MEDIJATOR Blaženka Urbanke

Guest Blaženka UrbanHosted by Srđan ŠimacMay 3, 2026

Blaženka Urban

About this episode

What you'll hear in this conversation

Many entrepreneurs launch their ventures with the hope of gaining more autonomy, especially when it comes to family time. Blaženka Urban, an electrical engineer and a first-generation entrepreneur in Croatia, co-founded HSM Informatika in 1990 with precisely this intention: to be more present for her two young sons. What unfolded, however, was a common paradox of entrepreneurship, where the business itself became a demanding entity, a 'third child' that consumed more than it initially promised. This conversation explores the realities of building and transitioning a family business, from the initial spark of an idea to the delicate process of stepping back and mentoring the next generation. Readers will gain insight into the nuanced interplay between personal life, ownership, and management in a company built from the ground up.

Insights from the conversation

What to take from this episode

Blaženka Urban started HSM Informatika hoping to spend more time with her young sons, only to find the new business became a 'third child' that consumed more time and space. The reality of entrepreneurship often inverts initial family-focused intentions, turning the venture itself into a demanding entity.

Asked about HSM Informatika's culture, Blaženka Urban suggested asking partners or employees, noting that 'when did you hear a mother being objective?' A founder's perspective on their own creation is inherently biased; true insight into a company's culture comes from those who interact with it as outsiders or employees.

Before founding HSM Informatika, Blaženka Urban tried to launch a desktop publishing project within her previous company, but 'there was no ear for it.' Sometimes, the most significant entrepreneurial ventures stem from an internal project rejected by an established company, proving that a lack of internal buy-in can be a powerful catalyst for independent creation.

HSM Informatika operates across three distinct verticals — software distribution for brands like Adobe and Corel, educational technology engineering, and Salesforce consulting. A resilient business often diversifies into complementary, yet distinct, service lines, building strength through varied market engagement rather than single-point focus.

Blaženka Urban observes that the challenge in a family business isn't making family operate like a company, but managing how the company's roles inevitably reshape family relationships. When you have 'more roles within the family,' separating director from mother or wife is a constant, often impossible, negotiation.

Blaženka Urban describes herself as a 'strict mother and strict director' during the company's growth, a stance that contrasts sharply with her current role as 'definitely not a strict grandmother.' The intensity required to build a business from scratch often demands a certain rigor from founders, a posture that naturally softens as they transition to mentoring.

The decision to transfer ownership was prompted not just by personal readiness, but by observing peers 'freeing themselves from daily obligations' and the legal retirement age in other sectors. The timing of a founder's exit is often influenced by external social cues and the natural life cycles of their generation.

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