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Mojca Domiter
Episode · #642

PSIHOLOGIJA USPJEHA Mojca Domiter

Guest Mojca DomiterHosted by Tanja PuretaMay 3, 2026
About this episode
What you'll hear in this conversation

Mojca Domiter, Executive Director for People and Culture at Atlantic Group, doesn't wait for change to happen — she actively seeks it out. After nearly thirteen years at the same company, a tenure she once would have called "totally crazy" for someone who thrives on new challenges, she shares how Atlantic Group has continuously evolved to keep pace with her own dynamism. Her career offers a rare perspective on navigating large-scale mergers, building a cohesive culture from disparate parts, and empowering a workforce of 5,500 people across eight markets. This conversation explores how a company can foster a culture of constant reinvention, where employees are not just adapting to shifts but actively driving them. You will walk away with a clearer sense of what it takes to build a company that not only survives change but is defined by its capacity for deliberate transformation.

Insights from the conversation
What to take from this episode
01
When Atlantic Group merged with Droga Kolinska, the leadership made a deliberate choice not to impose either company's existing culture or processes. Instead, they built *new, shared processes and values* from the ground up — a rare, courageous decision in M&A that signals to everyone that a truly new entity is being forged, not just an acquisition.
02
Mojca Domiter would have once called someone "totally crazy" for suggesting she’d stay at one company for nearly thirteen years, given her natural drive for change. Her longevity at Atlantic Group shows that retaining talent that thrives on dynamism isn't about stability; it's about building an organization that continuously offers the freedom to create and solve new, complex challenges.
03
Atlantic Group's "open days" — where office employees can visit factories or join sales teams on the ground — "sell out in seconds" every time they are offered. Breaking down internal silos isn't just about communication; it's about creating structured, hands-on opportunities for people to experience different roles and build empathy for their colleagues' daily work.
04
During the COVID-19 pandemic, with the HoReCa channel severely impacted, Atlantic Group made a point of not laying off a single employee. Instead, they redirected staff to other roles where they were needed, demonstrating that a commitment to your workforce in a crisis is an investment in long-term trust and organizational resilience, not merely a cost to be cut.
05
Mojca's team regularly uses internal focus groups, inviting employees to test new products and provide feedback on taste, sweetness, and missing elements. The most accessible and often most honest user feedback loop for a new product is already inside your organization; engaging employees as early testers refines the product and builds internal advocacy.
06
Mojca reflects that even with efforts to keep employees safe during COVID, silos formed, and a renewed focus on cross-functional sharing and "learning from each other" is now essential. Prolonged periods of remote or isolated work, even when well-intentioned, can inadvertently create organizational fragmentation; proactive strategies for physical and cross-functional interaction are critical for rebuilding cohesion and shared understanding.
07
Mojca describes herself as someone who "actively seeks change" and believes "we are all active participants in our lives" who "initiate things around us" rather than waiting for them to happen. Effective leadership doesn't just adapt to external shifts; it cultivates an environment where leaders and their teams actively initiate change, viewing the freedom to create as a core driver of engagement and progress.
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