RITAM POSLA Krešimir Kvaternik

Guest Krešimir KvaternikHosted by Lidija KiseljakMay 3, 2026

Krešimir Kvaternik

About this episode

What you'll hear in this conversation

Krešimir Kvaternik has spent his career at the helm of some of Croatia's largest companies, often stepping in when the stakes were highest. From Petrokemija to FINA, HAC ONC to INA, he has navigated complex restructurings and faced down union resistance, making tough decisions to keep businesses viable. Now, as an interim manager at Čakovečki mlinovi, he's orchestrating a merger in a consolidating industry. This conversation offers a rare look at what it takes to manage through constant upheaval, where "crisis-mode operation is the new normal," as Kvaternik puts it, and how to lead when every decision carries significant weight. Readers will walk away with a clearer understanding of how to manage effectively in an environment that demands both agility and a steady hand.

Insights from the conversation

What to take from this episode

Kvaternik observes that what was once a periodic "storm on the sea" has given way to what he calls "crisis-mode operation as the new normal." Companies today must build agility into their core functions, from efficient onboarding processes to adapting to constant employee fluctuation, rather than treating crises as temporary disruptions.

At FINA, Kvaternik led a restructuring that reduced the workforce by 1,050 employees, over 22% of the company, between 2008 and 2012. This significant reduction was only possible because management first exhausted every other option before headcount reduction, demonstrating to unions that the cuts were a last resort for survival.

Asked about union resistance to layoffs, Kvaternik notes that even unions understand "it is better to have six hundred members than zero." While protecting workers, unions must also consider the company's long-term viability, and their focus should broaden beyond just headcount and salaries to include working conditions and other benefits.

When a manager accepts a role, Kvaternik emphasizes they should ask: "What influence do I have? Can I choose my team? What strategic decisions can I make?" To get the best out of experienced managers, boards must provide a clear framework with defined goals, sufficient autonomy, and the expectation of effective delegation, rather than just oversight.

Kvaternik spent the first part of his career as a consultant at firms like Ernst & Young and Deloitte, which "trained him to have a disciplined and organized approach to analyzing companies." This early exposure to diverse business problems and analytical rigor allowed him to quickly understand and adapt to the functioning of any new company, whether in manufacturing or services.

His current role as interim manager at Čakovečki mlinovi is to "help and ensure the transaction is successfully carried out and completed" during a merger. Interim managers are often brought in to provide a steady hand during critical, time-bound corporate events like mergers and acquisitions, ensuring continuity and successful execution during periods of significant change.

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