“Monsson’s long-term goal is to remain at the forefront of the renewable energy transition in Romania and beyond, by delivering high-quality, innovative projects that contribute to decarbonizing the energy system. We aim to significantly expand our portfolio of wind, solar, and energy storage projects, while maintaining our reputation for excellence in development, construction, operation and energy trading,” Laura Tanase, CFO Monsson Trading told The Diplomat-Bucharest.
“From a financial perspective, my vision is to ensure the company has a strong and sustainable capital base to support this growth, through diversified funding sources, strategic partnerships and a clear pathway to long-term profitability for every project we undertake.”
Can you tell us about your journey with Monsson since you joined in 2011? What has changed the most in your role?
When I joined Monsson in 2011, the renewable energy market in Romania was still at the very beginning of its journey. The country had just introduced the green certificate support scheme, which created a framework for developing wind, solar and other renewable energy projects. It was an exciting challenging time, regulations were still evolving, the market was learning how to adapt and both local and international investors were starting to explore the opportunities, especially in wind energy in the Dobrogea region.
Monsson was already one of the pioneers in this space, with a bold vision and a strong presence in wind project development. My role back then was very hands-on, focused on building the financial structure and discipline needed to support rapid growth, while also navigating a complex and shifting regulatory landscape. Over the years, as the company expanded into new areas, from development and construction to operation and energy trading, my role evolved from managing finance operations to shaping strategic decisions, aligning financial strategy with long-term business goals.
Looking back, the biggest change has been moving from a market in its infancy to one that is now highly competitive, innovative and essential for Romania’s energy transition and from being a finance manager to being a strategic partner in driving that transformation.
What are your main priorities as CFO for the upcoming years?
For the coming years, my main priority is to ensure that Monsson’s financial strategy fully supports the growth in Romania and internationally, while maintaining the agility that has always defined us. This means securing competitive financing for our projects, optimizing capital structure and building strong partnerships with banks and key stakeholders.
We are facing a period where energy transition projects require not only significant capital, but also innovative financing solutions, from green bonds to long-term PPAs. My role is to ensure that we have the right financial tools in place to support our ambitious portfolio, from wind, solar and energy storage systems.
Another key focus is strengthening our financial risk management framework, given the volatility of energy markets and continuing to digitalize our finance operations for efficiency and transparency. Ultimately, my goal is to make sure Monsson remains financially resilient, competitive and ready to seize every opportunity in a market that is evolving faster than ever.
What long-term goals do you have for Monsson?
Monsson’s long-term goal is to remain at the forefront of the renewable energy transition in Romania and beyond, by delivering high-quality, innovative projects that contribute to decarbonizing the energy system. We aim to significantly expand our portfolio of wind, solar, and energy storage projects, while maintaining our reputation for excellence in development, construction, operation and energy trading.
From a financial perspective, my vision is to ensure the company has a strong and sustainable capital base to support this growth, through diversified funding sources, strategic partnerships and a clear pathway to long-term profitability for every project we undertake.
Beyond numbers, I want Monsson to continue to set industry benchmarks, in attracting and retaining top talent, in sustainability practices and in driving technological innovation. Our goal is not just to grow in size, but to grow in impact, helping Romania meet its renewable energy targets and playing a leading role in Europe’s green energy landscape for decades to come.
What are the biggest financial or strategic challenges currently facing Monsson?
Like many companies in the renewable energy sector, Monsson Trading operates in a fast-changing environment where both financial and strategic challenges are part of the landscape. One of the most significant in Romania is the constant evolution of legislation in the energy market. Regulatory changes can directly affect project timelines, costs, financing structures and even the long-term predictability of revenues. This means we need to stay agile, anticipate changes and take fast and adapted decisions.
In parallel, market volatility, particularly energy price fluctuations, impacts long-term project revenues and financing strategies. To address this, we must have strong risk management tools, robust hedging mechanisms and ensure close coordination between our finance, trading and operations teams.
From a strategic perspective, competition in the renewable market has intensified. Staying ahead means accelerating project development while safeguarding the quality and standards that define Monsson.
What role does the finance department play in supporting Monsson’s overall growth strategy?
Within Monsson Trading, the finance department is a central pillar of our growth strategy. We do much more than manage numbers. We provide financial vision, structure and discipline that allow the trading business to expand sustainably and seize market opportunities.
Our first role is to ensure that every trading initiative is supported by a sound financial framework. This means securing the necessary working capital, optimizing cash flows and structuring competitive financing solutions to support both short-term market operations and long-term strategic contracts.
We also play a critical part in risk management. Energy trading is highly exposed to market volatility, price fluctuations and regulatory changes. The finance team works closely with the trading desk to assess exposure, design hedging strategies and ensure compliance with both Romanian and European market regulations.
Another important aspect is providing accurate, real-time financial data and performance analysis. This allows management to make swift, well-informed decisions in a fast-moving market. By combining financial discipline with strategic insight, the finance department helps Monsson Trading grow confidently, expand its market share and remain resilient in a competitive and constantly evolving energy landscape.
What is your approach to securing funding for large-scale renewable energy projects?
Securing funding for renewable energy projects requires a strategic blend of financial expertise, market insight and strong relationships with lenders. My approach starts with building a robust and credible business case for each project, one that clearly demonstrates its technical feasibility, environmental impact and long-term profitability.
I believe in diversification of funding sources. In recent years, long-term power purchase agreements (PPAs) have become a key tool, as they provide predictable revenue streams that improve bankability.
An important part of my role is maintaining close relationships with financial institutions, and strategic partners. These relationships are built on transparency and trust, which are essential when negotiating competitive terms and securing commitments for different complex financing structures.
Are there specific investment opportunities or areas of growth Monsson is targeting right now?
In the short to medium term, we are expanding our portfolio of wind and solar projects, with a particular emphasis on hybrid solutions that combine generation with battery storage to improve flexibility and grid stability.
We started operating battery storage in 2024, with an existing installed capacity of 72 MWh and will be extended to 216 MWh, in Romania and new investments in battery storage coming online in Germany and Sweden.
At Monsson Trading, we are close to ready to build status for a hybrid renewable project that integrates 62 MW of wind, 30 MW of solar and 240 MWh of battery storage.
In addition, we are developing a 40 MW natural gas power plant with 224 MWh of storage, designed to absorb the surplus energy from nearby wind and solar parks and dispatch it flexibly during peak demand as a fully dispatchable, grid-balancing asset.
On the trading side, we are strengthening our capabilities in renewable energy production, cross-border energy trading and optimizing our participation in balancing markets, by developing a lot of forecasting and mathematical models, combined with AI and a 24/7 Intraday desk to optimize renewable energy portfolios and being able to provide long term PPA’s and long term contracts for C&I consumers.
In all these areas, our strategy is to combine innovation with disciplined execution, ensuring that each investment not only delivers strong financial returns, but also contributes to building a cleaner, more resilient energy system.
What key skills do you believe a modern CFO must have today compared to a decade ago?
The CFO role has evolved far beyond traditional financial management. I believe the modern CFO must be, above all, human, strategic and impactful.
Human, because leadership today is as much about empathy, emotional intelligence and building trust as it is about financial expertise. A CFO needs to share expertise, to inspire teams, create a collaborative culture and maintain transparent, credible relationships with investors, partners and colleagues.
Strategic, because the CFO is no longer just a custodian of budgets and reports. We are co-authors of the company’s growth story, shaping long-term direction, identifying opportunities and ensuring that financial strategy is aligned with the business vision. In renewable energy, this means actively engaging in project development, market positioning, and innovation.
Impactful, because in a world of constant change, a CFO’s actions must deliver measurable results, whether that’s securing competitive financing, driving efficiency through digitalization or enabling bold investments that accelerate the energy transition. Our role is to make decisions that don’t just sustain the business but drive meaningful change.
In short, the modern CFO combines the human touch with strategic thinking and the ability to create tangible impact.
What has been the most rewarding project or milestone in your career so far?
The most rewarding milestone in my career was securing a non-recourse project finance in 2013 for a 50 MW wind project developed and operated by Monsson. At that time, we successfully structured, negotiated and obtained €52 million financing from the Industrial and Commercial Bank of China, a landmark transaction in the Romanian renewable energy sector. In 2015, we have refinanced the project financing with China Development Bank, further strengthening our financial position and relationships with international lenders.
The project finance is still ongoing, but close to completion, marking a long-term success story that has delivered both operational and financial results. Looking back, it was a breakthrough moment, proving that we could secure competitive international financing for large-scale renewable projects in Romania, at a time when such deals were far from common.
But just as rewarding, and perhaps even more meaningful on a personal level, has been building and leading a finance team that has stayed together for over a decade. The same talented professionals have been alongside me and Monsson Trading throughout our journey, navigating challenges, celebrating achievements and contributing to the company’s growth year after year. For me, this ‘human touch’ project is a proof that loyalty, trust and shared purpose are as valuable as any financial transaction.