Goran Meić
Episode · #272
MISLIŠTE Goran Meić
Guest Goran MeićHosted by Sandro KraljevićMay 3, 2026
Goran Meić
About this episode
What you'll hear in this conversation
After seventeen years at Colgate Palmolive, rising to Country Manager, Goran Meić found his position eliminated two years ago. For someone with an unbroken career trajectory spanning decades in global FMCG companies, this moment wasn't just a job change; it was a sudden redefinition of his professional identity. It forced a fundamental re-evaluation of what comes next, and how to navigate the shift from a structured corporate environment to an entirely new chapter. Meić shares lessons from a career built on diligent work and strategic negotiation, but more importantly, he reveals what it means to face the abrupt end of that path and begin again.
Insights from the conversation
What to take from this episode
01
The elimination of his Country Manager position after seventeen years, and a continuous work history before that, was more than just a job loss; it was a sudden redefinition of his professional identity. This moment forced a fundamental re-evaluation of his path, underscoring that even the most stable corporate careers are subject to unexpected shifts.
02
Meić's initial five years at Colgate Palmolive, advancing from junior roles to temporary Country Manager for Macedonia, then to the Croatian market, shows how global corporations reward results. The path to a country manager role isn't just about ambition; it's a testament to consistent delivery, where the company invests in those who invest in themselves.
03
When asked how to advance in a company, Meić's direct answer is 'dedicated work.' The insight isn't just about effort; it's that global corporations like Colgate Palmolive view career growth as a mutual investment, providing education and opportunity to those who consistently invest their own time and knowledge.
04
Colgate's philosophy for quality management centered on fostering team spirit and creating an atmosphere where every individual felt comfortable expressing their opinion without fear. The lesson for managers is that leading people isn't just about personal skill; it's about leveraging the corporate structure to provide quality training and build a culture of psychological safety.
05
After seventeen years, Meić pinpoints three key lessons: resolving stressful situations, mastering negotiation techniques, and maintaining a good balance between company goals and partner relationships. The last point is crucial: the ability to build quality relationships with external partners is a skill that carries value far beyond any single corporate role.
06
Effective negotiation in the evolving FMCG market, Meić explains, requires putting yourself 'in the shoes of the person you are negotiating with.' The core lesson is to understand their strategy, expectations, and even their psychological state, to find a solution that genuinely satisfies both sides, rather than just asserting your own.
07
Getting a product onto a supermarket shelf today is 'harder and harder,' Meić notes, because shelves aren't expanding. Retail chains prioritize efficiency and turnover, meaning a new product's entry always means another product's exit. The challenge isn't just selling your product; it's making a compelling case for why another one should be removed.