ZGRADONAČELNIK Dražen Pomper

Guest Dražen PomperHosted by Tin BašićMay 3, 2026

Dražen Pomper

About this episode

What you'll hear in this conversation

Dražen Pomper has managed urban properties long enough to see a balcony literally fall off a new building, and a staircase collapse in another during an earthquake. As the director of Monel, a company that has overseen more than 200 buildings in Zagreb since 1994, he has a clear view of where the real estate management industry struggles, and where it succeeds. He argues that the most persistent challenges aren't structural defects or financial constraints, but the enduring belief among many residents that 'some auntie at the municipality' is still responsible for their shared property. This conversation cuts through the technicalities of building upkeep to examine the human side of property management, revealing how historical context and individual psychology shape the daily realities of communal living, and what it takes to foster a sense of shared ownership.

Insights from the conversation

What to take from this episode

A new building's balcony falling off, and later a staircase collapsing in another new construction during an earthquake, were among Dražen Pomper's worst experiences. These dramatic failures challenge the assumption that new construction is inherently more secure, forcing managers to confront severe structural issues even in recently completed properties.

The 'snowball effect' of energy renovation, where neighbors see a completed project and inquire about it, is what Dražen Pomper credits for the widespread adoption of such projects. No amount of persuasion matches the impact of visible, positive outcomes in your immediate environment; people follow what they see working next door.

Even after 21 years under a new legal framework, Dražen Pomper identifies the greatest challenge as tenants' lingering belief that 'some auntie at the municipality' is responsible for their building. A legislative change alone does not alter deeply ingrained historical habits of passive ownership; it takes decades to shift collective mindset.

In 2014, Monel began educating co-owners, often concluding presentations with a slide stating that managers and owners are 'on the same side.' Overcoming the historical antagonism between property managers and residents requires proactive efforts to redefine the relationship, moving it from a perceived conflict to a shared objective.

The core problem that Dražen Pomper believes can always be solved is internal disagreement among co-owners, often stemming from differing financial capacities or desires. When people forget they 'must tolerate each other' in a shared building, no amount of external management can compensate for a lack of basic interpersonal understanding.

Dražen Pomper describes the property management market as 'poorly developed' in terms of competition, with many companies viewing the work as merely 'printing payment slips and paying bills.' This narrow perception of the role, despite its complex demands across law, finance, and banking, stifles innovation and limits the quality of service available to owners.

Dražen Pomper criticizes the working version of the new Law on Building Management and Maintenance because it 'multiplies existing laws,' duplicating articles already present in other legislation. Redundant legal frameworks do not clarify; they complicate, making the system less efficient without introducing new, necessary regulations.

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