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Mira Jakupović
Episode · #367

VRIJEME JE ZA GOSPODARSTVO Emira Jakupović

Guest Mira JakupovićHosted by Darko BukovićMay 3, 2026
About this episode
What you'll hear in this conversation

Imagine producing 25 million baklavas a year, or nearly 70,000 every single day, from a factory just outside Zagreb. This isn't a family-run artisan shop; it's the largest baklava factory in the European Union, founded by an intriguing pair of investors: a Cypriot Greek and a Cypriot Turk. Their unlikely partnership, as host Darko Buković notes, proves that "money and business have nothing to do with nationality, only with a good business plan." Mira Jakupović, the CEO of New Bakery, has been at the helm of this operation, navigating the complexities of scaling a traditional delicacy for demanding global markets. She shares how personal connections influenced the company's Croatian roots, the intricate dance of satisfying stringent international quality standards, and the unexpected logistical headaches posed by events like Brexit. This conversation offers a rare look into how a niche product can achieve industrial scale, revealing the strategic decisions, supply chain challenges, and human elements that underpin global food production. You will walk away with a clearer understanding of how to balance tradition with modern manufacturing, and how to build a business that transcends borders and cultural divides.

Insights from the conversation
What to take from this episode
01
Mira Jakupović describes her role at New Bakery as a culmination, saying that "in my entire career, this is it. This is the company I always dreamed of finding myself in." The most satisfying work often isn't just another job, but a deep personal fit that feels like the natural destination of a career.
02
New Bakery was founded by two Cypriot investors, one Greek and one Turkish, a combination the host points out proves that "money and business have nothing to do with nationality, only with a good business plan." Successful business partnerships thrive on shared vision and operational alignment, not on cultural or national commonalities.
03
The decision to locate the factory in Croatia stemmed from co-founder Mehmet Azar's personal connection — he married a Croatian woman and "fell in love with Croatia." Sometimes, the most strategic business decisions are born from deeply personal connections and local affinity, not just cold market analysis.
04
To supply demanding clients like Marks & Spencer, New Bakery initially sources most raw materials internationally due to strict BRC A+ certification requirements. While quality standards can dictate global sourcing, a deliberate, continuous effort is required to convince international buyers that local suppliers can meet their rigorous demands.
05
Brexit, while not impacting sales, significantly complicated logistics and increased costs for New Bakery, with the British side often struggling to adapt to the new rules. Even for non-UK businesses, major geopolitical shifts can introduce unforeseen logistical burdens and demand unexpected support for the 'disconnecting' party.
06
When Mira Jakupović took over, the new Stupnik factory was adapted and fully operational in just five months, from March to August. Speed in scaling manufacturing can be achieved by adapting solid existing infrastructure rather than building from scratch, especially when timelines are tight.
07
When asked about the potential sugar tax, Mira Jakupović jokes about making sugar-free baklava but quickly dismisses it: "baklava without sugar... it just doesn't work." For products with deeply embedded cultural or taste profiles, market pressures like new taxes may be met with adaptation, but core identity elements are non-negotiable.