VRIJEME JE ZA GOSPODARSTVO Ivan Miloloža

Guest Ivan MiloložaHosted by Darko BukovićMay 3, 2026

Ivan Miloloža

About this episode

What you'll hear in this conversation

The conversation begins with a stark reality: Ivan Miloloža, a veteran entrepreneur with 34 years at the helm of businesses, recently faced a situation so dire he considered shutting down production for the first time. His company, Munja, Croatia's sole battery factory, like many others, was hit by gas price hikes demanding "345% profit" just to cover costs. Miloloža has navigated Yugoslavia's collapse, the Croatian War of Independence, and the 2008 financial crisis. Yet, he views the current global economic landscape as perhaps the most challenging for entrepreneurs since the mid-20th century, exacerbated by what he sees as uniquely Croatian societal contradictions. He offers a candid look at the perception of private business, the role of leadership, and the strategies for enduring permanent crisis. Readers will consider how societal attitudes and political appointments can either stifle or support the very engine of economic growth.

Insights from the conversation

What to take from this episode

Ivan Miloloža points to gas price hikes that demand "345% profit" just to cover the added cost. When external shocks require impossible margins, the problem isn't the business model; it's the environment it operates in.

Having led businesses through Yugoslavia's collapse, the Croatian War of Independence, and the 2008 financial crisis, Miloloža asserts that the present global economic situation is uniquely challenging. Crisis is not new, but the current confluence of factors makes it fundamentally different from past local downturns.

After traveling to 142 countries, Miloloža observes Croatia as "one of the most specific holes on this planet Earth" in terms of social perception. A society that fought for a market economy now often demonizes the private entrepreneur, creating an internal contradiction that hinders progress.

Many who criticize entrepreneurs have "never worked in private, never in their lives paid themselves a salary, let alone someone else." Miloloža suggests that a lack of direct experience in private enterprise fuels a misunderstanding of its struggles and contributions.

Miloloža jokingly suggests a high-ranking official "couldn't even be a night shift porter at Munja," highlighting a systemic issue where political affiliation often outweighs expertise. When unqualified individuals hold positions of authority, the entire business environment suffers.

Miloloža's doctorate on business management strategies in crisis isn't a theoretical exercise; he calls it a "doctorate about his own life." The most practical insights into navigating prolonged instability often come from decades of direct, lived experience, not just academic study.

While external factors are undeniable, Miloloža insists on internal accountability, stating, "If my children are bad, it's not my neighbor's fault, but mine." Acknowledging global crises is necessary, but true resilience comes from owning the controllable parts of your strategy and execution.

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