When the Family Isn’t Ready — But the Business Is
How Next-Generation Clarity Sessions Turned Into Growth Hacking at Carmangeria Moldovan
Not every project begins the way you expect it to.
And not every one ends the way you plan.
When I first met Cosmin Moldovan, founder of Carmangeria Moldovan, I had just finished a presentation in Bucharest at the Romanian Business Leaders Annual Summit.
He came up to me afterward, calm but curious, and said something like:
“I think you might be able to help me talk to my family.”
That’s how it started — not with a consulting brief, but with a father trying to strengthen dialogue with his son and daughter.
A Family Built on Strength
The Moldovan story is remarkable.
It began with nothing — just a father, a son, and a dream — and became a €20 million empire in the food industry.
But like many family businesses, its real backbone was the woman in the middle: Angela, the founder’s wife.
She kept the family — and the business — together through growth, loss, and generational transition.
After her husband’s passing, her son Cosmin took over.
Today, Carmangeria Moldovan is one of the strongest Transylvanian success stories — built on resilience, discipline, and pride.
The Project That Didn’t Work — and Why That Matters
Cosmin reached out because he wanted to prepare the next generation.
The plan was to start Next-Generation Clarity Sessions — structured dialogues to align family, ownership, and future leadership.
But as I always remind people:
I don’t work for one family member.
I work with the entire family.
And that only works if everyone wants to be at the table.
This time, that trust didn’t fully take root.
His son wasn’t interested. His daughter liked me but didn’t want to enter into conflict with her mother or brother.
So, the project — as a family advising project — ended before it could begin.
In Romania, there is still little tradition of open conversation about family, wealth, and business.
These topics are often left to lawyers, priests, or silence.
It takes time — and readiness — to build that trust.
When One Door Closes, Another Opens
But endings can be beginnings in disguise.
During those early discussions, I met Adela, the new CEO of the company.
She’s brilliant — sharp, educated, and grounded — and from our first meeting, it was clear we spoke the same language.
That connection turned into something unexpected:
a Growth Hacking project with the entire management team — about twenty people.
Step Two: Growth Hacking with a Legacy
We started mapping the company’s Lead-to-Cash process, working across departments, bridging sales, production, and logistics.
But what truly mattered wasn’t just the technical work — it was the bridge-building.
Adela had brought in new people from multinational backgrounds — structured, analytical, professional.
They joined a team of long-time employees who had been with the company for over a decade — loyal, practical, and emotionally tied to the Moldovan name.
Two different cultures, one business.
And for two months, we worked to merge them — building shared language, trust, and a rhythm that allowed both groups to pull in the same direction.
What I Learned (Again)
This project reminded me of something I already knew but tend to forget:
Family business advising isn’t about me.
It’s not about what I know or how much experience I bring.
It’s about readiness.
If a family isn’t ready, I can’t serve them — no matter how strong the intention.
But even when one door closes, something good comes from the process.
I met people I deeply admire:
Adela, the CEO who bridges tradition and modernity with intelligence and grace.
Cosmin, the founder who fights for his family, his legacy, and his values.
Angela, the strength behind them all — the quiet monument of what real leadership looks like in a family business.
Growth, Legacy, and Love for the Craft
Today, Carmangeria Moldovan continues to grow — professionally managed, strategically led, and still proudly family-owned.
I’m grateful that I got to play a small part in that journey — not through family facilitation this time, but through structure, teamwork, and clarity.
Because sometimes, you’re not meant to mediate the dialogue.
You’re meant to build the bridge that keeps the conversation possible in the future.
And when that happens, it’s still a win.
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