Igor Vukašinović

In times of crisis, leadership is not reflected in strategies on paper but in daily decisions, the speed of response, and the way leaders communicate with their teams. According to Igor Vukašinović, such situations clearly reveal who truly leads and who merely manages processes.

Igor Vukašinović is the Director of Apatin Brewery and Country Leader for Serbia and Montenegro at Molson Coors Beverage Company, overseeing two breweries and a team of over 1,000 employees. With 16 years of experience in the brewing industry and a series of regional leadership roles, including Director of Commercial Excellence and Director of Procurement for the Central Eastern Europe region, Igor has built a distinguished career. As a graduate in economics, he began his career in finance at the Coca-Cola company, and he joined Apatin Brewery in early 2010. Igor is a member of the Board of Directors of NALED and a member of the Board of Directors of the Association of Brewers of Serbia.

From Operational Excellence to Strategic Leadership

Before enrolling in the MBA program, Igor’s career was marked by a focus on operational excellence. However, he was already in an influential leadership position that allowed him to engage with strategy and corporate culture. Just before joining the COTRUGLI Executive MBA program, he took on the regional role of Director of Procurement for the Central Eastern Europe region.

“This coincided with the COVID-19 pandemic, and my first module was already online. Being in charge of procurement during such times was the most challenging role – securing raw materials, fuel, masks… it was a near-impossible mission. I was constantly in crisis mode,” Igor recalls.

Working under crisis conditions reshaped Igor’s perspective on leadership. The exchange of experiences with colleagues from various industries and working on real business cases helped him see the bigger picture. “Conversations with colleagues who were in the same situation helped me navigate that period more easily. I began to focus more on adaptability and resilience, as well as on how to get the organization back on track during challenging times.”

The most significant change for him was transitioning from industry-specific leadership to a broader business perspective. “I realized that corporate culture is a key element of leadership, and today I place the greatest importance on it.”

Current Leadership Path and Challenges

Today, Igor describes his leadership style as authentic and pragmatic. He believes that such leaders have shown the greatest resilience during turbulent times. “I believe authentic leaders have demonstrated resilience in turbulent times; those who maintained their style and enhanced it navigated unpredictable situations more effectively. The speed of decision-making is often crucial, sometimes it’s more important to make a decision on time than to wait for the perfect moment. I follow the principle: readiness at 70–80%, speed at 120%.”

He has learned that failure is not the end but part of the maturation process. “Today, I make decisions faster, leave failures behind, and focus on the next challenge. In my opinion, that’s the essence of leadership development.”

Developing Leaders for Uncertain Business Opportunities

For Igor, modules like Entrepreneurship and Self Awareness and Personal Enlightenment were pivotal. “The Entrepreneurship module forced us to think realistically and create solutions that could survive in crisis conditions. The Self Awareness and Personal Enlightenment module helped me better understand myself as a leader and develop resilience and adaptability.”

Mentorship as a Two-Way Process

Throughout his career, Igor has had the opportunity to be both a mentor and a mentee. “Mentorship makes sense when both sides understand its purpose; it’s not about providing ready-made solutions but asking smart questions that encourage thinking.” He adds that his conversations with mentors have been the most valuable learning experiences, shaping his own approach.

Currently, he participates in a mentorship program within his company and looks forward to future opportunities for mentorship, particularly within the COTRUGLI community.

Key Moments and Career Lessons

Igor highlights several key moments that shaped his way of thinking. “Working on a strategic project with McKinsey changed my approach. I learned to think about how something can be realized instead of focusing on limitations.”

Throughout his career, he has had the chance to learn from exceptional professionals, but he attributes his development primarily to his curiosity and initiative. “I’m always seeking knowledge – through literature, podcasts, and online platforms… The MBA was my own initiative, even during the most challenging period.”

Advice for Future Leaders

“A true leader never stops learning. Knowledge cannot be completed; there’s always an update,” Igor says. He advises young leaders to take initiative, be courageous, and remain authentic. “Regardless of the different positions or people a leader encounters, it’s common to see individuals start imitating their superiors. It’s important to retain your true self in all those situations.”

Igor’s perspective on failure is clear: “Failure should be seen as an opportunity to learn – the problem arises only if we fail to learn from repeated mistakes.”

What Does It Mean to Be a Successful Leader? 

“For me, it’s crucial that a leader remains authentic – self-aware, empathetic, and skilled in communication. It’s also important to be self-critical, to view every interaction with people as an opportunity to learn rather than impose your own opinion. Leaders must make quick decisions and rely on their teams.”

Igor concludes that culture is perhaps the strongest element of a company’s success: “It is built at every level, and at higher positions, it becomes a priority.”