.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Dorian Ilie is a copywriter, communication specialist, and founder of the Forever Summer agency. He graduated from the Department of Communication and Public Relations within the Faculty of Journalism and Communication Studies at the University of Bucharest and is currently a master’s student at the Faculty of Letters of the same university, enrolled in the Theoretical and Applied Linguistics program. His research interests focus on discourse analysis, argumentation, and pragmatics.

He has over 15 years of experience in communication and advertising, having worked for brands, companies, and institutions such as Glovo, ParkLake Shopping Center, Coca-Cola, Dell, Durex, Nurofen, HBO, Novartis, Pfizer, the European Commission, the United Nations, Heidelberg Materials, OMV, TV5MONDE, LONGi, and Canpack. In 2020 he was part of the jury for the New York Advertising Festivals, and in 2018 he served as a juror at the Romanian PR Awards and Romanian Eurobest, a competition organized by The Alternative School for Creative Thinking.

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

Dorian Ilie: I believe the difficult, pivotal, and challenging moments have defined me the most. For example, when I resigned after five years in a corporation, a comfortable job with a good salary but devoid of personal, emotional, and intellectual satisfaction, and went to Thailand for a volunteer program to learn more about communication and climate change. Another such turning point was three years ago, when I again left a job that society might see as desirable but with which I felt my relationship had ended. I followed my own path, founding my own communication and advertising agency and doing things at my own pace, according to my own vision.

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

Dorian Ilie: The most difficult moment was the passing of an important person in my life, which coincided with the opportunity to become a partner in the former agency where I had worked for almost ten years. I deliberated for a long time but ultimately declined because I felt the need to move forward and do something else.

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

Dorian Ilie: The desire and thirst for knowledge, not just to acquire and absorb new information, but to understand what it entails, what relationships are formed, and how they influence one another. Education and lifelong learning have been, and still are, values I deeply believe in.

C&B: How did you look at the beginning of your journey, and how do you feel you’ve transformed over time?

Dorian Ilie: The different stages and events of life have matured me, refined my skills, and brought me new abilities. From a naïve and idealistic young man, I became a pragmatic idealist, so not that big of a difference, really, only that now I see the world as it is, trying not to view it only as I wish it were.

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

Dorian Ilie: I don’t know exactly what they would say, but beyond anything else, I hope they would say I’m a person who shows respect, whether for ideas, people, or values. The idea of respect, in itself, is essential. Empathy, though much praised, also has its limits, while respect for others and dignity can be perennial.

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

Dorian Ilie: Transitioning from employee to entrepreneur is neither simple nor easy, but it’s far more fulfilling than staying in a place where you no longer feel you belong. I’d rather take a risk and not win than lose in the long run. Likewise, the decision to return to school for a master’s program was also important to me. I felt I was stagnating and wanted to learn and understand more, to broaden my horizons of knowledge. It was ultimately a winning bet, one of the best decisions I’ve made recently.

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

Dorian Ilie: I learned to make decisions through practice, not through personal or professional development books, which are not my cup of tea. As for books, I read literature or non-fiction, I believe they are the best sources for educating the mind and for the pleasure of reading.

C&B: What do you think differentiates your agency from others in the field?

Dorian Ilie: I don’t know exactly what differentiates it, but I’m certain we rely on creativity and agility. We’re a small agency that neither can nor wishes to compete with large agencies. We want to be, and remain, as authentic as possible, to ourselves and to others.

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

Dorian Ilie: I read the news, work a bit, play with my cat, work some more, cook, go shopping, exercise, rest, work again, then read or watch a movie.

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

Dorian Ilie: Respect, dignity, solidarity. Physical and mental health are a thousand times more important than any call, email, project, or client. If something or someone starts to affect your physical or emotional integrity, then that thing or person isn’t worth it. I prefer less and better over more and worse.

C&B: How did the idea of creating the Forever Summer agency and giving it that name come about?

Dorian Ilie: I was on a wild beach in Bulgaria one summer evening, and I wished that moment could last forever, that I’d never again dread Monday, having to return to work. I think I succeeded because sometimes I don’t even know what day it is, and I no longer count the days until vacation or the weekend.

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

Dorian Ilie: “The unexamined life is not worth living,” as Socrates once said. So read, study, be curious, and reflect as much as possible on both your inner and outer worlds. Don’t stagnate, dream, and keep seeking your own path.

Beyond titles, campaigns, and projects, Dorian Ilie’s story is about the courage to remain authentic in a world that constantly pushes you toward compromise. It’s about lifelong learning, the strength to make difficult decisions, and the freedom to live in alignment with your own values. In a field driven by speed and appearances, he chooses depth, respect, and meaning, three coordinates that perhaps best define not only his work, but also his way of being.

The post Dorian Ilie: About Courage, Authenticity, and the Meaning of Communication appeared first on careers-business.com.

Romania exported large and small home appliances to the European Union worth nearly €1.4 billion in 2024, ranking eighth in the world among suppliers of refrigerators, washing machines, vacuum cleaners, and coffee machines for Europe, according to APPLiA – Home Appliance Europe.

Leading suppliers are China, Germany, and Poland, with Romania in eighth place. However, Germany and Poland also appear among importers, which partially balances trade flows.

Read full article here: turnovernews.com

Read also: Romania Ranks Among Top 10 EU E-Commerce Markets: Online Trade Nears 3.5% of GDP in 2025

Photo: freepik.com

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Uber Courier Available in 25 Cities

The service, called Uber Courier, is available in all 25 cities where the app operates. “People no longer have to go to the post office, wait for a courier, or deliver the package themselves—they can simply request a delivery from point A to point B through the app,” Uber announced.

The delivery cost is similar to a standard UberX ride, and the price is known in advance, regardless of the parcel’s weight or size.

Benefits for Customers and Drivers

Read full article here: turnovernews.com

Read also: Packeta Romania Expands Operations with New Logistics Hub in Oradea

Photo: freepik.com

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Significant Economic Impact

Online trade boosts courier and postal services, software development, digital advertising, and even local goods production. Cristian Pelivan, Executive Director of the Romanian Association of Online Stores (ARMO), states: “Online commerce is no longer just a convenience for consumers; it is a real engine of economic and fiscal growth, connecting Romania to the European Single Market.”

Read full article here: turnovernews.com

Read also: Packeta Romania Expands Operations with New Logistics Hub in Oradea

Photo: freepik.com

The post Romania Ranks Among Top 10 EU E-Commerce Markets: Online Trade Nears 3.5% of GDP in 2025 appeared first on careers-business.com.

Ștefan Emil Ionescu is the Managing Partner of Leichmann Weifert Group, which brings together companies focused on software development, AI solutions, Big Data, Blockchain, and investments, while also being involved in research projects and non-profit initiatives.

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?
Ștefan Emil: I am an entrepreneur and researcher leading projects in advanced technologies, from software and AI to investments and mining, passionate about creating practical solutions for complex challenges.

C&B: If we were to look at the storyline of your career or business, what were the key moments that defined you?
Ștefan Emil: I started in 2005 by founding GETION SOFT, a software development company. In 2009, I co-founded Leichmann Weifert Group, moving towards enterprise solutions. In 2013, I launched LEW.RO Software Solutions, focusing on AI and Big Data and participating in events such as ConnecTechAsia. I completed my PhD in Defense and Security Systems / Brain Computer Interface at the Military Technical Academy in Bucharest, engaging in research projects. In 2019, I co-founded the NGO Lux Invicta, and recently I expanded into investments and mining through Leichmann Weifert Invest.

C&B: What has been the most difficult moment so far in your journey, and how did you overcome it?
Ștefan Emil: The most difficult moment was in 2008–2009, when the economic crisis affected Leichmann Weifert Group and we lost important clients. I overcame the situation by shifting towards custom IT solutions and software integrations, by attending international events such as the ICT Brokerage Event 2015, and by investing in team development, which led to stabilizing and growing the business.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Ștefan Emil: I have always been guided by the ambition to position Romania as a hub for technologies like AI and Blockchain, through solution development and investments. This goal has motivated me to continue research, expand the business, and support educational projects through Lux Invicta, no matter the challenges of the market or bureaucracy.

C&B: How did you look at the beginning of your journey, and how do you feel you’ve transformed until now?
Ștefan Emil: In the beginning, in 2005, I was a programmer analyst at GETION SOFT, focused on software development and without much managerial experience. Today, I am the managing partner of a diversified group, with activities in software, investments, and research, coordinating international projects. My transformation came through accumulated experience, exposure to different contexts, and adapting to industry changes.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Ștefan Emil: I think they would describe me as a leader focused on technology and strategy, who supports teamwork and autonomy. They would probably mention my involvement in mentoring, my solution-oriented approach, and the fact that I pay attention both to technical details and long-term goals.

C&B: What is the most important decision you have made that changed your trajectory?
Ștefan Emil: The most important decision was in 2013, when I decided to steer Leichmann Weifert Group towards research in AI and Blockchain, shifting the focus from standard software to innovative projects. This choice led to international partnerships, funded projects, and expanding the portfolio into investments and mining.

C&B: How did you develop your leadership style or the way you make decisions? Was it a natural process or something you learned?
Ștefan Emil: I developed my leadership style through a combination of experience and education. At first, I relied on technical intuition, but over time I shaped my approach through studies, my PhD, management courses, and lessons learned from the 2008 crisis. Today I make decisions based on data analysis, team consultation, and adapting to context, balancing instinct and learning.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?
Ștefan Emil: The difference lies in integrating AI, Big Data, and Blockchain into customized solutions, with a focus on sustainability and our own research. Unlike others, we combine software development with investments and non-profit projects, offering a complete approach and constantly collaborating with academic institutions.

C&B: What does a typical day look like for you now, and which moments bring you the most satisfaction?
Ștefan Emil: A typical day starts with morning planning, continues with technology project meetings, discussions with international partners, and activities related to investments or the NGO. The most satisfying moments are the creative collaborations, when ideas come to life, and when I see the concrete results of projects—whether supporting a startup or advancing research.

C&B: What values or principles guide you in what you do, and how do you apply them every day?
Ștefan Emil: My core values are innovation, integrity, and sustainability. I apply them through ethical decisions, respecting confidentiality in AI, allocating resources for ecological and educational projects, and through transparency in team communication, while adapting quickly to market dynamics.

C&B: How did the idea of starting this business come to you, and why did you choose this name?
Ștefan Emil: The idea for Leichmann Weifert Group came in 2008, from the desire to provide customized software solutions in Romania. I chose the name inspired by two family names that existed before 1900, as a symbol of my ambition to build a strong and enduring business.

C&B: If you were to send a message to people who follow your example, what would it be?
Ștefan Emil: I would tell them to see failures as lessons, to invest constantly in education, and to build collaborative teams. I believe success comes from adaptability and from focusing on solutions with long-term impact, especially in technology and sustainability.

The journey of Ștefan Emil Ionescu highlights how perseverance, innovation, and vision can turn challenges into opportunities and position Romania as a hub for advanced technologies.

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Daniel Deaconu is the founder of the marketing agency The Simplifier. Daniel became an entrepreneur at the age of 22 when he founded Curățenie Profi, a company he expanded nationally in Romania. After 11 years, he sold the cleaning company and became a sales and marketing consultant for software companies. For the past 2 years, he has been developing The Simplifier agency, which currently serves clients from 7 countries on 3 continents.

C&B: Looking at the narrative thread of your career or business, what were the key moments that defined you?
Daniel Deaconu: Ever since high school, I wanted to have my own business. I saw how hard my parents worked and how they never had time to spend with us. So I told myself that there had to be another way. I decided that after finishing high school and university, I would start a business that would make me a lot of money and give me freedom.
At 22, I started my first company, but reality in the field was completely different. There was money, but no trace of freedom, at least in the early years.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Daniel Deaconu: I started Curățenie Profi in 2009. By 2011, we had reached 100 employees. The hardest moment came in 2012 when we dropped from 100 employees to just 4 and narrowly avoided bankruptcy. It was an extremely difficult time, but God helped me, and after nearly 2 years I recovered and began rebuilding. This time more strategically, more calmly, and with much healthier risk management. If in the first 2 years we grew locally in Constanța, now I was building a national brand, present in 6 cities—growth was slower, but much healthier.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Daniel Deaconu: I’ve always wanted to be free. To earn a living by doing what I love. To work with people I like, not because I’m forced to. And I’ve always wanted to bring something valuable into others’ lives. That’s what guides me every day.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve transformed over time?
Daniel Deaconu: In the beginning, I was very enthusiastic and knew nothing. For the first contracts I signed, I showed up in a T-shirt, shorts, and beach flip-flops. But I was very motivated to work, and people could sense that. As I gained experience, the enthusiasm faded a bit because I realized how hard it really is.
Now, after 16 years of entrepreneurship, I’ve regained that original enthusiasm because I’m finally doing something I love, that I identify with, and that brings real value to others.

C&B: If we spoke to your team or collaborators, what would they say about you?
Daniel Deaconu: My colleagues and collaborators would say that I always keep my word. That’s one of my core values. You’re worth as much as your word is worth.

C&B: What is the most important decision you’ve made that changed your trajectory?
Daniel Deaconu: One of the most important decisions was selling the cleaning company. I sold it in 2019, after our best year. But I did it because I wanted to switch industries and build a company that was easier to scale. Now, from a single office, we work with clients in 7 countries. That would have been impossible in the old business.

C&B: How did you develop your leadership style or decision-making process? Was it natural or learned?
Daniel Deaconu: I believe there are born leaders, but I don’t consider myself one. However, I know that everything can be learned. In my case, it was step by step. I made a lot of mistakes and learned from each. I fell many times, but the question isn’t “if you fall?”, it’s “what do you do when you fall?”—do you stay down and pity yourself, or do you get up and move forward?

C&B: What sets your business or professional approach apart from the rest of the industry?
Daniel Deaconu: Authenticity and creativity. I only work with software companies, with very smart people developing highly advanced technologies that can automate almost anything. But the only things that cannot be automated are creativity and building authentic human relationships. You can’t use AI to build a genuine business relationship. And when everyone around us is trying to automate everything, we stand out by investing a lot of energy in building authentic, long-lasting human relationships.

C&B: What does a typical day look like for you now, and what moments bring you the greatest satisfaction?
Daniel Deaconu: The first thing I do after I wake up is go for a run. Then I spend a bit of time with my daughters. We have 3 girls—11, 6, and 3 years old. I try to spend at least a few moments with them every day. The greatest satisfaction is when they say, “Daddy, will you play with us?”. And then I drop everything, take a break, and play with them.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Daniel Deaconu: Integrity, courage, and faith. In everything I do—family life, personal life, or business—I follow one simple principle: treat others as I’d like them to treat me. Everything becomes much simpler that way.

C&B: How did the idea for this business and its name come to you?
Daniel Deaconu: The Simplifier came from the simple idea of simplifying complex things. I’m not a technical person, but I work only with technical people. Brilliant individuals who’ve developed very complex software products that solve real needs—but they don’t know how to explain them. That’s where the idea came from: to simplify the message, to translate these complicated technologies into a clear, easy-to-understand form.

C&B: If you were to send a message to people following your example, what would it be?
Daniel Deaconu: Be authentic and treat others exactly the way you’d like to be treated. If we lived guided by these principles every day, I believe our lives would be much simpler, and we’d be much more peaceful and happier.

Through his vision and commitment to quality, Daniel Deaconu continues to shape Romania’s creative industry, inspiring young entrepreneurs to pursue their dreams with professionalism and perseverance.

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Eusediu Margasoiu is the Managing Partner at The Network, a business strategy consultant with 25 years of experience, ranging from aerospace engineering to upstream marketing at Pepsi, and from strategic consulting to entrepreneurship in proptech.

C&B: How would you describe yourself in a single sentence to spark the curiosity of those who don’t know you yet?
Eusediu Margasoiu: I’m the guy who learned ‘the hard way’ how to turn Romanian chaos into business algorithms and who believes that the best strategy starts with the question “why?” instead of “what?”.

C&B: If we were to trace the narrative thread of your career or business, what were the key defining moments?
Eusediu Margasoiu: The transition from aerospace engineering to Pepsi taught me that both rockets and brands need fuel – some use kerosene, others use insights. Winning the Donald M. Kendall Award in 2007 within the Pepsi system confirmed that Romania can be the best globally, breaking the “it’s good enough” mindset. Founding the strategy consulting firm The Network in 2008 taught me that the best time to build is when everyone else is hiding. And the proptech startup feexers – with six-figure investments and the best resources and capabilities in Romania – taught me that failure is the most expensive but also the most effective teacher: it teaches you to forget what you thought you knew, in no time. Because the hardest thing is not learning, but unlearning.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Eusediu Margasoiu: The proptech startup I co-founded, feexers, was the most expensive lesson: I applied everything I knew best – upstream marketing (15 years at Pepsi, with the last 10 as marketing director), rigorous segmentation, targeting, positioning with extensive market research, branding and naming using the best specialists, UX/CX using Design Thinking and Agile – all ‘by the book’, with top talent and six-figure investments. The result? The illusion of ‘customer centricity’ and technology without social trust is like a Ferrari without fuel – it looks spectacular, but gets you nowhere. The turning point came when I realized that everything I knew was based on VOC (Voice of the Customer) and research done in the universe of solutions, not in that of fundamental needs. From there, I discovered ODI & JTBD – probably the most customer-centric, pragmatic, and scientifically rigorous innovation process in the world – a methodology that challenges all current paradigms and teaches you that no matter how well you execute a strategy, it won’t work if it doesn’t start from people’s fundamental needs. “In every dark cave there is always a bright side too.”

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Eusediu Margasoiu: To prove that Romania can be a laboratory of innovation, not just a consumer market. When I see “Made in Romania” on something truly innovative – not just on a label of Chinese-made headphones – I know the dream is heading in the right direction.

C&B: How did you look at the beginning of your journey, and how do you feel you’ve transformed since then?
Eusediu Margasoiu: At the beginning, I was an engineer who believed everything could be solved with precise formulas. Mathematical Platonism Now I think I’m a strategist – or something like that – who has learned that the best formula must inherently include the human variable – the most unpredictable and fascinating of all.

C&B: If we met your team or collaborators, what do you think they would say about you?
Eusediu Margasoiu: Probably that I’m the guy who asks uncomfortable questions at the wrong time and turns meetings into “why are we doing this?” sessions until everyone either truly understands or realizes they didn’t know why they were doing what they were doing. Also, I crack jokes (sometimes a bit too much), and I dig deep until I reach the root – at least working with me isn’t boring

C&B: What is the most important decision you’ve made that changed your trajectory?
Eusediu Margasoiu: Leaving the corporate world in 2008 for consulting. It was like jumping out of a plane without being sure I had a parachute – but I discovered you can build one on the way down if you understand the principles of flight… from this part of the world.

C&B: How did you develop your leadership style or decision-making approach? Was it a natural or learned process?
Eusediu Margasoiu: 50% I learned from my own mistakes, 30% by observing what not to do from others, and probably 20% controlled improvisation I realized that the best leadership style is being your true self – updated – with your bugs fixed and respecting the divine ratio: 2 ears to 1 mouth, just as God intended.

C&B: What do you think differentiates your business or professional approach from the rest of the industry?
Eusediu Margasoiu: While everyone asks, “what do customers want?”, I ask “what are customers trying to achieve when they buy my product or service?”. It’s the difference between giving someone a fish and teaching them how to fish – except I help clients understand why they need the fish in the first place, not just that they want it. That’s where strategy begins. The rest is noise.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?
Eusediu Margasoiu: In the morning, I triage the chaos – what’s urgent, what’s important, what’s just noise. During the day, I turn enigmas into heuristics and sometimes algorithms, with partners and clients. In the evening, I read and draw inspiration from experience and mistakes – and if I find something worth not dying with me, I write and share it. My greatest satisfaction: that ‘aha!’ moment when a client moves from ‘what?’ and ‘how?’ to ‘why?’ – it’s like turning on the light in a dark room.

C&B: What values or principles guide you in what you do, and how do you apply them daily?
Eusediu Margasoiu: Truth before politeness, questions before answers, simplicity before unnecessary complexity. Day by day means not accepting “this is how it’s always been done” as an answer, and transforming “it’s good enough” into at least “it works well”.

C&B: How did the idea for your business come about, and how did you choose its name?
Eusediu Margasoiu: The Network started from the need to connect people and strategy with execution – too many beautiful plans were dying in drawers. The name is simple: everything in business is about connections – between people, opportunities, ideas – in that order. And “The Network” sounds better than “Chaos-Heuristic-Algorithm Consulting” – though that’s what we actually do.

C&B: If you could send a message to people following in your footsteps, what would it be?
Eusediu Margasoiu: There is no universal recipe for success, but one constant does exist: dare to ask uncomfortable questions and don’t settle for “it’s good enough.” Romania needs fewer “copy-paste” approaches and more originality. We have what it takes. And last but not least: even chaos can be organized, if you understand the logic behind it.

Eusediu Margasoiu reminds us that authentic strategy begins with uncomfortable questions and a genuine desire to understand. Through courage, accepted failure, and critical thinking, he outlines a meaningful path for any professional striving to build with purpose.

The post Eusediu Margasoiu: Lessons from Failure, Authentic Strategy, and the Power to Rethink Everything from Scratch appeared first on careers-business.com.