From early-morning resets to high-level strategy sessions, Roxana Dobrescu’s day is a masterclass in balancing people leadership with personal priorities. As chief people officer at commerce platform for enterprise businesses commercetools, Roxana — 40, a mother of two boys and married to husband Costin — brings nearly 20 years of HR experience to her role, shaping global talent strategies from her home city of Valencia in northeastern Spain. In this edition of A Day in the Life of an HR Professional, she talks to HRreview about the joys of hybrid work, the power of empathetic leadership and why real innovation in HR starts with equity.
My mornings are my non-negotiable reset. First up: water with lemon — not just because it’s healthy, but because after living in Spain, I’ve learned that starting the day right is an art. Just like how Spaniards ease into their mornings with a cortado and good conversation, I ease into mine with something refreshing before the caffeine kicks in.
Then, black coffee — because that’s when the engines truly start. What I don’t do? Grab my phone. Those first 30-45 minutes are for real-life connections, not a doom-scroll into my inbox.
The real kickoff is getting my kids out the door, which, depending on the day, is either a smooth operation or a full-on tactical mission. Once that’s done, I grab the leashes and walk my dogs. It’s my moment to soak up some sun, wake up my brain and let my thoughts wander before the day speeds up.
By the time I open my laptop, I’m caffeinated, refreshed and — mostly — ready to take on whatever comes next.
I work in a hybrid style, aiming for at least two days a week in the office. It’s my way of breaking out of the home-work routine, catching up with colleagues and getting a pulse on what’s happening in the city beyond my laptop screen.
I usually drive to the office, and that time is golden. Mornings are for catching up. I call my parents, my sister, my friends, squeezing in those little check-ins that keep me connected.
The first 20-30 minutes of my workday are all about getting the pulse of what’s happening. I check Slack, go through my inbox and reset my priorities. Even though I usually wrap up my day by planning for the next one, working across multiple time zones means that overnight, things can shift, evolve, or — let’s be honest — explode. So my morning check-in helps me recalibrate, focus on what actually matters and dive into the day with a clear game plan.
No two days are ever the same, but there’s definitely a rhythm to the hustle.
The big innovation in HR over the next five years will revolve around how leadership evolves.
Mornings usually start with meetings with my leaders, executive colleagues and skip-level conversations with our brilliant team members. I also squeeze in sessions with mentors, discussions with providers and engagements with external stakeholders. Somewhere in between, I’m either kicking off a new project or deep-diving into the latest updates on our ambitious roadmap.
I carve out about an hour a day for creative work — writing, prepping presentations or brainstorming new initiatives. Yet a big part of my job is staying flexible. Unexpected issues pop up, schedules shift and priorities evolve, so adaptability is the name of the game.
And then, there’s my other full-time role — being a wife and a mum to two high-energy boys. In between work calls and strategy sessions, I might be dashing to school for a forgotten rugby kit, joining a last-minute teacher meeting or playing chauffeur to practice.
Lunch for me is usually my first meal of the day, and I keep it consistent. I like to have it around the same time if I can, and I keep it light and healthy. My go-tos are avocado, eggs, a salad or a soup — nothing too heavy; just enough to keep me fueled and feeling good. It’s a nice little break from the grind and helps me reset for the second half of the day.
Traveling is also a big part of my role, and I genuinely love it. But with work trips, office time and life at home, balancing it all — family, focus time and being present with my team — is where the real magic happens. Some days, I nail it. Other days, well… let’s just say coffee helps.
If a company doesn’t prioritise pay equity, fair advancement opportunities and unbiased hiring practices, it sends a clear message: some employees are valued less than others.
If I manage to sneak in a run with my dogs or a quick workout, that’s a win. There’s something about movement — whether it’s pounding the pavement or chasing after my kids — that keeps me grounded.
Excluding AI, I think the big innovation in HR over the next five years will revolve around how leadership evolves. The traditional top-down model is going to continue making way for more inclusive, adaptive leadership. As teams become more diverse and distributed, there’s a shift toward leaders being enablers rather than controllers. Leadership will increasingly focus on emotional intelligence, empathy and vulnerability. Leaders will need to create environments where their teams can thrive, and they’ll need to meet people where they are.
Leadership development will also become much more personalised. Instead of cookie-cutter programmes, leaders will get tailored coaching and support that helps them grow alongside their teams. It’ll be about continuous, holistic learning rather than just ticking boxes. And, in this future, leadership won’t just be about the individual at the top; it will be more collaborative, with shared accountability and trust at its core. This shift could reshape how organisations function and how we define effective leadership in the workplace.
Equity being sidelined in the DEI (diversity, equity and inclusion) conversation is something that frustrates me. Diversity and inclusion are essential, but without equity, they lose their meaning. If a company doesn’t prioritise pay equity, fair advancement opportunities and unbiased hiring practices, it sends a clear message: some employees are valued less than others.
This isn’t just a moral issue; it’s a business one. Startups and high-growth companies, in particular, can’t afford to overlook equity if they want to attract and retain top talent. Gen Z, in particular, expects more than surface-level inclusion, they want fairness, transparency and real accountability.
Equity isn’t just a buzzword; it’s the backbone of true inclusion. When employees feel that bias is limiting their growth, companies fail them. Companies that get this right will build stronger, more engaged teams — those that don’t will struggle to compete.
As the day winds down, I dive into reviewing People data, conducting interviews and handling the not-so-glamorous but necessary admin — contracts, policies, all that fun stuff. Then I wrap things up, get ready for the next day, and — hopefully — switch off.
Evenings are my decompression zone. Sometimes it’s podcasts; sometimes it’s finally booking those family doctor appointments. Either way, that drive home helps me switch gears and leave work behind — at least until the next day.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
