Tijana Mihajlović
Showing 1–3 of 3 transcripts.
- Goldman Sachs24 min
Robert Kraft: Creating a Championship Culture
Robert Kraft, Tijana Mihajlović, Greg Carey
Robert Kraft, Chairman of the Kraft Group and owner of the New England Patriots, outlines a leadership philosophy prioritizing character and relationship-building that has transformed a struggling franchise into a five-time Super Bowl champion under his stewardship. Leveraging high-risk strategies to expand his business globally and securing private financing for Gillette Stadium during a market freeze, he has cultivated deep institutional loyalty through key hires like Bill Belichick and Tom Brady. Beyond football, Kraft serves as a foundational figure in Major League Soccer and the 2026 World Cup committee, driving youth development and national infrastructure projects while adhering to an ethical code centered on enriching the lives of others.
- Y Combinator21 min
Urska Srsen Speaks at Y Combinator Female Founder Conference 2016
Urska Srsen, Tijana Mihajlović, Urška
Bellabeat co-founder and CEO Urška Mihajlović led the Slovenian health technology firm from a personal project in Zagreb to a profitable entity with over 350,000 units shipped. By relocating to Y Combinator in 2014 to overcome European market fragmentation, the company cultivated an "underdog" culture that enabled the physical production of its modular jewelry line, the Leaf, in Dongguan. This strategic expansion into hardware manufacturing solidified Bellabeat's mission to deliver accessible preventive care tools specifically designed for women.
- Milken Institute1h 20m
Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration
Ed Catmull outlines a leadership philosophy at Pixar that prioritizes building resilient teams and protecting vulnerable creative concepts over immediate commercial safety or rigid IP protection. Through mechanisms like the unfiltered "Brain Trust" and the strategic separation of Disney and Pixar operations, Catmull cultivated a culture where iterative failure and the balancing act between production demands ("the hungry beast") and artistic development ("the ugly baby") drive long-term innovation. This approach, which evolved from Catmull's own early misconceptions about self-managing talent and Steve Jobs' leadership transition, ultimately sustained a unique organizational environment capable of consistently delivering high-risk, high-reward animated films.