INTERVIEW Alin Ioanes, Rombat: “Our goal is to move faster in innovation, to be more energy-efficient, and to stay closer to the customer”

Rombat has reinforced its position as a market leader, reaching nearly 3 million batteries sold annually while maintaining healthy margins despite intense pricing pressure and low-cost imports. In 2024, the company achieved a 22% year-over-year increase, driven especially by export markets and a stronger presence in the automotive aftermarket, where product mix and distribution channels were strategically optimized. Growth continued in 2025 with a further double-digit volume increase, supported by disciplined commercial actions such as swift price adjustments, partner loyalty programs, robust on-shelf availability, and seamless after-sales experience.

We sat down with Alin Ioanes, CEO of Rombat, to learn more about how the company is navigating market challenges and accelerating its expansion.

Since taking the helm in February 2021, how would you define your mandate in depth?
We started from a clear diagnosis, a local market leader with significant potential for modernization, digitalization, and internationalization. Over four years, we built a balanced portfolio between OEM and aftermarket, upgraded industrial and laboratory testing infrastructure, introduced visual management and clear performance indicators (OEE, FPY) and in parallel accelerated innovation. We put our employees, business sustainability and customer experience at the center of decisions, investing long-term in people, quality, energy efficiency, and traceability while staying very close to the market with an adaptable commercial mix and fast response times.

In detail, what does commercial performance looked like in 2024- 2025?
We reached nearly 3 million batteries sold annually, maintaining positive margins despite pricing pressure and low-cost imports. 2024 brought a 22% increase vs. 2023, driven by external markets and the aftermarket where we optimized the product mix and distribution channels. In 2025 we continued to grow by over 10% in volume vs. 2024, under firm commercial discipline: rapid price updates, loyalty campaigns for partner networks, strong on-shelf availability, and integrated after-sales.

The result: higher volumes, protected profitability, and a more resilient portfolio.

Which strategic investments underpin this trajectory, and what multiplier effects do they create?
In May 2025 we inaugurated the Heavy-Duty EFB line, a €3M investment perfectly aligned with rising demand for commercial vehicles with start-stop. It is a pillar of the €10M program announced in 2023, covering capacity increases, photovoltaic parks, training, and facility upgrades. The multiplier shows up in three ways: competitiveness—lower unit cost, higher yield; quality—more stable processes, reduced variability, advanced testing capabilities; time-to-market—faster introduction of product variants for the fastest-growing segments (HD, EFB, hot-climate applications).

How central is global expansion, and how are you organized to deliver it?
We export over 65% of production to 45+ countries on four continents. We’ve reinforced partnerships with key distributors, entered new markets, and built scalable commercial processes: collaborative forecasting, clear delivery SLAs, structured technical support, and training for service networks.

What concrete benefits does digital transformation deliver for customers and partners?
The digital warranty launched in 2025 for car and truck batteries is a key piece: it simplifies claims, ensures full traceability, and offers a real-time map of partner centers. We target 70% adoption by end-2026. The benefits are measurable: less bureaucracy, shorter turnaround times, lower claim response that improve product and service, higher NPS, and lower total cost of ownership for end customers. In the back office, digitalization brings data accuracy, operational reporting on stock and warranties, and analytical capabilities for forecasting and quality.

How do you turn ESG from a compliance duty into a competitive differentiator?

The approach that I trust is a winning ticket, is betting on mindset and integration. At Rombat, we don’t see ESG as a checklist; we see it as a strategic lever for growth and innovation.

We embed ESG into our core strategy. Every investment decision, product development initiative, and operational improvement must bear an ESG lens. This ensures sustainability drives profitability, not just compliance.

Nevertheless, customers and partners increasingly demand transparency and responsibility. By exceeding regulatory requirements and setting ambitious sustainability goals, we position Rombat as a trusted partner in the energy transition. This builds brand equity and opens doors to premium markets.

ESG is about trust. We actively involve employees, suppliers, and communities in our sustainability journey.

As proof of our engagement, I would mention here ICERTIAS “Customers’ Friend” certification – confirms that sustainability shows up in the real customer experience.

ESG pushes us to rethink processes and products. For example, our focus on circular economy principles—battery recycling—creates new revenue streams while reducing environmental impact.

Moreover, we might be the sole manufacturer offering a 4-year warranty for our premium product – this is a promise we made regarding the safety and quality of our products, kept through concrete actions.

In short, ESG is not a cost center, it’s a growth engine. At Rombat, it differentiates us because we use it to innovate, build trust, and lead in a market where sustainability is the new currency.

What are your quality milestones, and how do you sustain them long term?

To sustain these standards long term, we focus on three pillars:

• Advanced Testing & Predictive Maintenance – Continuous investment in testing capabilities and preventive/predictive maintenance ensures reliability and performance.
• People Development – We empower our teams to exceed OEM and aftermarket requirements, not just meet them.
• Digital Innovation – We’ve implemented full product traceability for the Romanian market and introduced a fully digitalized warranty service, eliminating paperwork and improving customer experience.

Our commitment translates into measurable results:

• Consistently ranking above standard requirements in OEM quality assessment portals.
• Maintaining a minimum 99% service rate in OEM relationships.

How would you describe your leadership style toward people and the community?

I believe in lucid and human leadership—transparent communication, responsible autonomy, safety workplace, and continuous learning. Managing by value is my leadership style, a management philosophy that focuses on aligning the organization’s actions, decisions, and culture with its core values rather than relying solely on control, hierarchy, or short-term financial goals.

Externally, we back projects that create tangible social value—like ROMBAT Trail Run, more than a race—it’s a statement. It promotes well-being, environmental responsibility, and community engagement, embodying our belief in sustainable energy—both physical and social.

We proudly champion Gloria Bistrița, fostering healthy lifestyles, youth development, and a strong sense of local identity through sports.

Our partnership with rally champion Simone Tempestini reflects the essence of our brand: performance, resilience, and energy under pressure—values we live by and stand for.

Through our support for Opera Aperta, we bring music and culture closer to people, celebrating creativity and enriching the cultural fabric of our community.

With Bolts & Speed, we invest in young talent and experimental projects at the intersection of mobility, design, and education. This initiative represents the future of innovation and the bold spirit that drives our brand forward.

The Rombat Foundation is our commitment to strengthening ties with the local community and beyond. It serves as a platform for impactful initiatives and a channel for partners who share our values and want to join us in creating meaningful changes.

How do you manage volatility, regulation, geopolitics, costs?
With agility (diverse markets and partnerships), productivity (the Heavy-Duty EFB line, Industry 4.0 optimizations), and financial discipline (operational efficiencies, cost control). We built alternative sourcing scenarios, reduced dependence on specific regions, and increased the elasticity of our product mix so we can respond fast to change without diluting quality or service.

What’s next on the 2025–2026 roadmap?
Three major directions:

-extending international partnerships and entering new markets

– strengthening renewable-energy infrastructure and leveraging the accredited lab to accelerate new-product validation and deepen OEM collaboration. Our goal is clear, to move faster in innovation, to be more energy-efficient, and to stay closer to the customer.

– developing the energy storage project