Robert Jurica Krajačić
Episode · #466
VRIJEME JE ZA GOSPODARSTVO Robert Jurica Krajačić
Guest Robert Jurica KrajačićHosted by Darko BukovićMay 3, 2026
Robert Jurica Krajačić
About this episode
What you'll hear in this conversation
Robert Jurica Krajačić of Printera Group holds a contrarian view on economic downturns: they are not just to be survived, but seized for growth. His company was forged in the fire of the 2008 financial crisis, a merger of three family businesses. Today, amid a global energy crisis, Printera has just completed a 3 million euro factory in seven months and invested another 3.4 million in new production lines. This conversation isn't about weathering storms; it's about how to make audacious moves when others are retreating, how to build resilience through consolidation, manage the complexities of multi-owner businesses, and find enduring value in niches like printed books. You'll walk away reconsidering what "crisis management" truly means.
Insights from the conversation
What to take from this episode
01
Printera Group was formed by merging three companies during the 2008 financial crisis, and recently invested 3.4 million euros in new lines during the current energy crisis. Some businesses retreat in a downturn; others see the moment to consolidate, invest, and gain ground.
02
Printera's new 3 million euro production facility was built and occupied in just seven months, from the first shovel to technical inspection. Rapid execution on large capital projects isn't just about efficiency; it's about seizing a window of opportunity others might miss.
03
The original merger of three family-owned printing companies was "100%," with no path back if it failed. When you burn the boats and commit fully to a consolidation, you create a powerful incentive for success that a partial integration cannot match.
04
A year before the full merger, seven different printing companies, including the three that would later form Printera, unified their procurement. Testing the waters with shared functions like purchasing can de-risk a larger consolidation by building trust and proving collective benefits.
05
When five owners first sat on Printera's board, the patriarch set a non-negotiable rule: "Everything that happens, happens behind these doors. After leaving this room, you must be united." For multi-owner businesses, especially family ones, internal disagreements must stay internal; external unity is paramount.
06
Over time, the five-person board that started Printera streamlined to two core owners, with others successfully pursuing ventures in coffee and tourism. Successful consolidation often involves an evolution of ownership, allowing individuals to specialize and the core business to maintain a tighter focus.
07
Asked whether print is dead, Krajačić responds, "It's not dead, just like radio isn't dead," pointing to the enduring niche of books. The survival of traditional industries hinges on identifying resilient segments where tactile experience and physical presence offer unique value that digital formats cannot replicate.