Give your image a fresh vibe, right before Easter

Hair color has increasingly become a statement of personality. We’re moving beyond aesthetics and into the way we choose to express ourselves. It’s also about courage, self-assumption, and coherence between who we are and how we want to be perceived. In a professional context, this choice becomes an integral part of personal branding: your image says something before you even have the chance to introduce yourself in words.
In a professional career, success also has a visual component. Personal branding studies show that first impressions are processed in less than 7 seconds, so color and personal image play a specific role in how you are perceived as a professional. You simply can’t overlook the details your look communicates.
A fresh, well-defined look becomes a form of visual leadership—it shows that you consciously manage your own identity.

Reinvent yourself in Loncolor style before Easter

LONCOLOR Ultra is a hair coloring range that combines performance with care for your hair. The new season brings two shades inspired by current trends, tones rooted in contemporary aesthetics and the latest fashion color directions, designed to highlight natural beauty and add that subtle glow of confidence: lavender blonde and rose copper blonde.
Spring and the Easter holiday are ideal moments for an image reset. A balanced, elegant shade change can bring that “refresh” you feel not only in the mirror, but also in your attitude.
For active women who juggle daily responsibilities and goals, LONCOLOR Ultra offers the perfect balance between performance and care. The range introduces two new trend-inspired shades, with formulas enriched with almond oil and wheat proteins that protect the hair and restore its shine.

What do the two new shades represent?

Lavender blonde – a delicate, sophisticated shade that conveys calm, clarity, and self-control. It’s the choice of a woman who inspires trust through discretion and balance. Lavender suggests serenity, empathy, and an elegant presence, perfect for the modern business environment.
Rose copper blonde – a warm expression of passion and creative energy. Copper tones and pink reflections add a sense of dynamism, optimism, and courage, suited for leaders who break new ground and embrace transformation as part of growth.

Color as a symbol of transformation

Sometimes, women believe that changing their hair color also brings a shift in their personal journey. It may sound like a superstition, but often a small external transformation can mark a significant internal reorganization.
If you are in a period of professional redefinition—whether you work in a corporation, a growing company, or run your own business—a new color can become an exercise in self-affirmation and motivation. It’s that gesture that says: “I’m here, and I’m ready for the next step.”

Spring, color and courage

At a time when the new economic context may feel discouraging, you can include a new color choice among the steps you take toward your own success. For many years, LONCOLOR has supported the creativity of women in Romania and their desire to experiment with fresh, dynamic looks.

Choosing the right hair shade is not just an aesthetic decision, but a conscious step toward how you present yourself to the world. Whether you go for a sophisticated lavender blonde or an energetic rose copper blonde, each shade tells a story about you. And in your career, sometimes these details make all the difference.

The post The hair shade that brings you career success appeared first on careers-business.com.

Adina China-Birta is a psychologist and the founder of Anfold, a space dedicated to emotional health, personal development, and conscious leadership. After a solid career of over 20 years in finance and business, where she held top management positions and led complex teams, Adina chose a deeply intentional professional reconversion: a shift from financial performance to human performance. The experience she gained in the corporate environment — the pressure of decision-making, the responsibility of leadership, and the impact of chronic stress — became the foundation of her approach as a psychologist. At Anfold, Adina works with entrepreneurs, leaders, and professionals in high-demand environments, supporting them in processes of self-awareness, emotional regulation, and rebuilding balance between personal and professional life.

Her vision combines the strategic rigor of the business environment with the empathy and depth of psychology, promoting a model of healthy, authentic, and sustainable leadership. Through Anfold, Adina China-Birta builds bridges between results and meaning, between external success and inner clarity.

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

Adina China-Birta: Looking back, the narrative thread of my career is not about roles or titles, but about the moments when I needed to realign with myself. A first defining moment was entering the financial sector, an extremely competitive industry that taught me discipline, decision-making rigor, and the responsibility of leadership. It was a period of intense building, centered around performance and results, around which I built my professional identity. Another key moment was taking on top management positions: from the outside, it was the “peak” of my career; from the inside, it was my first serious confrontation with the limits of this model of success. The constant pressure, fast pace, and need to always be available began to raise uncomfortable questions about the personal costs of performance. The turning point was the decision to study psychology. It was not a break from the past, but a natural continuation: the desire to understand people beyond KPIs, to work with motivation, emotions, and meaning. This transition completely redefined how I relate to work, success, and impact. Founding Anfold is perhaps the synthesis of all these stages. It is the place where my business experience meets psychology, and where my work becomes one of integration: performance without self-exhaustion and a career that is not built at the expense of health.

C&B: What was the biggest challenge in turning the Anfold concept into a functional and impactful center?

Adina China-Birta: A major challenge was building Anfold by taking what is valuable from the corporate environment, such as clear processes, while maintaining enough flexibility to respect the human, emotional rhythm of the people who enter this space. Another major challenge was aligning the team around a shared vision, in a field where each professional comes with their own style, values, and clinical practice. Anfold is not just a place where psychological services are offered, but a framework that requires coherence, ethics, and a culture of real collaboration — and building this culture required time, dialogue, and a great deal of clarity. Perhaps the most difficult challenge was assuming visibility, having a public voice in a field that was new to me, psychology, given that people associated me with the financial industry.

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

Adina China-Birta: I don’t think I’ve had a single dream or vision that guided me throughout my entire professional journey; rather, my visions evolved with age and with the professional and personal stage I was in. I think it’s beautiful to have such a constant vision, but I didn’t.

C&B: What did you look like at the beginning of your journey, and how do you feel you’ve transformed up to now?

Adina China-Birta: If at its launch in 2025 Anfold was like a newborn that needed to be “fed” by its parents, now the child is one year old, has started to walk, and has become curious and interactive. I am extremely eager and curious about its future evolution.

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

Adina China-Birta: I think they would say I am demanding, but people-oriented. That I care about the quality of the work, but also about ethics and meaning. I believe they would also say that I offer space, not control. They would probably add that I am consistent: the values I talk about — respect, healthy boundaries, authenticity, humor — are also reflected in how I build professional relationships.

C&B: In what way has your professional experience influenced the most important decision in developing this project?

Adina China-Birta: I think that, for the Anfold project, the most important decision was choosing who to start this journey with. Dana Zeicu, my partner, is a highly experienced psychologist and also has extensive experience in business, through multiple strategic HR consulting projects in the Middle East, Africa, and Asia, as well as through Chief People Officer roles at both national and international levels. I have seen both in my experience as a banker and top manager, and in my personal life, how important the choice of partners is, how risky a poor choice can be, and how many advantages a well-made choice brings.

C&B: How would you define, in a few words, the Anfold philosophy: a “safe zone” where mind, emotions, and body are harmonized?

Adina China-Birta: For me, the Anfold philosophy means a space of real psychological safety, where a person does not have to perform, prove, or defend themselves. Only when our nervous system feels safe can we authentically access emotions, thoughts, and inner resources. The harmonization of mind, emotions, and body means moving out of fragmentation — from living only in analysis, only in reaction, or only in survival — and returning to a form of integration. At Anfold, we work with this integration: cognitive clarity, emotional regulation, and bodily awareness, so that change is not just intellectual, but lived and stable. Integration also refers to our multiple roles: partners, parents, children, employees, managers, artists, friends — so that we can make space for each of these roles in our lives.

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

Adina China-Birta: Of course, there are many things that differentiate us, but also many things we have in common. Among the common elements, I would like to believe we share the lived values of the profession, peer consultations, and intra- and interdisciplinary collaboration. Anfold is not just an office or a service center, but a space built on clear values: safety, ethics, collaboration, and professional responsibility. We are interested in long-term impact, not quick fixes. We also have a strong interest in integrating technology into psychotherapy, such as using virtual reality to treat phobias or to teach clients relaxation techniques. As a personal differentiator, it would be the fact that I come from a professional background in business and top management, and this experience gives me a direct understanding of the real pressures in entrepreneurial and corporate environments — fast pace, financial responsibility, difficult decisions, constant exposure. I don’t speak about these from theory, but from lived experience. That allows me to better understand clients coming from such environments.

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

Adina China-Birta: One of the major changes in my new career is that I no longer have days that look the same. I have days when I see clients in the morning, and others when this happens at noon or in the evening, while the rest of the time is dedicated to growing Anfold. I make space in my schedule, even if not always as often as I would like, for sports, going to the theater, or attending concerts.

C&B: What impact have you most often observed in clients’ lives — whether in individual therapy, couples therapy, or company programs?

Adina China-Birta: The situations clients are in when they seek help are very diverse, which means the impact of what we do is also varied. However, there are a few common outcomes of therapy, such as developing assertiveness, increasing awareness of emotions and bodily sensations, and improving the ability to identify cognitive distortions — all of which translate into better relationships with others and with oneself. At the same time, we must acknowledge that we do not have a magic wand, and that each person evolves at their own pace, faster or slower, and that is perfectly okay.

C&B: How did Anfold come to life, and what motivated you to build a psychology center that integrates both classical therapy and modern technologies?

Adina China-Birta: Anfold emerged from a need I experienced personally and often observed around me: high-performing, responsible people who appear “in control” but are disconnected from their own emotions and internally exhausted. In the business environment, psychological health is most often approached reactively, when a crisis arises. I wanted to create a space that normalizes prevention, self-regulation, and conscious development, not just intervention at moments of blockage. The integration of classical therapy with modern technologies came naturally. I believe in the rigor of scientifically validated methods and in authentic therapeutic relationships, but I equally believe that technology can increase accessibility, continuity, and efficiency of intervention. Anfold was thus born at the intersection of tradition and innovation, out of respect for the classical foundations of psychology and psychotherapy, but also with openness to modern solutions that make emotional health more accessible, more integrated, and better adapted to today’s pace of life.

C&B: How do you integrate traditional psychotherapy approaches with innovative tools so that the process remains personalized and effective for the client?

Adina China-Birta: Integration begins with a very clear principle: the therapeutic relationship, the alliance between client and therapist in achieving the client’s goals, remains the core of the intervention. No matter how innovative a tool is, it does not replace the clinical framework, proper case conceptualization, and the personalized process built together with the client. At Anfold, we work with validated approaches such as CBT, integrative methods, and interventions focused on emotional regulation and bodily awareness, while technology — in our case, virtual reality (VR) — is a complementary tool, not a substitute for classical therapy. We primarily use VR in interventions involving controlled exposure, anxiety management, or working with certain phobias. The advantage is that we can create a safe, predictable, and gradual environment where clients can activate and regulate their emotional responses in a much more structured way than through imagination or direct real-life exposure. Personalization remains essential, meaning that VR is not applied as a standard, but only when case analysis indicates that technology can accelerate or support the process. The pace of exposure, intensity of stimuli, and integration of the experience are calibrated according to each client’s emotional profile and objectives. Essentially, technology helps us be more precise and efficient, but real change happens through integrating the experience — cognitively, emotionally, and physically — within the therapeutic relationship. VR is a catalyst, not the center of the process.

C&B: What plans do you have for Anfold — expanding services, new technologies, collaborations, or educational projects?

Adina China-Birta: Plans for Anfold are built around the idea of sustainable growth, not rapid expansion. I want development to remain aligned with our values and with our real capacity to maintain the quality of our professional work. In the medium term, we aim to expand services in prevention and psychoeducation through programs dedicated to burnout, stress regulation, and conscious leadership, addressing both individuals and organizations, to support early intervention in practice, not just working with established symptoms. Regarding technology, we will continue developing the use of virtual reality (VR) in interventions for anxiety and stress, maintaining a rigorous framework with constant evaluation of effectiveness. Another important pillar is the educational area. We want Anfold to become a space for professional training and dialogue through workshops, thematic groups, and possibly even academic partnerships, because the development of emotional health requires community, not just individual interventions. In the long term, I see Anfold as a center that combines clinical practice, education, and innovation, built around the idea that performance and balance do not exclude each other, but support one another.

Adina China-Birta’s story is one of courage. The courage to redefine success and build a professional path aligned with personal values. Through Anfold, she brings together the rigor of business and the depth of psychology, creating a space where performance no longer comes at the cost of burnout, but becomes sustainable and authentic.

The post Adina China-Birta & Anfold: From Top Management to designing emotional balance in business appeared first on careers-business.com.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

For many organizations, digital transformation still means a list of applications, successive implementations, and the promise that “technology will solve the problem.” For Adrian Savciuc, however, real transformation starts with a far more uncomfortable question: what data do we have, how well do we understand it, and how well does it communicate across systems?

Digital Transformation & Program Manager at Meaningfy, an IT consulting company headquartered in Luxembourg, Adrian has spent more than a decade working at the intersection of business and IT, within a career that totals over 20 years in management, process optimization, and change projects. In recent years, his focus has shifted increasingly toward a data-centric approach and interoperability, elements he sees as foundational for healthy digital ecosystems and for the responsible use of AI.

From operational processes to digital ecosystems

His professional journey did not begin in technology, but in classic management and operations roles in retail, services, and manufacturing. There, he learned what real-world processes look like, what operational pressure means, and the difference between solutions that work on paper and those that work in practice. His move into IT came gradually, through defining business requirements, business analysis, and coordinating the implementation of digital solutions.

A key turning point came with his role at Meaningfy. The conversation there was no longer about “which applications to implement,” but about data models, semantic layers, knowledge graphs, and interoperability—about how an organization defines its core concepts and how these can support coherent decision-making, including in contexts where AI becomes part of the ecosystem.

When clarity becomes more important than technology

Alongside his full-time role, Adrian began to receive more and more invitations to trainings, workshops, and targeted consulting projects. Entrepreneurs and organizations from Romania, the Republic of Moldova, and other European countries shared a common need: not another manager in the org chart, but a partner who could bring clarity. What problem are we solving? What data do we have? What is missing? What is worth automating, and what is not?

This is how the fractional leadership model took shape naturally. Adrian remains deeply involved in Meaningfy’s projects, while dedicating part of his time to part-time collaborations, with clearly defined roles: consultant, trainer, or sparring partner for management teams.

Why the fractional model works in digital transformation

Regardless of industry or level of digital maturity, the patterns he encounters repeat themselves. Unclear processes, data scattered across multiple systems, excessive reliance on Excel, and an application-centric approach in which business and IT speak different languages. When the conversation turns to AI, it becomes obvious that the foundation is not ready.

His role as a fractional leader is precisely to make these blockages visible and to shift the conversation from point solutions to a coherent vision. For Adrian, digital transformation is not an IT project, but a process of organizational maturation, in which data and processes are placed at the center, not treated as side effects.

A concrete example of impact comes from a collaboration with a distribution company within a larger agri-food group. The apparent problem was simple: incorrect invoices that needed constant correction. In reality, the errors triggered chain reactions—unnecessary deliveries, delayed reporting, and decisions made on data no one fully trusted.

The intervention did not involve replacing systems, but a full end-to-end analysis of the flow, from sales to reporting. Through clear rules, dedicated reports, and accountability KPIs, the results were measurable: 2.5 times fewer incorrect invoices, over 700 hours of work saved per month, and a significant reduction in logistics costs. Just as important, the internal mindset shifted—from “who made the mistake?” to “how do we make sure the data is correct from the start?”

The difference between a full-time executive and a fractional leader, Adrian explains, is not about competence, but about perspective. A fractional leader enters the organization with “fresh eyes,” works at the level of direction and structure, and helps the management team clarify priorities, roadmaps, and realistic next steps for the coming years. Impact appears only when the organization assumes its share of the work.

For skeptical CEOs, the value of the fractional model is not proven through promises, but through early, tangible results. A few hours or days per month can be enough to bring order to a critical area, define a coherent plan, and avoid costly investments made without a solid foundation.

Looking ahead, Adrian sees the fractional model becoming a normal option, especially in the areas of digital transformation, data, and AI. Cost pressure, difficulties in recruiting senior talent, and the need for applied expertise will push more organizations toward flexible solutions tailored to their real stage of maturity.

For senior professionals considering this path, his message is clear: clear positioning, a focus on results, and a gradual entry into the model. Transformation—whether digital or career-related—does not happen overnight. But when built on data, clarity, and consistency, it can deliver real and lasting impact.

This material is an original editorial feature, based on an interview previously published in our niche publication, Fractional. The full interview is available here.

The post Adrian Savciuc and the Transformation That Starts with Data: Why the Digital Future Can No Longer Be Built “from Applications” appeared first on careers-business.com.

What the Digital Divide Means for Citizens

Currently, 44% of European Union residents lack basic digital skills, and one in five rural households remains without access to 5G networks. Connectivity has become as essential as electricity or heating, yet millions of people are still deprived of the benefits of the digital world.

Digital exclusion has direct consequences on quality of life. People without digital access are 1.5 times more likely to experience difficulties when interacting with healthcare systems, rely more heavily on emergency services, and face a higher risk of social isolation. In education, limited digital access reduces young people’s chances of developing essential skills, restricting their opportunities for integration and advancement. In civic life, digitally excluded citizens participate less in democratic processes, and their trust in institutions declines.

The Economic and Social Costs of Inaction

Vodafone’s report warns that failure to complete the digital transformation could cost the European Union €1.3 trillion in GDP by 2033. Factors contributing to this gap include urban-rural disparities, generational differences, and the low level of digitalization among small and medium-sized enterprises (SMEs).

Only 20% of European SMEs have reached an advanced level of digitalization. Closing this gap could add €628 billion to the EU’s GDP. At present, EU firms generate only 76% of the value produced by their U.S. counterparts, a reflection of the slower pace of digital transformation.

Beyond the economic impact, the digital divide triggers a “snowball effect”: slower economic growth, weaker education systems, and regional decline—all of which undermine democratic resilience and social stability.

Read also: YAM, Romania’s First Barista Robot at ParkLake Shopping Center

European Examples and Paths Forward

The report also highlights positive examples. In Germany, digitalization boosted companies’ operating profits by €28 billion, while Portugal shows that digitized firms pay 37% higher wages thanks to increased productivity. In the Nordic countries, high levels of digital literacy correlate with stronger trust in public institutions.

In Romania, reaching the EU average on the DESI (Digital Economy and Society Index) by 2027 could add 3% to the national GDP—the equivalent of the country’s entire annual education budget.

To accelerate the digital transition, the report proposes four strategic directions:

1. Integrating digital inclusion into national economic and resilience strategies.
2. Developing digital skills through cooperation between governments, the private sector, and civil society.
3. Expanding the digitalization of public services to ensure universal access.
4. Rolling out next-generation connectivity infrastructure to enable a fair and inclusive pan-European digital ecosystem.

More information is available in the full report published here.

Photo: freepik.com

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Malina Iordache Chirea is a psychologist, organizational consultant, and founder of SAGE Leadership. She has been delivering training for nearly 20 years, since she was spotted and recruited by UNCTAD to deliver the Empretec training program in Romania – a 9-day behavioral change bootcamp for entrepreneurs. Malina has worked with dozens of organizations across 32 countries, always focusing on personal leadership and its impact and dimensions – both organizationally and personally.

C&B: How would you describe yourself in a single sentence to spark curiosity in people who don’t know you yet?
Malina Iordache: I’d tell them I’m a person with many hats: I’m a psychologist, a mother, an entrepreneur, passionate about sports and healthy living. I do my best to be the person I talk about in training sessions – I believe in congruence and decency. I love traveling – who doesn’t?! – and having meaningful conversations with people from all over the world. That’s one of the reasons I love my job so much.

C&B: Looking at your career or business narrative, what were the key moments that defined you?
Malina Iordache: It’s hard to point to just one moment – there were many. I believe the most defining ones were conversations with people I genuinely liked or admired. Some of them became friends, which I’m very grateful for. Others I only heard speak at a conference or in a TED talk online. People have an incredible ability to spark something in others. That’s probably another reason I love this job so much.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Malina Iordache: Again, there have been many moments. But the hardest was probably when I had to close the NGO I was leading, 10 years ago. It was a path I truly enjoyed, but it came with constant challenges, and I realized that in order to grow, I had to go in a different direction. It was a really tough decision – one I still remember vividly.

C&B: Is there a dream or ambition that has always guided you, no matter the obstacles?
Malina Iordache: Yes, I have a vision. I believe everyone who starts something has a personal vision. And I have this huge passion for turning vision into reality. For example, last year I had the idea to conduct a nationwide analysis to understand how Romanians are reacting to the pressure of ongoing changes. We used a psychometric tool from transactional analysis that we use in our company. We already have over 3,000 responses – well above the statistical threshold. We’re launching the results this September at a very special event. I can’t wait!

C&B: What were you like at the beginning of your journey, and how do you feel you’ve changed?
Malina Iordache: I think I’ve changed a lot, and I’m deeply grateful for it. Two paths have shaped me: psychology and entrepreneurship. Psychology teaches you to be introspective, to be aware of yourself and your emotions. Entrepreneurship teaches you to be grounded, realistic, and attentive to your environment and the people around you.

C&B: If we asked your team or collaborators, what do you think they would say about you?
Malina Iordache: I hope they’d say I genuinely care about them and their wellbeing. I hope they’d say I push them out of their comfort zones – but not too much. I’m sure they’d say I’m a restless person full of ideas, that I laugh a lot but am also very serious when it comes to work, client-focused, and always looking for solutions – no matter how complex the situations in our development projects may be.

C&B: What’s the most important decision you’ve made that changed your trajectory?
Malina Iordache: It’s hard to pinpoint one single decision – there were several that brought me here. There were moments when I felt the path I was on no longer represented me, so I changed direction. What matters most to me is enjoying my profession. I graduated from the Faculty of Letters at UVT 20 years ago. I taught English to elementary school children for a few months but felt the system was too restrictive. I pivoted to marketing and worked in the music industry – I’ve always been a music lover. Then I moved into marketing and sales in the IT events sector. I stumbled upon social entrepreneurship and started an NGO focused on emotional education. I went back to school and studied psychology. From there, organizational psychology was a natural step. I explored a lot before finding my space. I discovered it nearly 15 years ago, and I feel at home.

C&B: How did you develop your leadership style and decision-making process? Was it natural or learned?
Malina Iordache: I’d say it was a naturally learned process. Meaning, I made a lot of mistakes. I learned from each of them. Some lessons weren’t clear at first, so I repeated the mistakes. But eventually, with attention and clarity, we learn from all the things we go through. When it comes to decision-making, it’s crucial to learn from our mistakes. Each of us has a unique decision-making process, like a fingerprint. It’s essential to stay realistic and not fear our mistakes. What we postpone eventually comes back to us anyway.

C&B: What do you think sets your business or professional approach apart in the industry?
Malina Iordache: Professionally speaking, we are the only training and consulting company in Romania that uses certified transactional analysis tools for the organizational environment. We are either certified or in the process of certification. There are very few professionals in this field in Romania.
On a human level, everyone might have a different answer. I don’t know what sets me apart from others, because I don’t know every training firm in detail. What I can say about us is that we care. I say it clearly and with conviction: we care about our participants, the organizations we work with, and we genuinely want to create change. We often combine training and consulting to ensure things move forward effectively. We don’t fall in love with solutions – we focus on results.

C&B: What does a typical day look like for you now, and what parts bring you the most satisfaction?
Malina Iordache: A typical day for me is a disciplined one. I believe discipline is a wonderful and often forgotten trait that brings major rewards in our adult lives. I wake up and dedicate the first part of the morning to family. I start work and continue until the afternoon. I always take a phone-free lunch break. If I’m feeling tired, I go for a short 10-minute walk. I work out almost daily in the afternoons. For us, sport is a couple’s activity. In the evenings we cook and spend time as a family. I try not to work after 6 PM – and I usually succeed. Every night, I read a few pages before bed.

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

• Consistency – I aim to be emotionally intelligent, as a sign of respect for the people I work with.
• Perseverance – even when initiatives don’t turn out 100% as planned, it’s important to stay focused on the final goal.
• Authenticity – doing things that truly bring me joy and that I can promote honestly.
• Enthusiasm – for my work and the way I can contribute to the community around me.
• Modesty and curiosity – to never stop learning, no matter how far I’ve come professionally.

C&B: How did you come up with the idea to start this business and choose its name?
Malina Iordache: SAGE means “wise” in Old English and in French. In modern English, it also means “sage,” the plant associated with calm and mental balance.
Our first product was a board game – we called it SAGE, and the name came naturally. In games, the Sage character appears to offer players the resources they need to move to the next level.

C&B: If you could send a message to people who look up to you, what would it be?
Malina Iordache: My message is to be authentic, curious, open, relaxed, to stay humble, and focus on creating quality for those around them. The good things will follow naturally.

Malina Iordache Chirea’s story is not just about professional success, but about the courage to pivot, the consistency in the face of challenges, and genuine care for people. Through SAGE Leadership, she continues to inspire, transform, and create spaces where leaders can grow with integrity and clarity.

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Peejay Vincent, percussionist artist and music producer, is the most authentic artist in Romania in the entertainment field (private events, clubbing, and corporate).

C&B: How would you describe yourself in a single sentence that would spark curiosity in those who don’t know you yet?
Peejay Vincent: I’m a complex and simple person, in the sense that I have a simplicity in the way I see things that even surprises me.

C&B: If we were to look at the narrative thread of your career or business, what were the key moments that defined you?
Peejay Vincent: The key moments were when I worked as a support engineer at Microsoft for major companies, and at the same time, I was a percussionist in a club in Bucharest on weekends. I realized that music and the joy of making people feel good while performing made me feel even better.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?
Peejay Vincent: The most difficult and, at the same time, easiest moment was when I left my job as a support engineer at Microsoft to pursue music. After leaving Microsoft, I went through a year and a half during which my family’s income collapsed. Luckily, my wife supported my decision and took care of us financially and emotionally. After that period—which I saw as a time of testing and which I passed successfully—things started working again.

C&B: Has there been a dream or ambition that has always guided you, regardless of obstacles?
Peejay Vincent: Yes, my dream has always been to be a free man in what I do, and the ambition that has guided and still guides me is that nothing is impossible.

C&B: What were you like at the beginning of your journey, and how do you feel you’ve transformed over time?
Peejay Vincent: Like any beginning in any field—you have to persist, to learn, to observe, and to collect what is good for you, because people are not the same even if they do the same thing in the same field. I was lucky to have connections through friends with good people who helped me rise and become who I am today.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?
Peejay Vincent: That I’m a soulful person and, above all, a hardworking professional.

C&B: What is the most important decision you’ve made that changed your trajectory?
Peejay Vincent: I accepted the challenge to play club music at weddings and christenings—something that changed the way weddings are done today. A combination of traditional music for the older guests and club music for the younger ones, so everyone is happy at the wedding. I’m glad that I’m among the first, or probably even the first, who opened the door for this kind of wedding.

C&B: How did you build your leadership style or the way you make decisions? Was it a natural or learned process?
Peejay Vincent: Building a career, no matter the field, takes time, a lot of work, sacrifices, and determination. For me, it was also a very natural process—I’ve learned a lot.

C&B: What do you think sets your business or your professional approach apart from the rest of the industry?
Peejay Vincent: With me, a promise made to a client is always kept. I’ve never promised anything I couldn’t do or deliver. I care a lot about professionalism and mutual respect. Moreover, the way I deliver my service is completely different. That’s why, after each performance, I’m 100% sure that at least two new clients will follow.

C&B: What does a typical day look like for you now, and what moments bring you the most satisfaction?
Peejay Vincent: A typical day starts with waking up around 9 a.m., 11 or 12 sometimes, depending on what I had going on the day before. I sometimes work from home, mow the lawn if needed, cook when my wife is very busy with work. Usually, I cook at home. Later in the afternoon or evening, I go to the studio to produce music with other artists from the city. I also post on social media from time to time.

C&B: What values or principles guide you in what you do, and how do you apply them day by day?
Peejay Vincent: My values and principles are: you are unique, be professional, always be respectful to those you work with and who respect you, and last but not least, be smart.

C&B: How did the idea of starting this business come to you, and how did you choose its name?
Peejay Vincent: My stage name, Peejay Vincent, simply came from the fact that I worked a lot with DJs (Deejays), and I thought Percussion Jocker would go well, similar to DJ – Disk Jocker. The idea to start this business came from the lack of this kind of percussion show in Romanian clubs. I am the first percussionist artist who started this kind of show in Romania, a few years ago.

C&B: If you were to send a message to the people who follow your example, what would it be?
Peejay Vincent: If you truly want it—if you feel that this is what you want to do in life—you’ll need a lot of work and seriousness. Don’t do it just because you see all kinds of videos on social media; otherwise, the end result will be a burden and a waste of time.

Peejay Vincent’s story reminds us that true calling always finds its way. The courage to follow your passion can transform a life—and a career.

The post From Microsoft to Live Percussion: The Story of Peejay Vincent, Pioneer of Music Shows in Romania appeared first on careers-business.com.

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.