The first phase of my professional life begins with a clear technical path and a strong belief that I already knew what my future would look like. I studied Geodesy at the Technical University of Civil Engineering in Bucharest, followed by a Master’s degree in Geomatics within the same faculty. At that time, my plan was simple and firm: I would spend my entire career working in geodetic measurements.
And for a while, that’s exactly what I did. I worked for about three years strictly in this field, applying what I had learned and building a solid technical foundation. However, real life had other plans. Gradually, my professional activity shifted closer to construction sites, where measurements met execution, coordination, and decision-making. Without realizing it at first, I was moving away from a purely technical role toward a much broader perspective on how projects actually come to life.
Over the next ten years, I grew professionally within the construction industry, advancing step by step from site engineer to operations manager. Each role taught me something different: how to manage people, how to balance deadlines and budgets, how to solve problems under pressure, and how to see projects not just as drawings or numbers, but as complex systems driven by teams and strategy.
Last year marked a major turning point in my career. I made a bold transition into a new industry, taking on the role of General Manager in the electrical equipment manufacturing sector. This change came with significant challenges: relocating to a new city, leading a new team, and building trust with a completely new network of clients and suppliers. It was a risk, but also a milestone.
Today, I lead Satech, a company specialized in the production of custom-made electrical panels. While this is our core business at present, it is only the first stage of a much broader vision. Satech’s competitive advantage lies in its flexibility, strong technical expertise, and close collaboration with clients to deliver tailored solutions. These qualities allow us to adapt quickly and compete effectively in a demanding market.
Looking ahead, we are actively tracking and preparing for future trends such as energy storage systems, smart buildings, and digital twin technologies in construction. By aligning innovation with practical industry needs, Satech aims to position itself as a forward-looking and resilient player in the electrical and construction ecosystem.
- What are the main trends in the industry you operate in, both locally, and on a European and global level?
The electrical equipment industry is experiencing strong growth in renewables and energy storage. Globally, battery energy storage systems (BESS) demand grew over 50% in 2025, driven by falling battery costs and the expansion of solar and wind power. In Europe, BESS installations continue to rise, especially in utility-scale and commercial projects, supported by policy incentives and the push for grid flexibility. In Romania, solar capacity and storage systems are expanding rapidly, reflecting national energy strategies and growing demand for decentralized, flexible solutions.
At the same time, the need for smart buildings and digital twin technologies is becoming mainstream, particularly in commercial, office, and industrial buildings, as these solutions help reduce operational and maintenance costs.
These trends explain why Satech is closely monitoring the BESS segment and innovative building solutions, aligning with market evolution, supporting renewable integration, and offering smart, efficient energy systems.
- What are the main opportunities you see in the future for the industry you are in?
– Please include both the opportunities you foresee and the answer to the question, “Why?” with a brief argument.
One of the greatest opportunities in the electrical equipment industry is the growing need for renewable energy supply during nighttime. By using battery energy storage systems (BESS) co-located at each photovoltaic park, this demand can be effectively covered. Given the global increase in electricity consumption, investments in this sector are likely to grow significantly, and the operational profitability of a storage station could reach up to 60% this year.
At the same time, all energy projects require distribution electrical panels, which, even if they do not include many smart components, are essential in the market. Therefore, the production of electrical panels remains our core activity, while additional opportunities, such as energy storage and smart solutions, can be developed as complementary verticals.
- What were, and perhaps still are, the main challenges faced by your industry during the pandemic?
The pandemic did not negatively affect us directly. On the contrary, it coincided with infrastructure investments in Romania, which created additional opportunities for our business. Of course, from a social and team perspective, the context was challenging, but in terms of numbers and performance, there was no significant period of difficulty.
- How has the pandemic changed the way companies work (your company or other examples you know of)?
The pandemic helped us, as we learned to work in a more organized way. Some colleagues worked remotely, and since in-person office interactions were reduced, we had to implement and successfully use an ERP system. Now, all information from leads to the delivery of electrical panels is centralized and tracked at every stage of a project. This has made our workflows more efficient and transparent.
- Has the war in Ukraine affected your industry? How?
So far, the war has not had a direct impact on our industry. There may be effects at a macro level, particularly related to electricity prices, but operationally we have not been significantly affected.
We hope that the end of the conflict will have a positive impact, both socially and from a business perspective. The reconstruction of the affected areas will require significant investments in electrical infrastructure and energy networks, which could create important opportunities in the future.
In such unpredictable situations, the appropriate attitude for a manager is to remain calm, adaptable, and focused on long-term strategy, while closely monitoring external developments. Preparing a company means maintaining operational flexibility, sound financial planning, and the ability to respond quickly as conditions evolve, without making reactive or short-term decisions.
- Pandemic, war, and economic crisis all at the same time.
In such contexts, decisions must first of all be very well informed. This means not relying only on media narratives, but also collecting direct feedback from current clients by speaking with them about their future strategies and concrete plans. It is essential to understand what they are going through and, where possible, to stand by them as partners.
One of the first decisions I would make is to gather direct input from clients in order to realistically estimate future figures for Satech. At the moment, based on this direct market feedback, the company’s growth curve remains positive.
At company level, the impact of these challenges can be reduced by staying close to clients, maintaining open communication, and building decisions on real data rather than assumptions or uncertainty.
- What are the main challenges and opportunities brought by the accelerated digitalization process, highlighted by recent developments (pandemic)?
The accelerated digitalization process brings many opportunities, but also important challenges.
- One key opportunity is the optimization and increased accessibility of complex ERP systems for small and medium-sized companies. Once implemented, these systems can generate significant value across any organization.
- At the same time, AI technologies greatly support procurement, logistics, and quotation processes, at least in our experience at Satech. By using AI tools, the volume of offers sent has doubled while keeping the same number of people in the estimation team.
- Another major opportunity is the increased speed at which our partners operate. Most suppliers are adopting new 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
