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.
Compensation is broken. Every leu of a raise loses half its value before it reaches anyone's pocket.
Companies keep solving rising costs the same way they did 20 years ago: raise the number on the payslip, and hope it's felt at home. It rarely is — tax and contributions eat the difference before it ever lands.
The shift already happening elsewhere is simple: stop paying for the illusion of a raise, and start paying for purchasing power directly. Not a bigger number. Real money, felt at home, at a fraction of the cost.
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.
What you keep paying for if you do nothing
- You keep answering salary pressure with more salary — permanently, every year.
- You pay more each time for the same stability you had before.
- You lose people over pay gaps that were never about the number.
- The line items that look good in a slide deck don't stop anyone from leaving.
None of this shows up as a single line in the budget. All of it shows up in turnover.
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 back in their pocket, 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.
No canteen. No catering. A system that runs itself.
They order
Your people pick everyday essentials in a simple app — in seconds, between tasks.
We deliver
Organized drops arrive at the facility, in set windows. Nothing for you to manage.
They go home
One stable pickup point at the gate. No detours, no queues, no errands left undone.
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.
It's not a line item. It's a cost reduction felt at home.
Most workplace add-ons look good on a slide and are never felt. This is the opposite: it's used daily, it shows up in money and time, and it reaches the whole family — not just the employee.
That's why adoption is natural — it sits at the intersection of proximity, convenience, real prices and real quality. When all four are true, people simply keep using it.
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.
FTH isn't another line on payroll. It's cost-reduction infrastructure that turns salary pressure into measurable monthly value for your people.
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.
Real, repeat demand
Delivered through our own consumer operation, month after month. Not a survey response. Not a projection. People who keep ordering because it keeps working for them.
Reaches families
A meaningful share of users bring a family member in. The clearest sign the effect is genuinely felt at home.
The hard part is done
Order intake, prep and delivery are already proven — through our own consumer operation. What's new in a workplace pilot is the location, not the system.
Two years of real operation. Real subscribers, real repeat orders, real families relying on it every week.
The exact numbers — subscribers, renewal, retention — aren't the pitch we put on a webpage. They're the pitch we give in the room, once we're talking specifics.
"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."
These are two of several conversations with decision-makers so far. The full set — unedited — is shared as confidential material at our first meeting.
Founder & CEO
Marius Maftei
For ten and a half years my wife Roxana and I ran a clean-food concept in Brașov: Natura în Bucate. It's closed now. But ten years of standing across the counter from people counting their money before they put anything in the basket teaches you something no spreadsheet will: exactly why a family pays what it pays.
Two things stuck with us. First: people brought their families in after them. Not as a favour — because it showed up at the end of the month, in the money left at home. Second, harder to swallow: one family at a time, however hard you work, the price doesn't budge. Demand was never the problem. We simply had nothing to negotiate with. Hundreds of families buying the same things, in the same place, every week — that's where the power sits, and nobody was gathering it. And those people are already together, day after day, in the same building, on the same shifts: at work.
I started this from a position where I couldn't afford to get it wrong. That's why the pilot has a guaranteed exit written into the contract: I know exactly what it feels like to pay for something that doesn't work out. 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.
There's a clear, simple process for it — handled by us, with no hassle for your team. We walk you through exactly how on a call.
A pilot can start quickly once we align on the basics. The fastest way to a real timeline for your site is a short call.
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.
Not everywhere at once — that's how rollouts fail. We start with one facility and one shift pattern, run it for a real stretch, and scale only once the numbers hold up on your own data. The infrastructure is built for thousands of employees across multiple sites; the rollout itself stays deliberately small at first.
A raise is permanent, taxed, and forgotten within a year. We're talking about cost-reduction infrastructure that lets employees save, visibly, every week — not just once on a payslip. As a cost benchmark: delivering that same saving through a raise would cost the company roughly three times more.
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.
Today, employees pay directly in the FTH app, separate from your existing benefits budget — we run in parallel, not as a replacement. We're actively exploring merchant status with major benefits platforms so employees can eventually pay from their existing allowance. If that matters for your rollout, tell us — it shapes how we prioritize.
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.
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 behind the cost of a raise vs. our cost
- 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.