VRIJEME JE ZA GOSPODARSTVO Tomislav Knezović

Guest Tomislav KnezovićHosted by Darko BukovićMay 3, 2026

Tomislav Knezović

About this episode

What you'll hear in this conversation

Tomislav Knezović's path into high-end furniture began not in design school or an industry apprenticeship, but with a background in rock music, singing in the London underground, and construction work in Germany. This unconventional start shaped his approach to business: a willingness to build from scratch, defy established norms, and commit to quality above all else. After successfully building and selling a mattress company, Knezović founded Prostoria. He entered a market where local manufacturers were still burdened by old ways of working, struggling to compete on price, and lacking their own product development. Knezović saw the only way forward was to focus on premium design and innovation, even if it meant starting with no product and no customer. His story offers a clear lesson in how to carve out a new market by rejecting the easy path and betting on a distinct vision.

Insights from the conversation

What to take from this episode

Knezović's path began with rock music, construction work in Germany, and singing in the London underground, not a furniture apprenticeship. The businesses that thrive aren't always the ones you planned; sometimes, they're the ones you stumble into after a diverse set of experiences.

After building Perfecta Dreams, Knezović sold the company to a Swedish group but stayed on as managing director for five more years. Sometimes, the most strategic exit isn't a clean break, but an extended handover that allows you to learn from a larger player before starting your next venture.

Knezović started Prostoria with no specific product or buyer, only a clear, non-negotiable mandate: "We must produce premium furniture, premium quality. We must be innovative." In a commoditized market, a firm commitment to a standard of excellence can be a more powerful initial compass than any market research.

To find designers for Prostoria, Knezović launched a competition with high prizes to attract the best Croatian talent, rather than hiring established names. Sometimes, the best way to cultivate a distinct brand identity is to invest in local, unproven talent, betting that a fresh perspective will outperform a safer, imported one.

Knezović observed that established manufacturers carried "the burden of socialism," having worked for others without developing their own products or skills. It is far harder to retrain a workforce accustomed to making a 13-euro product to suddenly produce a 130-euro one than it is to build a new culture from the ground up.

Croatia can no longer compete on low-cost mass production, as labor and infrastructure are too expensive compared to other European countries. Knezović argues the only viable path is to shift from "supermarket to boutique" — focusing on unique products, proprietary development, and specialized knowledge.

Prostoria's Poligon armchair has become so recognizable it is "more famous in the world than Prostoria itself," frequently chosen by global architects for major projects. A single product that becomes a recognized symbol, rather than a broad catalog, can sometimes become the most powerful ambassador for an entire brand.

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Explore further

ScenariosBusiness challenges CardsEducational cards TimelineTopic evolution