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Emil Tedeschi
Episode · #164

RITAM POSLA Emil Tedeschi

Guest Emil TedeschiHosted by Lidija KiseljakMay 3, 2026
About this episode
What you'll hear in this conversation

Emil Tedeschi leads Atlantic Grupa, a major food and beverage producer and distributor across Southeast Europe, through an unprecedented crisis. He shares how a diversified portfolio, with products ranging from premium pates to powdered drinks, responded to the sudden shifts in consumer behavior caused by the COVID-19 pandemic. His perspective offers a rare look inside a large, multi-market enterprise adapting to rapidly changing market conditions, where some product lines see double-digit growth while others face severe disruption. Tedeschi also reflects on the broader economic landscape, the role of government, and the indirect effects of a widespread downturn on even essential industries. Readers will come away with a clearer understanding of how established companies navigate uncertainty, protect profitability, and find unexpected growth in new normals.

Insights from the conversation
What to take from this episode
01
Atlantic Grupa's HoReCa channel, primarily affecting its Beverages division, accounts for only 12% of total revenue. When a major channel faces a sudden shutdown, a diversified business structure can contain the damage by limiting overall exposure to a specific segment.
02
Their premium pate, Argeta, saw double-digit sales growth during the pandemic, expanding into over a thousand new German retail locations. Crises reveal which products consumers truly rely on, often those that are practical, store well, and offer consistent, trusted quality for home consumption.
03
As cafes closed, sales of home-prepared Cedevita and traditional ground coffee surged. Consumer rituals don't disappear in a crisis; they migrate to accessible alternatives, highlighting the importance of understanding new points of consumption.
04
Tedeschi openly communicated to the market that Atlantic Grupa would not meet its original 2020 revenue targets but would still operate successfully and profitably. In a crisis, the immediate priority shifts from chasing pre-crisis top-line goals to securing the bottom line through disciplined cost management.
05
While Croatia and Slovenia showed signs of recovery, Atlantic Grupa's operations in Russia, North Macedonia, and Bosnia and Herzegovina were still navigating peak crisis or significant uncertainty. A multi-market strategy means managing a mosaic of different crisis stages and recoveries concurrently.
06
Tedeschi praised the Croatian government's timely communication and and concrete measures during the initial phase of the pandemic. Even when no one is 'trained for such a crisis,' swift, organized, and practical government responses can provide a vital foundation for business stability.
07
Tedeschi notes that in governance, 'not making a decision is a decision.' In any fast-moving environment, delaying action has real consequences, often as impactful as an explicit choice.
08
Despite essential products, Tedeschi stresses that 'every time a company doesn't work or people lose their jobs, those are all consumers and buyers of our products.' No business is an island; even essential sectors are indirectly affected by the broader economic health and purchasing power of the population.
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