At this phase of my engagement in a real sector, the main goal was to apply all my experience in industry, accounting, finance, HRM in a way to provide financial and operational reconstructing, debt advisory, then help private owner to make a corporate transformation (from inside toward outside).I have managed to established a new Company organization, responsible for setting up the Company's strategy, daily liquidity management, selecting and implementing a new ERP solution (ImelBis), establishing a process of planning, controlling, reporting and introducing regular operational monitoring of KPIs, introducing the Project Management approach in the production, the recruiter who has placed 5 employees in hard-to-fill positions and that great hires changed the course of entire company, created a feasibility projects, lead the design, development and implementation of value-added business analytics and seeks external benchmarking to provide insights to drive targeted actions. As a final result of all these measures, the Company began to grow and recorded the highest turnover as they exist (14.9 M € in 2023). Income and EBITDA increased by more than 1,025% compared 6 years ago.

My overriding goals were:• Ensuring the efficient use of all production capacities, material, HR and financial resources using the ImelBis developed and customized ERP system,• Setting up the group’s strategy, transformation and operations of a multifunctional Business Productions Organization,• Brings market perspective through effective and creative benchmarking, drives financial performance and growth, enables understanding of products and customer profitability and evaluates investments, acquisitions and diverse opportunities,• Identifying and implementing of key performance indicators (KPIs), creating, maintaining and preserving value within a complex business group, and focusing the management of the most significant risks and opportunities.In a period of fewer than two years, I have provided insight into business profitability, value creation, and growth opportunities through a deep understanding of the relationships between revenues, costs, inflows and outflows of financial resources and balance sheets.

After a successful engagement in BBI Bank, I was appointed by the Bank’s Supervisory Board as the CEO of a company with many years of experience in fruit processing. An International Investment Fund appeared to invest financial resources in the fruit processing project at the Sarajevo Business Forum, an Internal investment conference that has gain a global reputation and prestige, organized by the BBI VIP Business Club. The company was bought in bankruptcy by the ZERAA Foreign Investment Fund from Dubai (UAE) which decided to invest significant funds in the reconstruction and modernization of the company.What was my responsibility and what I have achieved among everything else:• Participated in negotiations regarding the investment of € 3 M in the purchase of a bankrupt company. Together with the investment team, I managed an investment in the renovation of production facilities and administrative building, investment in plants and equipment (production line for the production of juices, marmalades and jams; dryers for drying fruit; vertical plate freezers for the production of frozen fruit blocks), investment in sour cherry and plum plantations in the amount of € 4.4 M.• Supervise the implementation of ERP and the Financial System,• Coordinates and monitors the daily operations of responsible departments,• Managed the company’s strategy and all marketing, business development and financial decisions. • Implemented an International Benchmarking system and comparison of the company’s data based on the Balanced Scorecard System (BSC) with competitors around the world,As a pivotal figure in promoting business growth, at the head of the company, I have worked with key clients to identify operational excellence opportunities, develop innovative solutions and lead change management initiatives that have ensured the successful transformation of an organization’s performance capabilities, to attain continuing value creation for its stakeholders.

After all this industry experience, my career went into the finance sector in order to help and support the real sector. For the clients I found, my task was to offer different types of short-term and long-term financing. All clients were with respectable credit histories and there was no risky financing.During the 2-year period of time, I have managed to increase our portfolio client base and the Bank began to grow rapidly.• Created a business and financial analysis and financing proposal for SMEs and corporate clients that was approved by the Risk Department and the Financing and Investment Committee. • Acquired a total of 23 new clients from the area of Tuzla Canton and financing of 11.8 M € was approved,• Financed a debt redemption from other competitive banks,• Periodical risk assessment of each material significant client (individually and on a portfolio basis).• I was a lecturer for the training of BBI bank employees on the topic “Practical application of the Benchmarking system in Bosnia and Herzegovina, as a factor in strengthening the competitive advantages of B&H enterprises” and “Business plan, development of financing application”, and the organizer of the seminar was the BBI Academy.As for the number and amount of financing, more corporate clients were financed in two years of my work than in 9 years of operating the office in Tuzla. All proposals for financing SME and corporate clients were approved without a single exception, because a high-quality financial analysis of all clients was done, and I didn’t want risky clients to be financed who are unable to meet their obligations.

As a Project Manager, I led some significant projects ranging from finance, tax, marketing, benchmarking, education, writing business plans. While working in this company, where in which I was a co-owner, I worked on the implementation of the following projects:• Conducted a training for the improvement of business skills of Agricultural producers and Processors granted by the project Fostering Agricultural Markets Activity (FARMA) - USAID/Sida.• Financial expert on the project “Corridor Vc – Assistance with Transformation of Federation of Bosnia and Herzegovina Motorways Directorate into Public Company”. The main objectives of this assignment were to assist with the transformation of the FBIH Motorways Directorate into an autonomous government-owned company, the FBIH Motorways Company ltd., and to assist the newly formed company with business planning and the introduction of the management systems. This project is financed by the EBRD.• Provision of international business performance comparison / benchmarking services to domestic companies. • Projects title “Preparation of long-term business plan” and “Business plan”, beneficiary’s names Vita-Life d.o.o. Visoko and Sinkro d.o.o. Sarajevo, grant agreements with EBRD.• Valuation of the company Euro-Ratan doo Pula Croatia, Discount Cash Flow – DCF method.• Trainer on the topic of “Foreign Markets Research”, a program to support the development of exports from B&H, financed by WIG International EU.As a final result of all these benchmarking reports, I benchmarked a total of 84 domestic companies which were compared with 7,174 competing companies from around the world, which had a total of 6,608 employees, which achieved total revenue of € 542 M, exports of € 164 M and net profit of € 22 M. Due to the ever-changing business environment, it is also important to keep up to date with latest business and relevant industry trends.

Cooperation with the respected Croatian company began even before I accepted the position of CEO for B&H. Given that I have been involved in the development of business plans for a long time for companies that apply to commercial banks for loans, I have had good business cooperation with some bank officials. So a bank official from Raiffeisen Bank Tuzla contacted me, suggested that I do a business plan for the company Prima Sofa as a potentially good project for financing, and gave me the contact information of the company’s management and owner. After a successfully completed project and an approved long-term loan, the owner of the company invited me to run the company and we agreed on my transfer.Among all CEO activities such as planning, organizing upholstered furniture production, sales and procurement, HRM, accounting and finance, IT, QMS, logistic, and monitoring the investment project for the construction of production facilities was the most demanding in the end. Thanks to external sources of financing and a long-term loan from Raiffeisen Bank of € 1.1 M on relatively favorable financial terms, today we have a very respectable company. In two years, sales increased by 150% and we managed to turn around from a negative financial result to a profitability of 7.9% in relation to sales revenue.

While other companies stopped working, during and immediately after the end of the war, Vegafruit become the largest company for fruit and vegetable processing in B&H and the region. My father and I were founding members of Vegafruit, a privately owned fruit and vegetable processing company that exported final products to the Western Balkan, European Union Countries, US, Canada, Australia and Libya. Approximately 7,000 small farmers produced fruit and vegetable for Vegafruit and they were organized into more than 7 farmer’s cooperatives. As QM, Financial and Marketing Manager for Vegafruit, I was responsible for establishing the systems processes, and procedures required for the development and promotion of products; conducting market research in domestic, regional, and export markets; developing marketing strategies and plans; negotiations with suppliers, buyers, government officials and lending institutions; creation Vegafruit’s brands for different product groups (i.e. Swity for fruit juices, Fruby for marmalades and jams, Vegy for processed vegetables and Vegafruit Organic for a palette of organic products); and forging and maintaining close relationships with all market players throughout the fruit and vegetable value chain.