- technologies, which allows us to collaborate more efficiently and streamline joint workflows.
The main challenge remains keeping pace with the speed of change and ensuring that teams adapt effectively to new digital tools and processes.
- What are the key points that help you develop a stable organizational culture and a friendly work atmosphere?
For me, a stable organizational culture always starts with one essential foundation: the team’s trust in itself. Trust doesn’t appear overnight, but my role as a leader is to accelerate this process. I actively encourage team members to get to know each other faster and better, creating the context where collaboration feels natural. Once that connection is in place, trust is strengthened through concrete actions, not promises.
At the same time, it is just as important to keep the team proactive. Initiative should never be punished or ignored. On the contrary, it must be constantly encouraged. This also means having the courage to remove colleagues or external factors that generate unnecessary tension, because even small conflicts can slowly erode a healthy work atmosphere.
Also communication sits at the core of everything. Not just communication itself, but how often it happens, the tone used, and the quality of the information shared. Every team member is encouraged to take responsibility for speaking up whenever something can be improved. Continuous improvement becomes a shared habit, not a top-down directive.
Transparency and honesty at management level are equally critical. All objectives are clearly communicated from the start, and feedback is delivered with the same clarity at the end of each quarter. Company results are shared monthly with the entire team, and conclusions are drawn together, reinforcing the idea that success and responsibility are collective.
Finally, motivation systems matter. Rewards and bonuses are directly linked to performance, not perception. Objectives for each role are kept simple and focused: a maximum of three targets: one financial and two non-financial. This clarity helps everyone understand what truly matters and how their work contributes to the bigger picture.
So far, this combination of trust, communication, transparency, and fair performance-based rewards has delivered strong results. It has shaped a friendly, accountable, and resilient organizational culture, one we fully intend to maintain and strengthen going forward.
- What were, and perhaps still are, the main challenges faced by your industry during the pandemic?
During and after the pandemic, many of the initial challenges became a standard way of working and are now considered normal. Remote work, when needed, is no longer an issue, and all company data is now much better structured and organized.
As a result, what once felt like a challenge has turned into a long-term improvement in how we operate.
- How do you perceive technological development in your industry and in your performance as a specialist?
Technological development impacts all business processes as well as the final products delivered to clients. From a business process perspective, AI has become one of the most important tools, especially in quotation processes, interpreting simple electrical diagrams, and selecting the appropriate equipment. Even though every output is still verified, working this way has become significantly easier and more efficient.
In terms of production, there are two key components. The first is electrical equipment itself. New or improved products are introduced almost every month, which requires continuous attention to R&D and the ability to offer clients optimizations based on the latest technologies. The second component is programmable software for electrical equipment, where frequent updates also require constant adaptation and technical expertise.
Overall, technological development plays a critical role both in maintaining and improving individual performance as a specialist.
- If you consider any other information relevant to your company or the industry you operate in, please provide details.
It is important to highlight that global electricity demand is growing by approximately 5% per year, according to the International Energy Agency (IEA). This growth means that, beyond modernization and replacement of existing infrastructure, we are also looking at significant new developments.
This trend impacts all sectors involved in the construction of new power generation capacities and the distribution of electrical energy.
As a result, there is a clear medium-term opportunity (over the next five years) for companies operating in areas such as electrical panels manufacturing, smart control systems, and BESS solutions.
In this context, we see a strong growth opportunity ahead for Satech, driven by increased demand, technological advancement, and ongoing investments in energy infrastructure.
- What are the industry’s and your company’s concerns regarding sustainability (e.g., environmental, social, or governance aspects)?
We support sustainability primarily through the implementation of renewable energy solutions. But one of the main concerns is the increasing load on electricity transmission networks during peak periods. This creates pressure on existing infrastructure and can limit the effective use of renewable energy.
As a result, significant investments are required in energy storage solutions, so that generated energy can be stored and used at any time throughout the day. Addressing this challenge is essential both for environmental sustainability and for the long-term stability of the energy system.
- What questions do you think are missing from this interview to make it more interesting for readers?
Outside office work, I am passionate about blockchain technology and what it represents: truth and transparency. From my point of view, blockchain is one of the few technologies capable of taking society to a completely new level. It has the potential to make any transaction-based process transparent, whether those transactions involve money or decision-making, including political decisions.
Similar to innovations in the energy sector, I believe blockchain will evolve hand in hand with AI and with technologies for electricity generation and storage. I see a future in which an entire country’s administrative system could be managed on blockchain, with transparent decisions, public funds, and transactions accessible to every citizen. Voting on laws and major decisions could also be carried out using blockchain, eliminating any doubt regarding the will of the people.
For now, this vision may seem utopian, but I actively follow market developments whenever I have the opportunity, curious to see what new innovations are emerging in this space.
- Which business magazine or economic news website do you frequently consult? Why?
What do you think is missing from the current economic media landscape?
I consult The Economist for its in-depth global economic analysis and strategic insights, and Business Forum and Capital for up-to-date Romanian business news. I also spend a lot of time on LinkedIn, where I’ve built a well-informed professional network that shares relevant, practical insights.
What I find missing in much of today’s economic media is data-driven guidance tailored for business leaders at all levels. There is a strong focus on top management, while more content addressing the real challenges of middle management (where strategy meets execution) would be equally valuable.
- Advice!
What business lesson would you pass on?
Don’t look up too often, look at where you are walking instead. It’s great to have a direction and a clear goal, but once it’s set, focus on the path itself. Equally important, enjoy the journey, because it never truly ends, the goal will always evolve along the way.
Every stage of your career brings big challenges. If you try to take in the whole problem at once, it can feel overwhelming. The key is to break any challenge into small wins, and the most important part is to actually take action on them.
Pick up the phone and see what happens. Take on the difficult project, then divide it into achievable steps. Take the risky step that brings you closer to what you want, if it doesn’t work out, you can always adjust. Progress comes from action, persistence, joy and learning from each small step.
- Recommend 3-5 books that a professional should read! Why?
I have to admit that I’m not an avid reader, but I never miss a chance to listen to a good podcast or watch a well-researched documentary. Still, I would recommend the following books:
How to Win Friends and Influence People – Dale Carnegie
This book helped me a lot back in university, and I read it at least once a year. I tend to forget information quickly, and it takes time to build good habits, but Carnegie’s principles are timeless for improving communication and relationships.
Blue Ocean Strategy – W. Chan Kim & Renée Mauborgne
From this book I learned how important it is to rely on your own strengths during pioneering periods. It reinforced the idea that “no one is a prophet in their own country” and taught me strategies for creating market space.
Antifragile – Nassim Nicholas Taleb
I read this around the same time as “Blue Ocean Strategy” during a period of professional exploration. It taught me that instead of seeking stability or avoiding risks, I should learn to build organizations, strategies, and systems that benefit from uncertainty and change.
ABOUT
- Cîrstocea Cristian , Student ROCA Executive MBA, General Manager
