Adriana Preda is a social innovator, strategist, and entrepreneur with over a decade of experience at the intersection of social impact, business, and systemic innovation, known for building and scaling programs and platforms that create real opportunities for young people and vulnerable communities in Romania, Central and Eastern Europe, and more recently in the United States, working across both the non-profit sector and the areas of strategic consulting and initiatives with integrated social value. She is currently a Board Member of The Social Incubator Association, a strategy, impact, and ESG consultant at Nimble Minds, and is developing a startup in the impact-driven advertising space, focused on models through which marketing budgets can support concrete social change.

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

Adriana Preda: If I were to look at my career as a narrative thread, I wouldn’t say it was built on spectacular moments, but rather on a few decisions that changed its direction and proved to be lasting.

The first important moment came from the legal field, directly tied to my education. At the beginning, law seemed to me a powerful tool to correct injustices. I have always been moved by situations of abuse, helplessness, and people who lack the language or resources to defend themselves. I believed the law could be a real vehicle for balance and protection. The experience shaped me, but it also awakened me. I quickly understood that formal justice does not automatically reach those who need it most, and that systems, no matter how well-intentioned, have their limits.

Then came television. I entered that space with the sincere desire to be the voice of stories that were not being told and of people who were not being heard. I believed in the power of visibility and in the role of public exposure as a form of change. It was an intense and deeply clarifying stage. I saw how easily nuance gets lost, how complex realities are compressed into formats that demand quick impact. I learned that telling a story is not enough if there is no responsibility after the spotlight fades. A voice, without continuity, sometimes remains just noise.

The Social Incubator, however, was the place where all these threads came together. That’s where the need for justice, the desire to give voice, and especially the need to build something lasting met. I moved from signaling problems to working, day by day, on solutions. From reaction to structure. From emotion to systems that can support real people over the long term. It was the space where I learned what leadership responsibility means, the pressure of decision-making, and the invisible work behind real impact. Looking back, this beginning was more of a search than a plan. I was searching for the right tool. Law gave me the framework. Television gave me the voice. Civil society gave me the place where the two could be put to work, with meaning, patience, and real consequences.

Now I am at the intersection of all these worlds. I work between civil society, business, and consulting, with the same question in mind, but with much clearer tools. I build bridges between impact and economy, between good intentions and systems that can function at scale, between real needs on the ground and resources that exist but are often poorly connected.

After years of working directly with young people, organizations, and communities, I understood that sustainable change does not come from a single sector. It comes from the ability to hold them together. To translate between them. To create models where doing good does not depend only on grants or favorable contexts, but is integrated into how organizations, companies, and markets function.

C&B: What is the biggest challenge you have faced as a leader of a non-profit organization, and how did you overcome it?

Adriana Preda: The biggest challenge was keeping the organization whole in moments when nothing was certain. Unstable funding, constant pressure for results, tired teams, and people looking to leadership for direction, even when I myself had few clear answers.

In the non-profit world, crises don’t come one at a time. They overlap. And the temptation is to accelerate, to compensate through control, to promise more than you know you can deliver. There was a moment when I understood that the biggest mistake would be to perform certainty. I chose the opposite—I was explicit about what we knew and what we didn’t, I set clear boundaries, and I slowed down decisions driven by fear, moving them back into reason.

Another real challenge was balancing mission and people. The desire to help can quickly become a form of collective burnout. I learned to protect the team, even when external needs seemed more urgent. I held the pressure at the leadership level and refused to let it cascade downward. It wasn’t always a popular decision, but it was a necessary one.

I overcame these moments by changing how I defined success. Not only through delivered impact, but through the organization’s ability to remain healthy, coherent, and dignified in difficult conditions. With clearer processes, accountable decisions, and a lot of presence—without spectacular solutions. Just constant, honest, human building.

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

Adriana Preda: The ambition that has consistently guided me has been to build contexts in which people have real chances, not just inspirational success stories. From the very beginning, I was less interested in the idea of saving and much more in the idea of building fair conditions. Access, reference points, people who see you at the right time, and systems that don’t exclude you from the start.

Along the way, the shape of this dream has changed. At first, it was about being on the side of those who were wronged. Then about giving them a voice. Today, it is about changing the rules of the game that produce the same inequalities, generation after generation, through structures that function even when enthusiasm fades.

What has remained constant is the refusal to accept that some destinies are “natural.” I don’t believe that. I believe many trajectories are the result of context, not personal value. My ambition is to work exactly where context can be redesigned. Even if it’s slower, even if it’s harder to explain. For me, true success is when change no longer depends on me, but can continue without me.

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

Adriana Preda: At the beginning, I was very determined, but also very rushed. I had a lot of energy, a lot of frustration with injustice, and a strong need to prove that things could be done differently. I believed that if you worked hard enough and spoke clearly, change would follow almost naturally. I was involved everywhere, present in every detail, with the feeling that responsibility always rested on my shoulders.

Over time, I have transformed more than I planned. I learned to slow down without losing direction. To choose the battles that truly matter. Not to confuse urgency with importance. I learned that leadership means creating clarity, space, and trust for others—not being visible all the time.

Perhaps the biggest change has been how I relate to myself. I moved from defining myself through effort and sacrifice to defining myself through judgment, consistency, and healthy boundaries. Today, I no longer feel the need to constantly prove myself. I care more about what remains than what is seen. And, perhaps paradoxically, this grounding has made the work stronger and more sustainable.

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

Adriana Preda: They would probably say that I am demanding and results-oriented, but also fair and consistent. I place a strong emphasis on clarity, responsibility, and meaning. I believe in autonomy, but also in accountability, and I try to create a space where people can express themselves and grow, even when things are difficult.

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

Adriana Preda: The most important decision was to let go of the idea that I had to choose a single direction and stick to it at all costs. For a long time, I felt the pressure to fit into a clearly defined role—lawyer, journalist, NGO leader. At some point, I consciously chose to stop separating these identities and to build exactly at their intersection.

This decision meant stepping out of comfortable zones and easy-to-explain labels. It meant accepting a path that is harder to read from the outside, but much more coherent on the inside. It also meant the risk of being perceived as “too much” or “too different” for some contexts—and I embraced that.

From that moment on, my trajectory changed. I started thinking long-term, building bridges between worlds that don’t naturally speak to each other, and making decisions not for the next step, but for the architecture of the entire journey. It was the moment I truly moved from execution to building.

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

Adriana Preda: My leadership style did not emerge from a single moment or role—it was built over time, from reality, pressure, and deliberate choices. It has been a deeply learned process, but also a very personal one. I invested a lot in learning, in mentors, in coaching, and in reflection spaces where I could understand not just what I do, but how and why I do it.

At some point, I realized that if I wanted to build something that lasts, I couldn’t lead purely “by instinct” forever. So I chose to treat leadership as a competency, just like strategy or finance. I approached the non-profit organization with the same rigor as a business—clear structure, functional processes, defined responsibilities, data-driven decisions. At the same time, I knew that the human dimension is not a “soft skill,” but the invisible infrastructure that holds everything together.

I worked a lot with the idea of transfer. What can be taken from business and adapted into social impact, what principles are universal, how do you build sustainability without losing meaning? This cross-sector thinking completely changed how I make decisions. It helped me move from reaction to architecture—not just solving today’s problems, but preventing tomorrow’s.

In the beginning, I was very present in all the details. I believed leadership meant being everywhere, carrying everything, compensating. Over time, I learned something more difficult but essential—that true authority comes from clarity, and that sometimes the best decision is to step back, create space, and trust.

Today, my leadership style is calmer, more strategic, and more human. I make decisions with people, consequences, and time in mind. I care just as much about how a result is achieved as about the result itself. And perhaps the most important thing I’ve learned is this—leadership never ends. It evolves, it refines itself, and it always requires honesty with yourself and with those who walk alongside you.

C&B: What is the fundamental mission of the organization and how has it evolved since its launch?

Adriana Preda: The organization’s mission has been, from the beginning, to create real opportunities for young people who start with a significant contextual disadvantage, in a concrete way. Access to relevant education, to people who see them, to experiences that can change their trajectory before the system locks them into a label.

At launch, the mission was very focused on direct intervention. We worked with young people leaving the protection system who urgently needed guidance, skills, and support to integrate professionally. It was about being there, close to them, and filling obvious gaps—basic education, orientation, first contact with the labor market.

Over time, the mission matured. We realized it wasn’t enough to work only with end beneficiaries, no matter how well we did it. So we expanded our intervention to the ecosystem—companies, schools, institutions, decision-makers. We began building programs that not only help young people, but change how organizations work with them. We shifted the focus from “how do we support one young person” to “how do we change the system that excludes them.”

Today, the mission is broader and clearer. We build models that can be replicated, partnerships that sustain long-term impact, and real bridges between the social and economic sectors. We are no longer just talking about integration, but about equity of opportunity and the collective responsibility not to waste potential.

The evolution has been natural—from reaction to architecture, from solutions for individual cases to interventions that can change the rules of the game. The mission remained the same in essence; only the tools became more mature.

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

Adriana Preda: Honestly, there is no truly typical day. My days are a mix of strategic work, decisions that require clarity, and many conversations that don’t appear on the agenda but matter immensely. I might start the morning in a strategy call or a board discussion and end it in a meeting where the stakes are purely human.

A significant part of my time is dedicated to thinking—analyzing, structuring, connecting dots between projects, people, and different contexts. I work with teams and partners from very different areas, so a large part of my day is about translation—between languages, expectations, and rhythms.

But there are also days that completely break the rhythm. Days when one of our young people walks in or calls just to say they got into university. Or that they’ve completed their first month at their first job and their voice still trembles a little when they talk about it. Or that, for the first time, they feel like they belong. These moments are not planned and don’t show up in reports, but they give meaning to everything else.

Equally important are the simple moments with the team—the laughter between meetings, a story shared in passing, a joke that releases the tension of a hard day. These small things hold people together and make long-term work possible.

The greatest satisfaction comes from this mix—from being able to work on systems while also seeing real people going through real change. When strategy and life meet, that’s when I know I’m exactly where I need to be.

C&B: What concrete changes has The Social Incubator brought to the communities you work with?

Adriana Preda: The changes brought by The Social Incubator are most visible in transformed trajectories—and we don’t look only at numbers. In the communities we work with, we have helped many young people move from a space of risk and uncertainty to one of stability, autonomy, and perspective. Young people who entered programs without clear direction and who today are employed, students, mentors, or even leaders in their own communities.

Concretely, we have created real bridges between vulnerable youth and the labor market through direct exposure, practical experiences, and long-term relationships with employers. We have changed how companies relate to these young people—from distrust to responsibility, from “they are not ready” to “what can we do differently so they are.”

At the community level, we introduced working models that did not previously exist—integrated programs combining education, career guidance, emotional support, and mentorship. We professionalized social intervention and brought rigor where often there was only good intention. This increased not only impact, but also trust from local partners and institutions.

Perhaps one of the most important changes is cultural. We contributed to shifting the narrative about young people from vulnerable backgrounds—from “beneficiaries” to people with potential, from exceptions to resources. This shift in perspective created effects that go beyond the organization and are felt in communities, schools, companies, and families.

C&B: How was The Social Incubator Association born and what was the initial inspiration behind this project?

Adriana Preda: The Social Incubator Association was born from a very simple and very harsh reality. There was (and still is) a huge gap between young people who had access to education, networks, and opportunities, and those leaving the protection system or vulnerable environments without any safety net.

The initial inspiration came from a very concrete question asked by the founding members—people who had been volunteering for many years in foster care centers and were witnessing this critical moment from the inside: what happens to these young people after they are no longer “anyone’s responsibility”?

At the beginning, the idea was to build a transition space—a place where young people are not treated as beneficiaries, but as individuals at the start of their journey, with real potential. A place that offers not just skills, but also confidence, exposure, and meaningful relationships. That is also where the name comes from—an incubator does not artificially accelerate growth, but creates the conditions for something fragile to take root.

Over time, the project grew far beyond its initial form. We quickly understood that it is not enough to work only with young people, no matter how well we do it. So we began building partnerships with companies, mentors, institutions, and local communities. We brought together actors who do not normally collaborate and connected them through a shared responsibility.

The inspiration remains the same to this day—the belief that talent is equally distributed, but opportunities are not. The Social Incubator was created to reduce this gap and continues to exist to demonstrate that when context changes, destinies can change too.

C&B: How would you describe your leadership style in an NGO and how does it differ from a similar role in a traditional business?

Adriana Preda: In an NGO, my leadership is deeply anchored in people and purpose. Decisions are never purely operational, because almost every choice has a direct impact on real lives. That requires attention, clarity, and constant presence, because you cannot lead only through results. You have to account for context, different rhythms, and vulnerabilities that don’t show up in a P&L but deeply influence the work.

At the same time, I have led an NGO with the rigor of a business—clear structure, measurable objectives, well-defined responsibilities, and accountable decisions. I strongly believe that lack of professionalization does more harm than lack of resources. The difference is that in an NGO, performance is measured in trust, stability, and the organization’s ability to remain healthy in the long term.

In a traditional business, things are more direct—decisions can be faster, accountability chains clearer, and performance pressure explicit. In an NGO, the pressure is more diffuse, but often heavier. It comes from moral expectations, social urgency, and responsibility toward communities that have no alternatives.

The major difference, however, is not technical, but about stakes. In business, mistakes cost money. In an NGO, mistakes can cost trust, lost time, or real opportunities for people. That’s why my leadership style in the non-profit space is more deliberate, more attentive, and more oriented toward long-term building—less about speed and more about direction.

Adriana Preda’s story is one of long-term building, intentional leadership, and the ability to connect different worlds to create real change. At the intersection of social impact, business, and strategy, she is redefining how opportunities can be created and scaled for young people and vulnerable communities.

The post Adriana Preda, social innovator and strategist: Leadership, social impact, and ESG in building sustainable systems appeared first on careers-business.com.

Cristian Chirnogeanu is, first and foremost, a full-time father and husband; only after that, an entrepreneur. He is married to the woman he knew he would marry since he was 10 years old and has a “cool” kid, exactly how a Chirnogeanu should be. He loves his family life and treats it as his most important investment.

He is the co-founder of CORNiCO Snack Food. He has made many mistakes—some he didn’t learn much from, but others taught him how to learn from them. His flaw? He works a lot. Just kidding. He works a lot, but sometimes he also gets bored of work. He draws energy from people, and if the work doesn’t involve interaction or isn’t useful to others, he no longer finds meaning in it. He is a social liberal. He enjoys entrepreneurship, but equally cares about people and the idea that things should work well for everyone.

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

Cristian Chirnogeanu: What defines me is more related to my family life than to my business life. However, if I were to identify a few key moments that influenced my professional path, they would be:

2015 – In a martial arts gym, I met the general manager of one of our main competitors today.

2019 – We opened the CORNiCO Snack Food Services branch in Romania.

2020 – The pandemic gave us the time and context needed to position ourselves in a market that had been largely monopolized until then—the Fan Food industry.
Yes, that’s exactly what I’m saying: for us, the pandemic was an opportunity.

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

Cristian Chirnogeanu: It depends on what we mean by difficult moments.
The most difficult moments were actually the ones I caused myself.

I’ll choose this one: in 2020, without formal entrepreneurial training, in a context where many of our clients were completely blocked, I decided to rent a larger warehouse—even though we didn’t have an immediate real need for it.

I did it based on a principle I had read in books: “in times of crisis, you must invest.”
Without a concrete plan and without a clear structure, that decision brought us very close to shutting down.

Looking back, it was one of the most valuable lessons: courage without strategy is not entrepreneurship, it is pure risk.

Here, the advice would be not to read books anymore. Just kidding. The real advice is not to apply mechanically what you read, without context, without numbers, and without a plan adapted to your reality. Books provide direction, not ready-made decisions. Entrepreneurship begins where you filter information through your own market, your own cash flow, and your own risk.

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

Cristian Chirnogeanu: My goal is to live long, live well, and be free.

And if along the way I can help other people do the same, then the journey becomes truly fulfilling for me.

C&B: Cornico.ro covers a very diverse range of products, from popcorn machines and nacho accessories to packaging and ingredients. How do you decide which products enter your portfolio?

Cristian Chirnogeanu: I’d like to know the answer to that myself.

A client who is used to a certain product in a cinema or stadium is very hard to convince to try something else. There are many people who tell us:
“I go to the movies just to eat nachos, especially for that cheese.”
Try convincing that kind of client to choose something else.

What we bring to the market are not just products, but indulgence moments—what we might commonly call “cheating moments.” People don’t come to eat differently; they come to reward themselves.

For this reason, the selection process is very rigorous. We receive many samples, we test a huge number of products, and without exact statistics, I can say that under 10% of them make it to real market testing, in commercial conditions.

I constantly attend industry fairs, where we discover new products that can naturally align with what we already have in the portfolio, without forcing changes in consumer behavior.

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

Cristian Chirnogeanu: Usually, people say that we seem like a very relaxed company.

However, when they look at the numbers and our evolution, they are often pleasantly surprised. That is actually the direction we want to reach. I would like CORNiCO Snack Food to be described like this: “It’s a relaxed company that handles any situation calmly, objectively, and with maturity.”

I know we’re not fully there yet, but this is the standard we set for ourselves and build toward every day.

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

Cristian Chirnogeanu: AIKIDO

Going to Aikido classes was by far the best thing I’ve done for myself.

It taught me to stay calm under pressure, not to force confrontation, and to use the energy of the context in my favor—lessons that apply just as well in life as in business.

C&B: What differentiates the equipment and raw materials you offer from other solutions on the market?

Cristian Chirnogeanu: Clients appreciate our openness in teaching them how to use our products so that it benefits them commercially, not just selling to them.

Our main differentiator is price. We are positioned above the market average, but the value clients receive is directly proportional to what we ask. We don’t just sell products, but also know-how, stability, and predictability.

Our clients are those who want to build a premium segment in the market, who also take care of their end customers. And when we talk about individuals, they are people who want the best for their families.

This should not be seen as positioning against competitors—on the contrary. We have different categories of clients, even if at first glance we operate in the same market. Our competitors do a very good job for the segment they serve.

There are situations where we send clients to competitors when we cannot deliver exactly what they need. We see this as a sign of maturity and respect for the market.

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

Cristian Chirnogeanu: My day starts around 6:30. I don’t use an alarm; although it may seem counterintuitive, alarms make me sleep poorly because I’m afraid I won’t hear them. So I wake up when my body tells me it’s the right time.

After 9:00, things get busy. If this were a video game, we’d say the characters are loading.
At that point, I paradoxically become less productive, but I’m immediately activated by a client who needs advice, help, anything. I really enjoy being of service to people.

It’s office work, but often also warehouse work. I like staying connected to what actually happens in our warehouse, not just what’s on paper.

Then comes my favorite moment: when I get home to Felix, our little boy. I tell him “The Jungle Book” story and we read from “Doctor Aumădoare.” These are, without a doubt, the most beautiful moments of the day.

Sometimes I go shopping before getting home, but more occasionally, usually weekly.

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

Cristian Chirnogeanu: My main value is freedom—my freedom and the freedom of the people around me. That’s when I know I’m on the right path.

C&B: What trends do you observe in the food service and fast food industry, and how do you adapt your offering to stay relevant?

Cristian Chirnogeanu: It’s important to mention that we only marginally touch the fast food segment. Our real market is Fan Food—places where people go to have fun and where our products complement the experience: cinemas, stadiums, events, entertainment spaces.

Even though I said there are people who come “for nachos and cheese sauce,” the reality is that our products are an added benefit in a context where people primarily come for the experience and entertainment.

Market trends are well known: healthier food, fewer calories, less sugar, less processing. We are not in conflict with these trends.
For example, popcorn is undoubtedly one of the healthiest classic snacks when we’re talking about fresh snacks, prepared correctly and consumed in the right context.

C&B: What are the strategic plans for Cornico in the next 3–5 years? Portfolio expansion, internationalization, or new services?

Cristian Chirnogeanu: CORNiCO Snack Food’s plans are not designed for 3–5 years, but for a much longer horizon.
We don’t constantly change direction or reinvent our strategy year after year. We have the same plan, consistently applied over time: to educate the market and bring cool products, regardless of context or market.

Yes, we are constantly looking at expansion into other countries. We have branches in several states and distribute to even more. For example, from Romania we consistently deliver to Bulgaria and the Republic of Moldova. If we include occasional deliveries, we have long surpassed Europe’s borders.

For us, however, the rule is clear: existing clients have the highest priority.
New plans only appear when we are sure they do not affect relationships and the level of service offered to current clients.

Growth, in our vision, does not mean expansion at any cost, but continuity, trust, and long-term building.

For Cristian Chirnogeanu, entrepreneurship is not about rapid growth or spectacular decisions, but about balance, clarity, and consistency.

The post Cristian Chirnogeanu, CORNiCO Snack Food: Business doesn’t start with ideas, but with assumed decisions appeared first on careers-business.com.

Gabriel Stoian is the CEO and founder of Profeco Agriculture, an agribusiness entrepreneur with direct experience in the agricultural inputs market and in developing organic solutions for agriculture, founder of the Young Entrepreneurs in Agriculture Community, an initiative dedicated to educating, connecting, and supporting the new generation of entrepreneurial farmers, focused on transforming the farmer from an administrator into a manager and on building a modern, profitable, and sustainable agriculture in Romania.

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

Gabriel Stoian: We are the sum of the experiences we have gone through up to this moment; from each one we learned something and with each we added a brick to our development.

A key moment was choosing to enter agriculture and to understand this industry from the inside, not just from the outside. Another important moment was the transition from execution to leadership—when I understood that it is not enough to work hard, but that you need to build systems, teams, and processes. A third defining moment was realizing that the agriculture of the future will be driven by technology, but especially by an entrepreneurial mindset and respect for the soil. All these moments shaped me and made me see agriculture not just as an industry, but as a field where the impact is profound: on the economy, on food, and on the future.

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

Gabriel Stoian: I started from the bottom and went through many stages, learning from my own mistakes. In this entrepreneurial world, you are often alone, especially when making important decisions and when you have to take on risks.

In entrepreneurship, there are stages when you are between two worlds: you are no longer at the beginning, but you don’t yet have the stability you see in mature companies. During that period, the hardest part was to stay clear-headed, not make impulsive decisions, and not confuse pressure with failure. Whatever happens, you have to keep moving forward!

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

Gabriel Stoian: Yes. My dream has always been to build something that lasts, to have a positive impact on people’s lives. Not just a company that sells products, but a project that changes mindsets and leaves a mark on the market. In agriculture, Romania has huge potential, but it needs farmers who think entrepreneurially, solutions that are implemented correctly, and a balance between performance and sustainability. My ambition is for Profeco to be a name associated with professionalism, intelligently applied organic solutions, and the transformation of the farmer into a manager. Obstacles exist, but when you have a clear direction, they become part of the journey—you learn to live with them.

C&B: How do you define your role as CEO in an industry heavily influenced by external factors such as climate and market volatility?

Gabriel Stoian: My role as CEO is, first of all, to create stability in an unstable industry, to set directions and take responsibility for them. Climate, prices, agricultural policy, inputs, global markets—all of these can radically change the plans of a farm or an agricultural company. In this context, a CEO must be both a builder of direction and a risk manager. I see my role as a balance between vision and pragmatism: to look ahead, but remain connected to the reality in the field. In addition, a CEO must be a good communicator—both with the team and with the market. And in modern agriculture, a CEO must understand that the future is not just about production, but about profitability, efficiency, and sustainability.

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

Gabriel Stoian: The most important decision was to build Profeco around an idea that is not always the easiest to sell commercially: sustainable agriculture and organic products. In a market where many are looking for quick solutions, I chose to build for the long term. It was a decision that changed my trajectory because it forced me to invest in education, consulting, and direct relationships with farmers. I understood that you are not just selling a product, but a change in mindset. And this decision defined not only the company, but also the way I see my role in the industry.

Ten years ago, very few companies chose to invest in organic products, sustainable agriculture, and solutions in this direction. At that time, I was probably considered crazy for wanting to do this, but today the direction chosen back then proved to be the right one.

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

Gabriel Stoian: It was a mix. Some things came naturally: energy, the desire to build, involvement, the ability to communicate. But true leadership is learned. It is learned from mistakes, from decisions made under pressure, from moments when you have to choose between comfort and direction. I learned to listen more, to delegate better, and to build a framework where people can perform. Leadership is not about control, but about clarity. And clarity is built over time.

C&B: What do you consider to be the main differentiator of your company in an increasingly competitive agricultural sector?

Gabriel Stoian: Our main differentiator is that we don’t just sell products, we sell correctly implemented solutions. There are companies in the market that sell technology or inputs, but the real impact is rarely seen. We believe in consultative selling, in being present on the farm, in education, and in adapting the solution to the farmer’s real needs. In addition, Profeco is built on the idea of professionalism and sustainability: organic products that deliver performance and profitability, not just a marketing “label.” We want to be the farmer’s partner, not just their supplier.

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

Gabriel Stoian: No day is the same as another; it’s a mix of office work, meetings, and on-site visits to farms. In the field, you have real contact with farmers, with their problems but also with their satisfactions. Few are willing to stand by farmers when problems arise, but that is what makes us human—to be there in good times, but especially in difficult ones.

C&B: What strategic decisions have had the greatest impact on the company’s development in recent years?

Gabriel Stoian: There have been several important decisions. The first was focusing on organic products and developing a coherent technology, not just a single product. The second was investing in the team and in consultative selling—because in agriculture you don’t sell from the office, you sell from the field. The third decision was focusing on partnerships and communities, because the agriculture of the future will be built in networks, not in isolation. In addition, we focused on positioning: for Profeco to stand for professionalism, stability, and real solutions, not promises.

C&B: How was Profeco Agriculture founded and what was your initial vision for this company?

Gabriel Stoian: Profeco Agriculture emerged from a real need I saw in the market: farmers had access to products and technology, but they had forgotten how to use organic products. Plants are alive, just like our products. My vision was to build a company that brings modern organic solutions, but also consulting and education. The name Profeco was designed exactly along these lines: “prof” from professionalism and “eco” from the sustainable direction. We wanted to build a brand that shows that sustainable agriculture is not more expensive, but smarter and more efficient.

C&B: What are the main needs of Romanian farmers today and how do you address them concretely?

Gabriel Stoian: Romanian farmers have several very clear needs: predictability, control, and profitability. At a time when costs are rising, the climate is becoming increasingly unpredictable, and the market is volatile, farmers no longer need just products, but a working system. The basic need is the transition from “high production” to “profit per hectare.” And this is where we come in. We respond concretely through organic products that improve soil health, reduce waste, stabilize crops, and increase input efficiency. In addition, we respond through consulting and a close relationship with the farmer: we go to the farm, analyze, recommend, and follow up. For us, modern agriculture is not about quick sales, but about long-term partnerships.

Gabriel Stoian’s journey reflects a paradigm shift in Romanian agriculture: from production to profitability, from execution to management, and from quick fixes to long-term value.

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The new “shop-in-shop” spaces will open inside BHV, the iconic department store located near Paris City Hall, and in Galeries Lafayette stores across five other cities: Dijon, Grenoble, Reims, Limoges, and Angers. BHV, part of the Galeries Lafayette group, is considered one of the capital’s landmark shopping destinations for both locals and tourists.

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: bbc.com

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Romania climbs the European PPA ranking

OMV Petrom is already among the country’s largest energy producers through its 860 MW gas-fired power plant in Brazi. The move into PPAs builds directly on its renewable energy pipeline.

Read full article here: turnovernews.com

Read also: Romgaz Prepares External Audit for Gas Reserves

Photo: bursa.ro

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Long-standing Commitment to Sustainability

Nespresso has already integrated regenerative practices into its supply chain through long-term collaborations with farmers worldwide. For over two decades, the company has supported the protection of ecosystems in coffee-growing regions and strengthened the resilience of local communities. Purchasing coffee certified under this new standard marks a significant milestone in Nespresso’s partnership with Rainforest Alliance, which began with the launch of the AAA Sustainable Quality program. In 2022, Nespresso supported the development of the Rainforest Alliance Regenerative Coffee Scorecard, a framework for small farms transitioning to regenerative practices, which served as the foundation for this standard.

Read full article here: turnovernews.com

Read also: Nestlé Romania supported vocational testing for over 15,000 teenagers across six counties

Sursa foto: CommonShare

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Significant Investment and Modern Infrastructure

Read full article here: turnovernews.com

Read also: Dedeman Enters the Moldovan Market

Photo: hornbach.ro

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The campaign runs both online and offline and aims to highlight the risks associated with decisions made under the influence of alcohol. Between September 22 and October 6, 2025, visitors to ParkLake Shopping Center will be able to explore a manifesto exhibition that visually illustrates the real consequences of traffic accidents. The project addresses all road users: drivers, pedestrians, cyclists, motorcyclists, and e-scooter riders.

Messages about responsibility

In addition to the physical component, the campaign also includes a series of digital discussions. The public can follow a podcast moderated by Horia Sârghi (Zaiafet), featuring guests such as psychotherapist and writer Petronela Rotar, Prof. Dr. Radu Țincu, and race car driver Dominic Marcu, ambassador of Bergenbier Non-Alcoholic. The discussions focus on excessive consumption, addiction, and healthy alternatives.

“Promoting responsible behavior in all aspects of life is part of our commitment to sustainability. Every year, we focus our efforts on developing projects that emphasize road safety and individual responsibility.

Read also: Global Vision launches AHEAD: The AI Platform that Revolutionizes Business Decisions

The campaign Designed by Accident. Life has no undo button naturally continues these efforts, representing yet another step through which we encourage conscious choices and care for those around us. With its powerful message, the project draws attention to the real consequences of impulsive decisions and underlines the importance of responsibility in everyday life. For us, every responsible choice matters. We want to inspire people to make safe decisions consistently, thereby contributing to a more mindful, empathetic, and safer society for everyone,” stated Ștefania Bătrînca, Communications & Corporate Affairs Manager at Bergenbier S.A.

Addiction, a complex issue

Over the years, Bergenbier S.A. has strengthened its commitment to social responsibility and promoted moderation in alcohol consumption by developing a portfolio of eight non-alcoholic varieties.

The campaign “Designed by Accident. Life has no undo button” can also be followed online, on Bergenbier S.A.’s official social media pages and on the Zaiafet YouTube channel.

During the podcast, psychotherapist Petronela Rotar highlighted the severity of addiction: “When consumption no longer brings pleasure or euphoria, but only soothes withdrawal and the symptoms that arise from the absence of consumption, we are already talking about torment, not just addiction. There is a great deal of physical and psychological suffering. A whole support network is needed—from therapy, to family meetings, to support groups—so that the addicted person does not feel alone.”

In turn, Prof. Dr. Radu Țincu explained: “Addiction is a condition that goes beyond the medical sphere because the impact it has is social, economic, emotional, and spiritual. The addicted patient is affected in all areas of his life. And I believe this complexity of the phenomenon must be managed very carefully within multidisciplinary teams, because we cannot solve the problem medically alone.”

Photo: Bergenbier S.A. 

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Alina Donici is the founder and driving force behind Artesana, the first Romanian brand to bring to market minimally processed, authentic dairy products packaged in glass. With a vision to offer clean and nutritious products, she built—together with her team—a brand based on quality, transparency, and respect for tradition. Through courage and perseverance, she transformed a modest beginning into a nationally and internationally recognized name, becoming a role model in entrepreneurship and a promoter of food education and sustainable production. Through Artesana, she continues to inspire a new generation of consumers to make conscious choices, proving that a business built on solid values can have a real impact on society.

C&B: How would you describe yourself in one sentence, in a way that makes people who don’t know you yet curious?
Alina Donici: I am a woman who once dreamed of becoming a diplomat, but who—through what seemed like a simple coincidence, tasting a piece of aged goat cheese in Spain—ended up becoming the “soul” of an artisanal dairy brand, built with persistence, passion, and without compromise.

C&B: If we were to look at the storyline of your career or business, what were the key moments that defined you?
Alina Donici: My story isn’t linear; it’s full of ups and downs. The first key moment was when Daniel came home with the idea of making that Spanish cheese he had fallen in love with. And me, a graduate in International Relations with dreams of becoming a diplomat, said: “That’s impossible.” But little by little, he convinced me, and I said: “Let’s give it a try.”
The second key moment was building our first factory, with all the sacrifices that entailed (our parents mortgaged their homes), while we threw ourselves completely into the unknown. Then came insolvency—the hardest life lesson—when we felt like we were losing everything. Even when we were receiving foreclosure letters, we kept going.
After that came a rebirth: getting listed in retail, winning our first international awards, and building our second factory, where we applied everything we had learned from early mistakes. All of these moments shaped me and made me believe that nothing is impossible when you have a real purpose.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Alina Donici: Without a doubt, it was insolvency. When the bank began foreclosing on our factory and our parents’ homes, when we didn’t have money for salaries and wondered how we’d make it through the next day… it was a shock and a pain hard to put into words. I remember lying in bed at night, repeating to myself: “It was a hard day, but tomorrow has to be better.” The only way to get through it was not to give up. We kept going to fairs, looking customers in the eye, believing in our product. In the end, retail—and all those who chose us on the shelf—gave us another chance. It proved that when you don’t quit and remain authentic, salvation will come.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?
Alina Donici: Yes! To make clean, natural dairy products that I can give my children with peace of mind. In fact, the whole philosophy of Artesana is summed up in the principle: “I offer you what I would give to my own family.” It was never just about business—it was about a personal mission: to show Romanians that it can be done differently, without tricks, without additives, without deceiving people.

C&B: How did you look at the beginning of your journey, and how do you feel you have transformed since then?
Alina Donici: At the beginning, we were two naïve young people with a small child and no experience, but with boundless enthusiasm. We traveled across the country with our trailer and fridge display case, explaining to people what unhomogenized milk meant or why using glass mattered. Today, I feel I have transformed into a leader who knows how to make tough decisions, support her team, and not let difficulties take away her courage. I no longer have the naivety I once had, but I still hold the same belief—that authenticity wins in the long run.

C&B: If we met your team or collaborators, what do you think they would say about you?
Alina Donici: They’d probably say I’m demanding but fair. That I put my heart into everything and sometimes care too much, but that I don’t leave anyone behind. They know I consider them family and that I don’t make decisions that would compromise their work or values. In our factory, there’s no “boss” and “employee”—just people working together for a dream.
And I’ve noticed something beautiful: the way we work also inspires our external partners. More than once, I’ve seen suppliers or local companies—from those who put stickers on our windows to those we negotiate contracts with—start raising their own standards, respecting the same high bar we set for ourselves. It’s as if our attention and responsibility become contagious.

C&B: What is the most important decision you’ve made that changed your trajectory?
Alina Donici: The most important decision was saying “yes” to Daniel’s dream, even though it seemed completely crazy to me. I was dreaming of a diplomatic career, not a cheese factory in Tecuci. But that “yes” completely changed my life and took us from a small idea to a brand that is now in thousands of stores and winning international awards. That’s my professional journey.
But life and family are inevitably intertwined with being an entrepreneur. Looking back, I wouldn’t change a thing, because the decisions I made brought me exactly here: next to Daniel and our three children, of whom I am very proud.

C&B: How did you build your leadership style or your way of making decisions? Was it a natural process or one you had to learn?
Alina Donici: It was something I had to learn along the way. No leadership school shaped me, but the critical moments did: when I had to choose between closing the factory or moving forward, when I had to tell my team the truth even if it was painful, when I had to negotiate with banks or retailers. I learned that a leader doesn’t always have to have all the answers, but must be honest and inspire trust.

C&B: What makes Artesana’s products different from other dairy products on the Romanian market?
Alina Donici: Simple: we don’t compromise. Our milk is whole, unhomogenized, gently pasteurized, and packaged only in glass. We don’t add anything and we don’t take anything out. Milk batches are never mixed; each one has its own personality, so to speak. It’s a living, authentic product, completely unlike industrial dairy. And you can taste the difference from the very first spoonful.

C&B: What does a typical day look like for you now, and what moments bring you the greatest satisfaction?
Alina Donici: A typical day doesn’t exist. Sometimes I’m in Bucharest, in meetings or at events, other times in Tecuci, at the factory, talking with the team or checking processes. But the greatest satisfaction comes from two things: mornings with my children, and the moments when I get messages from clients saying, “My daughter can only eat your products.” That gives you energy for a whole week.

C&B: What values or principles guide you in what you do, and how do you apply them day by day?
Alina Donici: Authenticity, respect, and responsibility. We don’t compromise for quick profit. We don’t write anything on the label that isn’t in the jar. We don’t negotiate with the truth. Even if sometimes you lose money in the short term, you win trust in the long run. We didn’t start our story for profit—because that might have meant making compromises. We’ve kept and will always keep our integrity. And that’s the most valuable currency in business.

C&B: How did the Artesana story begin, and what motivated you to start this artisanal dairy brand?
Alina Donici: It all started in Catalonia, with that artisanal goat cheese Daniel tasted, which sparked the idea. He came home with it, and although I was skeptical, we set off on this journey. We returned to Tecuci. We built our first factory, nearly went bankrupt, but rose again. What always motivated us was the thought that we were doing this for our children and for all children whose families want to put clean food on the table.

C&B: If you were to send a message to people who follow your example, what would it be?
Alina Donici: Don’t let fear or compromises ruin your dream. Life will knock you down, but if your dream has meaning and isn’t just about money, you’ll find the strength to rise again. And never forget: the most important capital isn’t financial—it’s the trust you build with the people around you.

The story of Alina Donici and Artesana proves that perseverance, authenticity, and respect for tradition can transform an impossible dream into a national and international success.

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C&B: How did you start working in fashion?
Elena Nancu: There was a decisive moment: the decision to apply for admission to the fashion academy. It had always been my childhood dream to become a fashion designer, but out of fear of failure, I chose to study art history after high school. Art is my second passion, but one day during my studies, I realized that I would soon become an art historian if I didn’t find the courage to apply to the fashion academy. I applied—and was accepted.

C&B: What challenges have you faced in your career?
Elena Nancu: The pandemic period was extremely difficult. Everything was closed, there were no events, and no one seemed interested in fashion. Most people were wearing sweatpants while working from home. During that time, I sewed many face masks (working alone in the studio to avoid putting others at risk), planted a garden, and kept telling myself: it’s hard now, but this will pass. Perseverance can be crucial in such moments.

C&B: What motivates you in your work?
Elena Nancu: My dream has always been—and still is—for women to dress better, without blindly following every trend. The pursuit of the ideal is what makes my work so interesting, knowing that it’s something you never truly finish.

C&B: How have you evolved since the beginning of your career?
Elena Nancu: At the start of my career, I was less confident professionally and not as relaxed as I am today. Learning to say “no” is essential for anyone who is self-employed. Otherwise, you work too much and, one day, you risk burnout… and then nothing works anymore.

C&B: How does your team perceive you?
Elena Nancu: People would say that I’m a very fair and understanding employer, but also demanding—and that I have a good sense of humor.

C&B: How do you balance your career and personal life?
Elena Nancu: The most important decision was not to make a decision: family OR career. “Career first, then kids”… Time passes quickly, and one day, it’s too late for children. For women who want kids, I advise not to wait too long. It’s not easy to combine a profession with family life, but it is possible.

C&B: How do you make decisions in your company?
Elena Nancu: All design-related decisions are always made by me. When it comes to business matters, I listen to the experts.

C&B: What are your thoughts on growth and success in the industry?
Elena Nancu: In the fashion industry, as in all sectors, growth is very important. Companies are expected to grow. But in a post-industrial society, I personally believe that growth isn’t everything—especially not if it comes at the expense of the environment. I want to offer the best quality, which means higher costs. This also means my personal margin is smaller, but my standard is quality over quantity.

C&B: What does a typical day look like for you?
Elena Nancu: During the week, I wake up at 6:40 a.m. I have breakfast with my family, then listen to the news on the radio (most of which is bad), and then head to the studio. I like to be the first to arrive. I answer emails, and then the work begins: fittings, design, creating new patterns, planning, etc. My greatest satisfaction is when a client is delighted with her outfit. My motto is “Tailored to the perfect fit,” and that’s the standard I hold myself to.

C&B: What are your brand’s core values?
Elena Nancu: At ELENA NANCU, our values are set very high. We offer transparency across the entire production chain: from material sourcing to the final product. We manufacture in Germany, our materials come from the European Union and the UK, we use only biodegradable fabrics, and we offer a lifetime guarantee for all our products.

C&B: What advice would you give to someone just starting out?
Elena Nancu: Patience, hard work, and perseverance. Learn from failure. Believe in yourself and in the idea that dreams can become reality. And if they don’t, the most important thing is this: you tried.

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