Zagreb, Zagreb, Croatia
As a Board member, I have developed my leadership skills and skills related to management of large and complex organizations and strategic, operational and financial turnaround management. I have been focusing on recruiting, attracting and motivating young talents in order to develop their full potential through challenging work tasks and environments, and to create value for the organization where they work and for themselves. I am committed to continuous learning and further development of my skills, strategic thinking, and ability to look at the "broad picture" to be able to use it in every organization I work. As a turnaround manager I was often faced with problems that demanded quick and decisive decisions, understanding the context and implications for the organization. Through my work on projects and participation in numerous business events (conferences, business meetings, consultations, professional organizations and associations ...) I’ve developed communication and presentation skills. During my professional development, I have acquired knowledge and skills for business development and resource management. I'm focused on customer relationships, service level, and teamwork, focusing on measurable indicators, deadlines and outcomes.
Preparation and implemation of operational and financial restructuring of the company, development and implemention of bussines plan, work on SEE i regional markets – company management and market expansion in the region, project management, relationship management with the social partners trade unions). Results: Improvement of business results through implementation of operational and financial restructuring measures to amunt of 450 thousand HRK (I-IV 2017), while accumulated loss from previous periods in 2013 was 58 milion HRK. Operational restructuring: elimination of unprofitable organizational units (security department, marketing), outsourcing services (cleaning, etc.), the abolition of loss- making business areas (Dom Express for packet and pallet distribution) – savings 25 mil HRK per year. Financial restructuring: recapitalization in total amount of 113 mil. HRK (established capital adequacy). The „Go Rail – Go Green“ project, container traffic organized Rijeka – Beograd, an increase of container trains from 50 (2013) to 198 (2015)
Croatia express is the subsidiary company of the HŽ Infrastruktura d.o.o., that operates as a travel agency and the agency for transport of passengers with buses during the remediation of the railway lines (25 employees, 8 - 15 million of revenues) I was company director in charge of strategy development and client relationships
Restructuring, establisment of profitable and sustainable business model, planning and managing business activities of the company, managing relationships with banks, financial institutions, insurance companies, leasing companies, tax administration and financial advisory firms, suppliers of products and services. The results: Realized net profit in the amount of 1.25 million HRK In first year (2011), 2.5 million HRK in the second year (2012). After successful restructuring, the company was joined to HŽ Infrastruktura in 2013 fiscal year.