Nicolae Croitoru: Six attempts, one lesson: success comes when you understand that the problem is not with others

Interview with Nicolae Croitoru, founder of Invest Europeo.  

In 2015, Nicolae Croitoru decided to bring back home everything he had learned in Italy: experience, discipline, and European standards. He didn’t start from scratch—he already had equipment, know-how, and a clear desire to build something lasting in Moldova. 

Today, “Bucătării Croitoru” represents over 5,000 completed projects, two showrooms in Chisinau, and a new factory under construction—one of the largest local investments in the sector. 

In an industry where the difference is made by the details, Nicolae Croitoru has stayed true to a simple idea: quality isn’t bought; it’s built together with people. 
We spoke with Nicolae Croitoru, founder of “Bucătării Croitoru,” about beginnings, courage, the diaspora, his team, and the lessons learned from six attempts before achieving success. 

When did you first feel that you were on the right path with Bucătării Croitoru? What was that moment? 

My love for my country. That was my first motivation. I was living in Italy and wanted to come back home. Then, when I started earning some money - that gave me a second motivation. But, in the end, money comes if you provide people with real value. 

When did you start earning and actually seeing a profit, rather than breaking even? 

Quickly. In 2015, I brought the equipment home—it was already paid for. I didn’t start from zero; I had experience and equipment. In 2016, I moved permanently with my family, but I had already been active in the field in Italy. 

How has the way clients view a kitchen changed today compared to 2015? 

Expectations are higher, the Internet is more developed, and people want Milan-style design at Moldovan prices. We, as a country, want to keep up with the European Union, but economically, we’re not there yet. The diaspora is a different story—they are used to the rates from 2002 and don’t realize how much has changed here. They come back in the summer, ask for offers, and can’t believe it. But people living here keep pace with reality. 

What has been the boldest business decision you’ve made in these 10 years? 

Returning home with my family. I left Europe, where everything was good and stable, and came here without even knowing Chisinau. I think it was one of the boldest decisions of my life—to put my life and business together. 

Are you satisfied with that decision, ten years later? 

Yes, very much. We are together as a family, and the business is doing well. Perhaps we would have also succeeded in Europe, but now we are preparing for another important stage—we are building a factory, one of the largest in Moldova, an investment of several million euros. 

To produce furniture? 

Only kitchens. 

By the way, what motivated you to offer not just furniture but also appliances? 

I wanted to provide customers with a complete solution. In Europe, kitchens are sold as a full package—you don’t have to run around the city. Here, the mentality is still that you buy the furniture in one place, and the appliances somewhere else. 

We want people to come, choose, and leave with everything ready. We offer it at the same price, sometimes even better. It’s challenging, but through videos and social media, we constantly explain that it doesn’t make sense to block money in appliances a year in advance. 

How did your experience in Italy change the way you view business at home? How did it help you? 

I went to Europe as a child, at 16, and returned with my family and two children. There, I matured and learned the value of hard work. That experience shaped me. It taught me that life and business aren’t like in the books. When I came back in 2016–2017, everyone was leaving, but I was going against the tide. 

What’s the difference between how Italians do business and how Moldovans do it? 

They have tradition and experience; they focus on one thing and perfect it for generations. We Moldovans experiment: today we sell cars, tomorrow we build houses, the day after we make furniture. We don’t have 20–30 years of experience in the same field. There, the discipline and business culture are completely different. 

What’s the most important management lesson you’ve learned leading a team of craftsmen and designers? 

To stay human with your people. Don’t look down on your employees. I used to be a factory worker myself, so I know what it’s like. It’s important to maintain a good, balanced atmosphere and to support your team.  

When we talk about the quality of a kitchen, what’s the detail you don’t see but makes the difference? 

The team. We all have the same materials and equipment, but quality comes from the people. When someone notices a problem and cares, when they check, control, and adjust, that’s when the difference shows. 

In a competitive market, how do you manage to maintain customer loyalty? 

I’d say we don’t have real competition. The market is limited, and clients choose based on price and quality. We import raw materials directly from Europe, keep prices stable, and have a presence online and on TV. We have satisfied customers who recommend us to others – that’s the best advertising. 

What does “local production at European standards” mean to you? 

That's a very good question. It means that I can go to Italy and sell my kitchens alongside Italian ones. We adhere to the same standards of height, width, and depth. In Europe, there are few factories that do everything from start to finish, but we do. Our standards coincide with European ones, which is rare in Moldova. 

What message would you leave for young people who want to return home and build something here? 

If they’ve passed all medical checks and are healthy — they should come home and get to work. Don’t expect anything from the mayor or the president. Take action, start. 

At the first failure, many blame others and leave. I made many mistakes. I tried six times to develop the outlet kitchen store, and only the sixth attempt worked. 

Every time I lost money and time, but I didn’t give up. Only when I started listening to people, understanding what they really wanted, did I succeed.  

Now the Outlet store sells over 200 kitchens per month just in Chisinau. I learned that the problem wasn’t the clients or the state. It was me. I had to change my attitude. 

You have a very strong motivation. If you tried six times before achieving results and never gave up… it takes strength, courage, and wisdom to reach the point where you can say: “The problem wasn’t in others, it was in me”.