I find where the structure breaks between strategy and delivery, and I fix it.

Most organizations do not have an idea problem. They have a structure problem: unclear ownership, stalled decisions, work that does not move. I’ve spent most of my career seeing the system underneath that mess.

I’ve been doing this since 2008.

I started in an Estonian startup in mobile payments, leading expansion across Southeast Europe. After that, I founded my first company, where i built one of the first advertising platforms in the region. I also helped kickstart Serbia’s startup and innovation ecosystem, designing and running the country’s first startup accelerator. More than ten startups came through the programs I created. They went on to raise over $5 million and generate more than $20 million in revenue in their early years.

From there, I founded and led a product agency, delivering products for clients including the World Health Organization and the International Water Association — a 10,000-plus-member institution running on legacy processes, spreadsheets, email, and fragmented workflows. Through that work, we modernized core processes and products, reworked the revenue logic, built multiple web and mobile products, and replaced a two-year manual data reporting cycle with near real-time systems. I learned that the same structural problems show up in very different environments, and the same discipline can fix them.

Then I moved into consulting. Early on, Microsoft brought me in to untangle a highly complex, poorly documented workflow spread across the tech giant and its vendors, with dozens of human and software touchpoints. I mapped the mess, made the bottlenecks visible, and rebuilt the flow. I kept launching products from zero to market across very different domains: a marketplace connecting fine-dining chefs with high-end clients, a B2B platform for the high-fashion industry that took me into field discovery at Paris Fashion Week in 2022 (a nice perk of the job). There was also Veli.io, a web3 investing platform I helped shape and build from the earliest idea stage, and advisory work for a D2C sleep-supplement brand, where I built the launch around an early-adopter study that tracked how well the product actually worked.

Then, in 2022, I got a call from FC Red Star Belgrade to come in and discuss a large digital transformation and modernization project.

Red Star is my club. I was nine when they won the European Cup and the Intercontinental Cup — one of my strongest childhood memories, and the reason I’ve been a supporter ever since. When that call came, it was not just another engagement. It was a childhood dream in a form I never pictured: part of that team from the boardroom, not the field. Funny how life goes.

I worked on that transformation across two seasons. It generated €2.7 million in revenue from email alone, brought 18x ROI overall and grew the usable fan database from 18,000 to 80,000 in a single season. More importantly, it showed how effective real product, tech, and systems knowledge can be in sport. Sports organizations already have emotionally powerful brands and deep loyalty. What they often lack are the systems to turn that into consistent commercial performance.

That is still where I’m building now. Through recent projects like a venture building effort at WallStreetFootball.io and building and launching DinkDish.com, I’m continuing to apply years of tech, product, and systems work in and around the sports industry. That is where I feel most at home, and where I’ve seen most clearly how much value can be created when sports organizations finally get the systems they need behind them.

When the system starts working, the bottom line starts moving — Red Star showed me that clearly. I’d like to do more of it.