"The best kickoffs are when we struggle a bit on day one, because then we know we're doing something real
...what bugs you most about the CEO?
Anja: Ugh... Igor's an idea machine. And he'd love to execute everything overnight if he could. That can create some panic in the team. You know, this feeling that we have to jump on every new train. My role is often the counterweight to that: I check what's actually important, sort out priorities, and translate them into doable steps. I try to pump the brakes when needed, though I'm not sure he always hears me.
Jaka: Igor's the kind of person who wants everything done yesterday. Sometimes I get the feeling he doesn't see how much time things actually take. Especially when certain prerequisites need to be met, testing done. When that happens, I take a step back and think about what we can do right now and what we need to prep first to make it even feasible. I always check in with the team too – where we are, what we're still missing, and how realistically we can move forward.
What do you do when you find yourselves in a situation where a salesperson promised a bit too much? The classic oversell.
Anja: First, I calm the team down and gather the facts: what exactly was promised and what can we actually deliver. Then we put together a realistic plan and present it to the client. We're honest about it – they might not get everything all at once right away, but we can get there gradually, step by step.
Jaka: Yeah, basically the same. We start with analysis. What exactly was sold, what can we actually handle, and what are we still missing to make it work. We look at how much time and extra work it's going to require. Once we have a clear picture, we agree on a realistic plan with the team and present it to the client. We tell the salespeople they promised too much and not to do that anymore. They usually ignore that.
Do you have any stories with clients that are now part of FrodX legend and even new employees know about?
Anja: There's a saying – if the client isn't asking tough questions at the kickoff and everyone's just smiling, the project's going to crash and burn. The best kickoffs are when we struggle a bit on day one, because then we know we're doing something real. We love engaged clients who challenge us, ask questions, and aren't afraid to speak up about what's worrying them.
Jaka: Nothing comes to mind right now. Maybe a situation that's repeated a few times, when mid-project the client said: “Isn't this already included in the project?” Turns out some details were vaguely defined at the start, even though they had a huge impact on execution. Good reminder of how important the expectation-setting phase is.
What's the hardest part of your job?
Anja: Balancing people's needs with project pressures. Sometimes I have to protect the team and give them space to breathe, other times I need to push them a bit. It's constant practice in communication, clarity, and honesty. And planning, of course. If work and life have taught me anything, it's that you can't do without backup scenarios. You think plan A will be plenty, and then in the first week you realize you need the whole alphabet. Or at least scenarios through letter J.
Jaka: The biggest challenge is coordinating client demands with execution reality. Making sure the team doesn't lose heart when things don't go smoothly. Sometimes, actually almost always, you're caught between two fires: the client expects results, but the team's at the edge of their capacity. That's when it's crucial to keep your cool, motivate people, and remind them that we've succeeded before in situations that seemed impossible at first.
What did you expect when you applied for the job at FrodX? And what's the gap between ideals and reality?
Anja: I thought I'd mainly be a CRM and martech specialist. Today I'm more of a leader and mentor, helping people grow and opening doors for them. People whisperer. I really didn't expect that would become the best part of my job. I also didn't think I'd want to stick my nose into other people's business. But today there's no area of the company I'm not interested in. Well... I'd rather leave sales to Igor and the team. That's really not my cup of tea.
Jaka: Coming from a more corporate environment, I expected a similar level of structure and processes. But FrodX was way more dynamic and less organized back then. After the initial culture shock, I realized this was actually an opportunity to help co-create order, not just maintain it. A ton has changed in the last three years – processes are clearer, responsibilities more defined, and I think we know better now who does what and when.
How have you most changed FrodX, or where is your impact most visible?
Anja: For me, what matters most is that people enjoy working and function as a real team. I help connect seemingly disconnected worlds – project managers, developers, consultants, martech specialists – so they understand each other and see how their work impacts the common goal.
Jaka: I think my impact is most visible in structuring certain internal processes and setting standards that today allow project managers, the martech team, and developers to work in sync. I helped establish a system where it's clear what happens from kickoff to evaluation. And we didn't kill creativity in the process.
In your opinion, what is the biggest mistake FrodX made?
Anja: Sometimes we got excited about every new solution and quickly added things that later brought more complications than benefits. Today we're more mature – we'd rather simplify and remove what's not essential. We've learned that more isn't always better.
Jaka: Jumping into unproven technologies too fast. We dove into a project with solutions we didn't know well enough. Turned out the client's expectations and our assumptions were completely different. Not enough emphasis on communication in early project phases. Better to check three times than fix once.
"The biggest challenge is coordinating client demands with execution reality and making sure the team doesn't lose heart when things don't go smoothly.
