·
All episodes
Krešimir Žaković
Episode · #517

ZGRADONAČELNIK Krešimir Ižaković

Guest Krešimir ŽakovićHosted by Tin BašićMay 3, 2026
About this episode
What you'll hear in this conversation

Managing a high-rise residential building with 133 apartments and 260 residents is, in essence, running a small enterprise—complete with a substantial annual budget, stakeholder relations, and complex operational demands. But unlike a typical company, the 'CEO' often steps into the role out of necessity, not ambition, facing challenges that range from financial insolvency to pest control. Krešimir Žaković is one such leader. He became the representative of co-owners for his Osijek skyscraper in 2007, inheriting a building so financially strapped it couldn't pay its electricity bill. His story isn't just about turning around a failing asset; it's about applying sharp business acumen to a communal living space, transforming it into a self-sustaining entity capable of funding major projects. He describes his role not as a director, but as a 'service provider' whose task is to 'ease and improve the lives of tenants.' His experience offers a rare look into the gritty, hands-on reality of managing shared resources, building trust among a diverse group of stakeholders, and finding overlooked revenue streams in unexpected places. You will walk away with a renewed appreciation for the often-invisible work that keeps our communities functional, and practical lessons in leadership from the ground up.

Insights from the conversation
What to take from this episode
01
The skyscraper's electricity was cut in 2007 because it couldn't pay its bills, leaving a disabled resident unable to access dialysis. Sometimes, the most acute failures in basic services are the catalyst that forces a new leader to emerge and apply business principles where they are most critically needed.
02
Krešimir Žaković rejects the title of 'director,' preferring to be seen as a 'service provider' or 'manager' who improves residents' lives, even as he handles a significant annual budget, pest control, and plumbing. True operational leadership in a communal setting demands a hands-on approach to unglamorous tasks, distinguishing it from traditional corporate management.
03
His first financial move was to triple the building's income by renegotiating contracts for existing mobile phone antennas, an HT central, and radio stations housed within the building. Overlooked existing assets, even in a non-profit or residential context, can be significant, immediate revenue generators if actively managed and re-valued.
04
Residents initially viewed him with skepticism, but their full trust was earned only after they 'saw that the money was purposefully spent' on tangible projects like a new disabled ramp. Credibility in a new leadership role, especially in a community, is built on transparent financial management and visible, meaningful improvements that directly benefit stakeholders.
05
Instead of repeatedly patching leaks, Krešimir pushed for a comprehensive 'inverted roof' renovation in 2013, adding ten centimeters of XPS insulation to reduce thermal stress. Investing in holistic, preventative solutions for infrastructure often proves more cost-effective and beneficial long-term than continuous, reactive spot repairs.
06
Installing video surveillance in 2009 significantly reduced thefts from basements and bicycle storage, helping police catch culprits and solving 'a lot of interpersonal problems.' Addressing fundamental security concerns with concrete measures can deliver immediate, measurable improvements in quality of life and foster a stronger sense of community.
Explore further
ScenariosBusiness challengesCardsEducational cardsTimelineTopic evolution