Ten years ago, we spoke with Jelena Viktorović Ivanović, then an account manager at Leo Burnett, who already knew that organization was her calling and marketing her passion. Since then, Jelena has gone full circle through the marketing industry, from the agency world, through working on the client side, to her current role where she leads marketing and projects for MONDO and its associated magazines.
Today, a decade later, we revisit that story. Together with Jelena, we talk about what has changed, what has stayed the same, what it’s like to work from three completely different perspectives, and how close her vision of the communications industry’s future came to reality.
Ten years ago, you said that organization is your life’s calling and your greatest strength. After going through three completely different systems, the agency, client, and media, would you still say the same today? Or has your “superpower” transformed over time?
They say everything is about good organization. I have no idea who said that first or when, but they were definitely right. Thank you for calling it my superpower, because even though I’m proud of my organizational skills, I’m still learning and developing them. Every new environment requires a different approach, you can’t always solve everything with the same mechanism. I think it’s essential to constantly adapt and evolve, while staying true to some universal principles. Organization is still my foundation at work, it helps me plan and connect different segments optimally, balance everyone’s expectations, and achieve the best possible result.
If you had to name three moments that have most shaped your career over the past ten years, what would they be? And what would you tell those who are now going through their first professional struggles?
It seems quite easy to define the three key points that have marked my career path. As different as they may be, they all share one thing in common – change. Change has always been something I welcome, because otherwise, routine would quickly bore me.
The first point was the transition from the agency’s creative world to the client side. That was probably my first real step out of my comfort zone. However, I realized that change is sometimes the fastest way to grow, and that instead of fear, enthusiasm and curiosity are powerful motivators.
The second key point is actually two 😊 – my two maternity leaves, and the decision to make a career shift after each one. Those were my personal lessons in courage, endurance, and trust in my own capacities.
The third is certainly my entry into the media industry and gaining a comprehensive view of the entire communications ecosystem, which is changing faster than ever.
As for “professional struggles,” I feel sorry when I hear someone is going through them, though unfortunately, it’s quite common in our industry. I’ve been through such phases myself. I was lucky to recognize them in time and keep myself going with that famous line: “Hang in there, legend—this too shall pass.” Still, I believe every change brings growth, and if you’re searching for complete stability, then maybe change isn’t for you. It’s also extremely important to have someone you trust during times of transition or difficulty, someone who can listen, advise, calm you down, and help you get back on your feet. Whether it’s a family member, a friend, or a colleague, that support often makes the difference between losing faith in yourself and turning the situation into a chance for progress.
Agency, client, media, three worlds that often don’t speak the same language. How did you learn to translate between them? Which differences are the hardest, and which are the most valuable?
Yes, maybe they don’t speak the same language, but they inevitably share the same goals. In the agency, I learned how ideas are born and how to give creativity space and freedom. On the client side, I understood that an idea has very little chance of succeeding if it doesn’t make business sense. And in the media, no message is truly delivered if it doesn’t find its audience.
I also believe that the order in which I experienced them, agency, client, then media, was crucial, because it gave me priceless perspective. Now, I understand each side, their pressures, priorities, and limitations. And honestly, after all that, it’s hard for anyone to fool me or hide behind excuses. When you know how all parts of the system work, you can clearly see where the real problems are, and where it’s just poor communication or lack of organization.
For the past two years, you’ve been leading marketing and projects for MONDO and its associated magazines. In your current role, what does it look like to manage marketing in an industry that changes week by week? What does it mean to be a “relevant” media outlet today, and who even measures that anymore?
Maybe this is the right metaphor: it’s like trying to complete a puzzle while the pieces keep moving. Changes are fast, algorithms even faster, and audience attention has become the most valuable currency. For me, being a relevant media outlet means being authentic and useful—not the loudest, but the most credible. If the audience believes your content brings them value, then relevance is measured through impact and trust, not just clicks and impressions.
In your opinion, what are the biggest challenges the regional communications industry faces today, and how should they be addressed?
For quite some time now, we’ve treated speed as the standard. Everything is “for yesterday,” and that often leaves no room for deeper thought, the details that make a difference, or proper strategy. On top of that, we’re witnessing a lot of superficiality, amid a sea of information, there’s very little substance. Add to that the lack of trust between key industry players, insufficient understanding, and the misuse of new technologies and AI, and you get major missteps and missed opportunities. Continuous education, open dialogue, and respect for processes and accountability lines could help simplify how we face these challenges.
In your first interview, you mentioned that your rational and organizational side sometimes hindered your team’s creativity. Ten years later, how do you maintain the balance between structure and inspiration? And how do you encourage teams to stay creative within increasingly strict systems?
Ten years ago, I really believed that order and rationality somehow stifled spontaneity and creativity. But now I know that only well-set boundaries allow creativity to be directed toward a goal and fully expressed. Without structure, creativity can easily turn into chaos, and to avoid chaos, we need a certain degree of order. I’ve realized that balance between creativity and structure isn’t a fixed state, it’s a dynamic dance between planning and intuition. My intuition usually guides me to decide when to loosen structure so creativity can breathe freely, and when to tighten it to prevent disorder.
It has always been important to me that the people I work with understand why we’re doing something, not just what needs to be done. That’s why I encourage full involvement in the process, not just in specific tasks or activities, because people aren’t motivated by assignments alone, but by meaning. When they understand the purpose, they bring part of themselves into the work, their emotions, responsibility, and creativity. That’s the moment when a team stops being just a group of individuals and becomes a community united by a shared goal. Involvement builds a sense of belonging, and belonging breeds dedication. People who find their own value in the process don’t work just to finish a project, they work to make a difference.
Ten years ago, you said that the future of communication would be two-way and emotional. Looking back now, how right were you? And if not, where did the industry “take a wrong turn”?
I’m not sure if I was right… Communication has become two-way, and there are many successful examples of that, but it’s not communication in the way I imagined back then. Today, everyone has a “voice,” but very few truly listen. Perhaps the industry went off track the moment it put attention ahead of substance, authenticity, and quality. When we started chasing visibility instead of value. But I believe we’ll have to go back, because audiences want good content, people no longer want to be a “target,” but part of the story, and to find meaning for themselves in it.
Ten years ago, in the Young Leaders section, you told your peers to believe in themselves and never give up. Today, from the other side of that advice, with experience that no longer fits in a short bio, what would you tell the new generation just entering the industry? How should they approach their professional environment and the challenges ahead without losing focus or that naïve passion we all start with?
They should nurture and protect their beginner’s enthusiasm and passion, it’s important not to lose it once work becomes routine. Our industry demands and draws creativity and ideas from people, but it’s crucial to recognize that it’s unrealistic to always be inspired. Staying curious is what matters. Everything that sounds strange or unclear should be clarified quickly, and mistakes should be viewed as part of the process, not as proof of incompetence.
Also, I don’t want to ruin the magic for younger colleagues, but they should know that in the whole process of creating a campaign, pure creativity is actually the smallest part. Before and after that come lots of analytics, research, reading, and translating numbers into insights—and they should be ready for endless rows in Excel sheets and analytics tools. What I value most in my colleagues is perseverance and dedication, because through hard work, consistency, and a willingness to learn, people grow, not only professionally but personally.
Marketing is still often seen as a cost, not an investment. From your experience, why is it still so hard to change that perception? And how do you convince partners that trust is built long-term, not quarterly?
The results of marketing activities and campaigns often aren’t immediately visible. It takes time, depending on the type of campaign or activity. Of course, these activities come with costs that are measured right away, but the value they create appears only over time. Although awareness of the importance of marketing has grown, it’s still up to us to show that campaigns and communication don’t just drive short-term sales targets, but also shape perception, trust, loyalty, and all the elements that ultimately ensure a brand’s stability.
When it comes to partners and clients, good long-term relationships and trust are key, so even when results don’t come as expected, the partnership still holds.
Finally, looking back at your first interview and everything you’ve achieved since then, is there anything you would answer differently today? What would you emphasize or change in that conversation?
In the early years of my career, I felt the need to prove myself, to achieve everything and be uncompromising. Today, I choose to listen more carefully, not rush, and try to understand and accept every piece of feedback. I’ve realized that a career isn’t a one-way street but a journey full of crossroads, and there’s no need to hurry. From this perspective, I would tell my younger self not to try to prove everything to everyone right away, to enjoy the journey more, and to worry less, because it’s precisely that path, with all its twists, mistakes, and lessons, that has shaped who I am today. I would also tell her to trust her intuition more often, and that maybe not everything goes according to plan, but in the end, it always turns out the way it’s meant to.
