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Branko Roglić
Episode · #2

RITAM POSLA Branko Roglić

Guest Branko RoglićHosted by Lidija KiselyakMay 3, 2026
About this episode
What you'll hear in this conversation

An entrepreneur isn't someone on a yacht or a red carpet," says Branko Roglić, founder of Orbico. "An entrepreneur is someone who works hard and cares about people." This isn't a platitude for Roglić; it's the operating principle that built Orbico from a single firm in 1987 into a distribution giant spanning 20 countries, with 8,000 employees and €2 billion in revenue. Roglić’s story begins at the twilight of socialism, when he saw the inevitable collapse and bet his own savings on a new path. He navigated the complexities of a transitioning region, securing partnerships with global brands like Procter & Gamble, and expanding through both organic growth and strategic acquisitions. His approach, honed by strict principal demands, created a company that has never missed a payroll or had an account blocked. This conversation explores the disciplined growth that underpins Orbico’s success, from its humble beginnings with Varta batteries to its current status as a leading European distributor. Roglić shares his perspective on financial stability, cost control, and the often-overlooked demands of true entrepreneurship, offering insights into building and sustaining a large enterprise for the long term, including a surprising succession plan.

Insights from the conversation
What to take from this episode
01
Branko Roglić dismisses the image of an entrepreneur on a yacht or red carpet: "An entrepreneur is someone who works hard and cares about people." The true measure of entrepreneurship lies not in outward displays of wealth, but in the relentless work and responsibility for those who build the business with you.
02
In 1987, seeing that "socialism had no future" and was "on the verge of bankruptcy," Branko Roglić started Orbico with 60,000 German Marks. Betting against the prevailing system, even when it seems stable, creates the opportunity for entirely new ventures; sometimes the best time to start is when the old order is clearly failing.
03
When Procter & Gamble gave Roglić products like Blendamed and Pampers, they "grew by thirty percent a month." He attributes this not to magic, but to "the market was empty, and the goods were quality." Rapid growth often comes not from clever tactics, but from simply being the first to bring quality products to an underserved market.
04
"In Procter & Gamble, there are no pardons," Roglić explains; "if you don't pay the bill on the agreed day, the next day you have a problem." This strictness made him "train himself on the American way of doing business," showing how demanding principals can instill a financial discipline that becomes a core advantage for your own business's long-term stability.
05
"Deep sustainability is the secret," Roglić says, emphasizing "financial stability" as something "you must have in your blood." Controlling costs relative to revenues isn't just a best practice; it's a foundational mindset that must be ingrained in the company's culture from day one.
06
"We never had a single company blocked," Roglić states, and "not one of my employee salaries was ever late." For a distribution business built on trust and reliability, these operational non-negotiables are more than just good practice—they are the competitive moat that ensures long-term partnerships.
07
Orbico grew organically to nearly a billion euros, but then, Roglić notes, "when you become the largest distributor, everyone contacts you." Once you reach a certain scale, stop chasing opportunities and start evaluating the ones that come to you; your position as a market leader will attract companies facing operational problems.
08
Roglić moved his sons to the Supervisory Board and appointed Juraj Tršan, a 23-year-old Slovene, as CEO. "A young man who has not yet worn a tie," Roglić observes, "his life is his work." Succession isn't just about family or experience; it's about identifying raw talent and unconventional leadership that embodies the future of work.
09
When asked about debt, Roglić calmly states, "I am indebted about three EBITA. That means three annual profits are my total debt." A healthy debt-to-EBITDA ratio, clearly understood and managed, is not a sign of weakness but a controlled lever for growth.
10
"I let every person develop their ideas and their way of doing business," Roglić explains, "but all together they must be incorporated into one Orbico." True autonomy within a large organization isn't about complete independence; it's about empowering individual initiative while ensuring every contribution aligns with the larger strategic framework.
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