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Ivan Blažević
Episode · #369

VRIJEME JE ZA GOSPODARSTVO Ivan Blažević

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

Ivan Blažević started Blazing Edge from what he describes as a 'small space in a residential building where garbage used to be collected,' a detail that belies the company's rapid growth. Within eight years, the company found itself at a crossroads common to many successful startups: hit a growth ceiling, or join a larger entity. For Blazing Edge, the answer came in the form of Dept, a global digital agency that acquired them to become its regional hub. This conversation explores the realities behind such acquisitions. Blažević explains why a global player chooses a local team, often for reasons beyond market reach alone. He details the strategic shifts that come with integrating into a larger structure, from maintaining autonomy to exploring new markets. Readers will consider how the human element — the specific team and their expertise — often drives major corporate decisions, and how even a global entity can foster local independence.

Insights from the conversation
What to take from this episode
01
Blazing Edge started in a 'small space in a residential building where garbage used to be collected,' a detail that belies the company's rapid growth. The physical origins of a company often matter less than the speed and intensity of its early years, making eight years feel like twenty.
02
When asked why Dept acquired Blazing Edge, Blažević states the main reason was 'the people who work here.' For a global agency, the crucial asset isn't just market access or technology, but the proven talent and expertise of a specific team.
03
The surge in Croatian tech acquisitions isn't just about market maturity; it's also about hitting a growth ceiling. Blažević notes that 'everyone comes to a limit where you either have to seek help... or you can't go on alone,' forcing a strategic choice between acquisition and seeking significant external capital to scale independently.
04
Dept's 3D virtual solution for Eurovision originated from an internal need: creating a virtual gathering for its 2,500 employees when travel was impossible. The best external products often start as solutions to an urgent internal problem, then find their market.
05
Dept's general policy is not to 'interfere too much in our local organizations' as long as things are running well. Successful post-acquisition integration often depends on preserving the autonomy of the acquired team, allowing them to continue practices that work locally.
06
Blazing Edge's client portfolio spans diverse industries, from medical to global employment services, rather than focusing on a niche. This broad client base proved crucial during the pandemic, showing that a varied industry focus can build resilience against unforeseen market shocks.
07
Expanding into neighboring markets, Blazing Edge began by placing 'two colleagues actually working in Mostar,' rather than opening a full office. This measured approach shows that market entry doesn't require immediate large-scale investment; a small, focused test can validate potential.
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