I work with leaders when results stop coming or a crisis hits. I do the work myself and find the few moves that change the situation. We put the map on the table: what’s changing around you, what options you have, what the next move is.
The first 30-minute conversation is free, with no strings attached and in complete discretion. You can come alone or with a colleague.
Or write: [email protected], or call: +40 723 200 815.
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Mihai Stănescu works with leaders in Romania and CEE when something that worked has stopped working, or when a crisis hits. He does the work himself, finds the few moves that change the situation, and gets results moving again.
In a crisis, or if you have limits on your side that make a normal booking hard: write to me on WhatsApp. No obligation, and what you tell me stays between us.
Write on WhatsApp (WhatsApp Business, +40 723 200 815)
“His expertise has been invaluable in guiding organizations through challenging transitions. … Through meticulous, risk-aware decision-making, Mihai consistently delivers sustainable solutions tailored to unique challenges.”
Cristian Fugaciu
CEO Marsh Romania, Co-CEO CEE
“tough professional transitions … stakeholders and shareholder management / alignment … risk appetite and ownership vs risk free approach … it’s time to have a chat with Mihai.”
Adrian Ariciu
Executive Vice President, METRO AG
“… a unique ability to guide leaders through complex transitions with clarity and confidence.”
Augustin Viorel Simion
Vice President Eastern Europe, Diaverum
I write “A Field Guide for Decision Makers” in Business Review · I sit on several business boards as a non-executive director.
My work has one purpose: to protect what adds value in an organization, to keep it working, and to expand it where that is possible. I work with decision owners. I do the work myself and choose the tools for the context, because every tool has its limits. What you risk is small and agreed in advance. What you can gain, or avoid losing, is many times larger.
Adaptive capacity is an organization’s ability to read what is changing, decide quickly and act when the plan no longer fits. Resilience, absorbing a shock and carrying on, is part of it; adaptive capacity also means changing what needs to change. It draws on what people have documented and what they know but have never put into words. I work alongside them until they can do this without me.
For decision owners in companies, family businesses, state-owned companies, public institutions and NGOs. And for the people who advise those who decide, formally or informally: an adviser, a board member, a trusted colleague.
When a major transformation is complete and the performance has not moved.
When improvements arrive, then fade, and the costs creep back.
When the plan is agreed, the changes are approved, and they still do not get implemented.
If one of these sounds familiar, the first step is a free conversation of thirty minutes: Book 30 minutes
What I work on
01
Designing change so results move again.
Change process design for organizations where a transformation, merger or reorganization was approved but never happened, staying involved until the change holds.
Designing the process so a new direction takes hold. For a transformation, merger or reorganization that was approved and has not happened. I stay involved through implementation, until the change holds.
Example: NGO. Funding squeezed, reporting eating the operational work. Read the story
02
Crisis response and management
Crisis response and crisis management for leaders and boards who must decide within hours, when a mistake costs in public, from the first days to recovery.
Response and steady management through recovery. For days when decisions have to be made in hours and the cost of a wrong one is public.
Example: Energy. Profits falling, and the cause looks obvious. Read the story
03
Advice on decisions under uncertainty, with risk assessment and management
Decision-making under uncertainty and risk management for companies entering a new market, making an acquisition or launching a business line without reliable numbers.
Growth in unclear markets and expanding what works. For a new market, an acquisition or a business line when reliable figures are hard to find.
Example: Production. Big foreign clients slipping away, costs rising at home. Read the story
04
Near future scanning
Near-future scanning for leaders who want to see risk signals before they reach the numbers, while there is still time to act.
Looking for signs of risk before problems reach the numbers, while there is still time to act.
Example: State agency. Demand rising fast, people and skills short. Read the story
05
Building organization-wide adaptive capacity
Building adaptive capacity for organizations that want to read change on their own, decide fast and adapt without an outside consultant.
The capabilities an organization needs to act in uncertain conditions. Informal networks help people share what they know and learn from it.
Example: Consultancy. Growth slowed, and everything around it political. Read the story
Each engagement starts with a wide look at the situation: how it runs, how its parts connect, how it adapts, what people want from it, and who it affects. Read about advisory, the five services and how we begin.
What the work brings
Crises under control, clearer maps, more options, and people who can adapt without me. Ten things the first months bring, on the Services page.
Who I am
I am Mihai Stănescu. I work in applied anthro-complexity: decision frameworks and adaptive capacity for leaders in companies, family businesses, state-owned companies, public institutions and NGOs facing problems that have resisted budgets, teams and planning. I have worked with executives, business owners and their teams across Romania and the European Union for over 20 years.
