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Ana-Marija Marić
Episode · #98

PSIHOLOGIJA USPJEHA Ana-Marija Marić

Guest Ana-Marija MarićHosted by Tanja PuretaMay 3, 2026
About this episode
What you'll hear in this conversation

Ana-Marija Marić, an expert in management and project leadership with eighteen years of experience, fourteen of them with international companies, is actively seeking a new executive role in Croatia. Her search highlights a tension: why isn't someone with her credentials already leading a major transformation? Marić explains that it comes down to organizational readiness—not every company is genuinely prepared for the kind of deep, systemic change she delivers. She has learned that the real challenge isn't just identifying problems, but finding partners who are willing to "truly stand behind their decision" to change, regardless of how uncomfortable the process becomes. This conversation offers a candid look at the landscape of organizational maturity and what it truly takes for companies to move from a deficit to a surplus.

Insights from the conversation
What to take from this episode
01
An expert with eighteen years of experience, fourteen of them with international companies, describes her recognition in Croatian organizations as "insufficient." The market's readiness for external expertise is a direct indicator of its overall maturity, not necessarily a reflection of the expert's skill.
02
She categorizes companies into five types, but only the "win-win" group is truly ready: aware, willing to pay experts, and "ready to truly stand behind their decision." The actual cost of organizational change isn't the consultant's fee; it's the unwavering commitment to see the process through, even when it becomes uncomfortable.
03
"Looking for a new business challenge" is often a cliché, but for Ana-Marija, it means finding work that is "interesting, challenging, and complex," where she can apply her skills, learn new ones, and teach others. A true challenge isn't just a new title; it's a dynamic environment that demands continuous application and growth from all participants.
04
Her most recent engagement failed because, as she puts it, "when the changes started, the effect was, 'maybe this is a bit too much or too fast for us'." Even when an organization is prepared on paper, the practical implementation of significant change often reveals a deeper, unacknowledged resistance that derails the entire effort.
05
Despite years of international work and living in Switzerland, Ana-Marija is determined to contribute her expertise in Croatia, believing "there is both a need and room for it to happen, and we don't all have to run away." Choosing to build locally, even when more established opportunities exist abroad, is a bet on untapped market potential and a direct civic contribution.
06
She worked on high-value public-private real estate projects fifteen years ago, when "there was no legislative framework in Croatia that regulated it." Operating in the absence of established rules means the process itself becomes the innovation, forcing you to define the path as you walk it.
07
Ana-Marija insists that successful transformation "absolutely isn't solely my merit; everyone must stand behind it and act toward the same goal." The most skilled external expert is only as effective as the internal team's collective ownership and unified effort.
08
Despite "very challenging experiences," Ana-Marija notes she has "much more energy now than I had before." Experience doesn't deplete your capacity for change; for some, the accumulation of challenges actually sharpens their resolve and amplifies their drive.
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