Your people buy food anyway. We make it cost them a lot less.
Everyday food, at prices they can't get on their own, delivered where they already work. Around 300 lei a month back in their pocket — for about a third of what it would cost to deliver that same saving through a raise.
Who pays for what. Stated up front, not negotiated later.
Why headcount and not per order: guaranteed volume is exactly what gives us the negotiating power behind the prices. Price it per order and the volume becomes a guess — buying power drops and prices rise for everyone. The fixed fee is what protects the saving for your people. It also means nobody is left out: the colleague who orders once a month gets the same price as the one who orders weekly. guaranteed volume is exactly what gives us the negotiating power behind the prices. Charge per active user, and the volume becomes a guess — the buying power drops, and prices rise for everyone. The fixed fee is what keeps the saving real for your people.
Salary stays the foundation. FTH adds a separate mechanism for purchasing power.
A raise is an expensive, permanent instrument: close to half of every leu goes to tax before it reaches anyone's home — and the pressure returns next year. That cost never shows up as one line in the budget. It shows up in turnover.
Raises frozen this year? Your people still go home with less money than last year. FoodTech Hub gives them part of it back every month — without touching the salary budget.
Three people have to say yes. They ask different questions.
Pick the one that matches your seat at the table.
A controlled, variable cost line — not a permanent change to the salary grid.
Purchasing power your people feel at home, every month.
One handover point, aligned to your shifts. Nothing added to your floor.
How much a raise would really cost you — versus this.
A raise costs you double what it gives them.
By the time tax and contributions are paid, protecting your team's take-home pay through salary is the most expensive path there is.
FoodTech Hub is a cost-reduction infrastructure — it cuts that salary-pressure cost while putting real money and real time back in their pocket and their life, and you keep full control of the budget. You don't just reduce a cost. You reduce the pressure inside your employee's home.
Note: we can walk you through the underlying calculation in a detailed conversation.
Four steps. Nothing for you to run.
You activate it
The company switches the program on for its people. No infrastructure, no space to give up.
→They order online
Employees pick everyday essentials in a simple app, whenever it suits them.
→We deliver on-site
Organized drops arrive at the facility in set daily windows. We handle the logistics.
→They pick up & go
One stable point at the gate. They grab their order on the way out.
It's not a canteen. It's not catering. It's the price your people can't get on their own — delivered where they already are.
Why not just increase salaries?
Meal vouchers stay in your payroll — FoodTech Hub doesn't replace them. It works alongside, on a different budget line, with a better transfer ratio.
People don't just sign up. They order again, on their own. That's the only proof that matters.
It's not a pitch. It's already happening.
They came back. 87% of them.
855 transactions in a population that paid out of its own pocket — not a survey answer, not a projection. 87% came back to order again.
Reaches families
A meaningful share of users bring a family member in. The clearest sign the effect is genuinely felt at home.
Tested where it counts
Buying behaviour and the operational components were tested in B2C. What the 90-day pilot measures is how fast your site's own advantages — same building, same shifts, delivery at the gate — turn access into that first order.
We won't ask you to assume people will come back. The full breakdown — subscribers, renewal, retention curve — we go through together, on measurable data.
"We reviewed the FoodTech Hub concept in depth. It addresses a problem that's real and immediate for large employers right now — and compared to the equivalent cost of a raise, this is significantly more efficient for the company."
"He called it 'interesting' after a single call. Months later, unprompted, the interest was still there."
Two of several conversations with decision-makers. More, in a direct discussion.
Founder & CEO
Marius Maftei
Eleven years running a food business in Brașov — 600–800 products, paid repeat behaviour, validated in B2C. Eleven years across the counter from people counting their money teaches you exactly why a family pays what it pays.
One thing carried over: hundreds of families buying the same things, in the same place, every week — that's where negotiating power sits. And those people are already together, day after day, on the same shifts: at work.
The pilot has a guaranteed exit written into the contract. Call the number on this page, and you get me.
What managers ask first.
The company enables the program; employees pay for what they order, at competitive prices. The exact split and structure we tailor to your setup — covered on a call.
No heavy investment and no canteen or storage space required. We bring the system to your gate. We confirm the practical details for your facility together.
Yes. Delivery windows are set around your shift pattern, so people on any shift can order and pick up.
More than most budgets plan for. A 300 RON (~€58) net raise costs the company about 525 RON (~€101) once tax and contributions are added — and it resets next year's expectations the moment it lands. FoodTech Hub delivers that same 300 RON (~€58) of real purchasing power for about 200 RON (~€38), without touching the salary line.
Meal vouchers solve lunch. They don't solve the real problem — people running out of time and money on everyday essentials after their shift ends. FoodTech Hub delivers groceries and household basics straight to the gate, 2–3 times a day, so the value is felt at home, not just at noon.
No. What an employee orders is private to them — the company never sees individual baskets. You get aggregate participation and outcomes, never anyone's personal shopping. That separation is built in, not an option.
Because it isn't free. When something costs nothing, it's easy to ignore — there's no habit built around it. Here, employees pay for what they order and see the saving immediately, every time — that's what makes it stick. And activation isn't left to chance: our team runs the rollout, not yours.
Best results come from real physical concentration — a factory floor, a call center, an office people show up to. For colleagues who work remotely or in hard-to-reach areas, we also offer scheduled deliveries — typically 2-4 times a month, tailored to how often they need it. It's a different rhythm than daily on-site pickup, so it's priced to match that setup rather than the standard rate. If you have a mix of on-site and remote teams, tell us the split — we build a plan around your actual structure, not a one-size model.
Paid pilot, 90 days, with a guaranteed exit — the success criteria we set together, in writing.
If we don't solve a real problem for you, a direct no is perfectly fine.
Not sure your people will use it? Before anything starts, we ask them — a short survey inside your own workforce. If the interest isn't there, you'll know before you spend a leu.
The next concrete step
The FTH Pilot Program — 90 days, one facility, measured.
Not a trial. A defined program with a start date, a baseline measured before we deliver anything, success criteria agreed in writing beforehand, and a guaranteed exit if we miss them.
- Day-by-day timeline: what happens at day 0, 30, 60, 90
- Success criteria with thresholds — agreed before we start
- The exit clause, in writing
- What your team does — and it's close to nothing
- Cost, on one line
Handed over at our first conversation — not published here, and here's why: it contains the thresholds we commit to contractually.
Every number on this page is one your own finance team can check.
The cost comparison is built on Romanian fiscal law in force in 2026 — not on our estimates. Give this page to your CFO and ask them to verify it independently. We'd rather you check than take our word for it.
- The full tax calculation: what a raise costs versus the cost of FTH infrastructure
- The minimum result we commit to per employee, per month
- The pilot structure: duration, success criteria, guaranteed exit
- How the measurement works — comparable basket, net of all costs
- Signed reference letters from Romanian employers
- How the concept was validated: two years, what worked, what didn't
- The pilot document — thresholds we commit to contractually
- A worked business case built on your own headcount and shift structure
Talk to me directly. Decide with the full numbers in hand.
A short call. I'll show you exactly what it saves you and how a pilot would run at your facility.
Can't talk right now? We'll call you.
Leave a few details below — no obligation. We'll reach out and walk you through your numbers, on your schedule.