Our reporter in Dubai spoke with the president of the UAE–Croatia Business Club, a platform that helps Croatian companies enter the demanding but promising market of the Emirates: What seems impossible elsewhere, Dubai turns into reality.
Neven Roginić, founder and president of the UAE–Croatia Business Club, is one of the key Croatian visionaries who recognized the strategic potential of connecting the Croatian and Emirati economies. He built his entrepreneurial path through his own company, Format 3D, one of the leading architectural visualization studios in the region, and experienced international success by participating in major projects such as “Belgrade Waterfront,” where his expertise was recognized by global investors like Emaar and Eagle Hills. His experience of doing business in the Middle East, along with the challenges he faced at the time, inspired him to establish the UAE–Croatia Business Club—a platform that today helps Croatian companies take their first steps into the demanding yet opportunity-rich Emirati market. In this interview for Večernji list, Roginić shares how the idea for the Club was born, which sectors offer the most potential for cooperation, what challenges Croatian entrepreneurs face, and what role new technologies and the Croatian diaspora play in that process.
How did the idea of founding the Croatia Business Club come about, and what personally motivated you?
The idea came from my personal experience doing business between Croatia and the United Arab Emirates. Over the years of developing international projects through my company Format 3D—which is one of the largest studios for 3D architectural visualizations in the region—I noticed that many Croatian companies lacked structured support when entering the Emirati market. My motivation came from that personal challenge. When I was entering the UAE market, I was completely on my own—there was no platform to guide me through the first steps, verify business opportunities, or connect me with relevant people.
Today, through the UAE–Croatia Business Club, we want to offer exactly that to others—we want to be that platform. The project is strongly supported by the UAE Embassy in Berlin, and the collaboration with institutions such as the UAE Ministry of Economy, the EU Delegation to the UAE, Dubai Chambers, Abu Dhabi Chambers, the Croatian Chamber of Economy, and various ministries, business networks, and trade organizations has further strengthened this initiative.
Which sectors currently hold the most potential for cooperation between the UAE and Croatia?
The greatest potential lies in tourism, renewable energy, food and agriculture, the IT sector, and infrastructure. The Emirates are looking for quality partners to help diversify their economy, and Croatia offers highly competitive solutions in these areas.
As part of the upcoming visit of a delegation of Emirati investors to Croatia—which we are organizing in collaboration with the UAE Ministry of Economy and the Government of the Republic of Croatia—we will place special focus on projects in sectors such as the food industry, smart agriculture, hospitality capacities, major infrastructure developments, and advanced technology platforms. Companies like Infobip, Podravka, Rimac, and Končar have already been recognized as strategic examples of successful Croatian businesses with high investment potential.
Can you describe what a typical business meeting between Croatian and Emirati investors looks like?
Meetings are very formal and structured, but always include a degree of personal trust. In the Emirates, the relationship comes before the transaction—before the numbers, personal reputation matters most. On the Croatian side, we often have excellent products and services, but without proper communication and partnership, they don’t succeed.
That’s why Advising Solutions, my consulting firm, as well as the digital agency L33T, often support Croatian entrepreneurs in preparing for business engagements, creating presentations, and advising on business protocols. Recently, thanks to the engagement of our club members—including Adel Alawadhi from The Corporate Group—we’ve increasingly been securing concrete agreements and joint projects.
What are the biggest challenges Croatian entrepreneurs face when entering the UAE market?
Our Club offers practical tools: legal support, local networking, interpretation of business culture, tax advisory, and individual mentoring. We have a network of top-tier local partners, including law firms, banks, business zones, developers, and investors. Every company that wants to enter the market first goes through our onboarding process—in which we define the optimal approach together and assess business potential. This reduces the risks of entering a market that, while rich in opportunities, also brings certain complexities.
How does the Club help Croatian companies overcome administrative and cultural barriers?
Our Club offers practical tools: legal support, local networking, interpretation of business culture, tax advisory, and individual mentoring.
We have a network of top-tier local partners, including law firms, banks, business zones, developers, and investors.
Every company that wants to enter the market first goes through our onboarding process—in which we define the optimal approach together and assess business potential.
This reduces the risks of entering a market that, while rich in opportunities, also brings certain complexities.
What are the concrete results of the cooperation so far? Are there any success stories?
Yes, we have several companies that, with our help, have completed their first projects in the UAE. Among them is Wizi, a Croatian transportation platform now expanding into the UAE market, as well some big IT companies, currently in the process of entering the market.
There are also a number of lesser-known but highly capable and quality companies we work with daily to prepare them for entry into this dynamic market.
Through Format 3D, we’ve been working with developers like Emaar and Union Properties for some time, and we’re now helping other Croatian architectural and construction firms enter the UAE market through our projects.
How do you see the role of digital platforms and new technologies in future business networking between the UAE and Croatia?
Digital marketing today plays a key role in positioning on the market, especially during the first contact with potential partners and investors.
At L33T Digital Agency, we develop strategic approaches that include precise campaign targeting, content tailored to local markets, and the creation of premium presentation materials—from pitch decks and websites to promotional videos.
However, while digital presence can open the door, it is personal contact that closes it.
The UAE market is unique in that trust is built personally—through physical presence, continuous communication, and a willingness to be locally available.
That’s why our model combines both approaches: a strong digital presence as an introduction, followed by a clear plan for local positioning and personal presence on the ground.
Without that second step, serious and sustainable entry into this market is not possible.
What is the role of the Croatian diaspora in the Emirates in developing business ties?
Very significant. Although small in number, the Croatian diaspora in the UAE is of exceptionally high quality. It consists of individuals in senior management positions, corporations, and entrepreneurship.
They often act as informal bridges between Croatia and the Emirates, as they understand both cultures, know the mentality, and are familiar with how the market operates.
Within the UAE–Croatia Business Club, we dedicate special attention to involving members of the diaspora in our work.
For example, my deputy and vice president of the Council, Ida Pandur, has been living and working in Dubai for some time and actively participates in the Club’s activities as well as in the process of establishing the Croatian Business Council within Dubai Chambers.
I’m proud that we’ve become recognized among our people living in the UAE.
Although there are only about 2,500 of us, compared to some other diasporas, our strength lies in our willingness to collaborate and support one another.
Our organization provides a platform where members of the diaspora can actively contribute—through mentorship, referrals, or direct involvement in projects and business initiatives.
This way, we strengthen Croatia’s presence in the region and demonstrate that, although small in number, we can leave a strong and influential mark.
In that context, I must highlight our Consul General in Dubai, Mr. Jasmin Devlić, whose engagement, openness, and effectiveness have shown how valuable quality diplomatic presence can be in strengthening business and institutional ties between Croatia and the UAE. His support for our initiatives has been of exceptional importance.
How open are the Emirates to foreign partners when it comes to real estate and construction?
The United Arab Emirates, and especially Dubai, are extremely open to foreign investors and professionals. The real estate market is one of the most well-regulated in the world, and the investment protection system is highly sophisticated. Investor capital is deposited into protected escrow accounts, which virtually eliminates the risk of fraud.
Ownership restrictions do exist in certain parts of the “mainland” zone, but models such as “freehold” and “freezone” are tailored for foreign investors, allowing them full control over property and operations. Dubai is experiencing extraordinary growth. Just last year, the city grew by 250,000 new residents, reaching a population of 3.9 million. Projections indicate that by 2040, that number could reach 7 million.
This growth is accompanied by major investment in infrastructure: new roads, healthcare facilities, schools, kindergartens, shopping centers, hospitality, sports, and entertainment venues are being built.
That’s why many of our partners—particularly in construction, architecture, and interior design—see exceptional business opportunities in the Emirates. However, they must have a clear strategy, long-term commitment, and a reliable local team.
Are there plans to expand the Business Club into other regions of the Middle East?
For now, we are focused on the United Arab Emirates, but we also support other initiatives that help Croatian entrepreneurs enter Middle Eastern markets.
I’d like to highlight the Croatian business delegation, which has already successfully led two missions of Croatian businesspeople to Saudi Arabia, opening concrete cooperation opportunities with partners there.
Much of the credit goes to the delegation’s initiators—Željko Hanžek, Zoran Šegić, and Aco Momčilović—established experts and respected members of the Croatian business community who are systematically building business bridges between Croatia and the Gulf countries. There are also joint activities planned in the UAE, which we will, I believe, have the opportunity to discuss in more detail soon.
The Middle East in general is a very open market for high-quality solutions and experts with experience gained in Europe.
Croatian professionals and entrepreneurs certainly have the knowledge and skills that this region has been recognizing and utilizing for years.
However, in everything we do, we follow the principle of gradual progress—meaning we are building a solid network and tangible results, not expanding just for the sake of expansion, but aiming for sustainable and strategic development.
You participated in the "Belgrade Waterfront" project. How did your involvement unfold, and what did you learn from that experience?
Our involvement in the “Belgrade Waterfront” project was a key moment in establishing Format 3D’s reputation for quality.
During the creation of high-quality visualizations for real estate marketing purposes, we partnered with Eagle Hills, a sister company of Emaar. This was also our first collaboration with the Emaar group.
We secured the project solely based on our expertise, reputation, and ability to clearly present complex solutions. Format 3D has teams in Zagreb, Dubai, Belgrade, Novi Sad, Wrocław, and Eindhoven, who work daily on international projects for clients from Europe and the Middle East.
We also create interior designs for prestigious hotel brands such as Hilton, Marriott, Accor, Hyatt, and Radisson.
Our participation in “Belgrade Waterfront” opened the doors to Dubai, as Emaar placed us on their vendor list afterward.
What I learned from that experience is that top-tier quality always finds its way—regardless of which country you come from.
What are the key differences in urban center design between the Balkans and the Emirates?
In the Emirates, all major projects are planned in accordance with clearly defined, long-term urban strategies.
There is alignment between investors, architects, regulatory bodies, and infrastructure systems. Everything is coordinated with a development vision that spans decades. In such a context, every element—from traffic, energy efficiency, and sustainability to public spaces and utilities—has its place and function.
In contrast, in the Balkans, development is still often based on short-term opportunities, ad hoc investments, and short-sighted interests.
This approach leads to urban fragmentation, reduced spatial functionality, and weaker integration of infrastructure systems. In the Emirates, there is a readiness to invest in long-term goals and technological innovation, whereas in our region, improvisation and unsustainable compromises are still too common.
That difference in strategic thinking is the most visible contrast between the two approaches to urban development.
What is your view on the global trend of megaprojects? Are they sustainable?
Megaprojects can absolutely have a legitimate place in urban and economic development, but only if they are backed by a solid analysis of actual market needs, demographic trends, and long-term sustainability. In the United Arab Emirates, such projects are not driven solely by ambition or the desire for prestige—they are thoughtfully integrated into a broader national vision. This may involve economic diversification, positioning the country as a global investment hub, or establishing new standards in urban living. Burj Khalifa and Dubai Mall are two of the best examples of how megaprojects can serve an exceptionally powerful economic, symbolic, and urban function—provided they are strategically conceived and long-term sustainable. Burj Khalifa is not only the tallest building in the world, but also a global symbol of Dubai, a magnet for tourists, investors, and businesspeople. It attracts millions of visitors annually and generates substantial revenue through tourism, luxury residential leasing, and commercial space. Dubai Mall, located nearby, receives over 100 million visits per year, making it the most visited shopping center in the world. But it’s not just a place for shopping—it’s a complex that combines entertainment, dining, an aquarium, ice rink, hotels, and office spaces. Its annual revenue is measured in billions of dollars. In short, these aren’t mere architectural “egotrips,” but precisely engineered megaprojects with a measurable impact on GDP, employment, city branding, and overall regional appeal. What separates successful megaprojects from failed ones is the level of functionality and self-sustainability. Every project must have a clearly defined purpose, expected return on investment, and measurable effects on the environment, community, and broader economy. In the UAE, there is a growing focus on smart cities, energy-efficient solutions, circular economies, and a high degree of technological integration in every element of design and execution. That’s why sustainability is no longer just a trend or regulatory requirement—it’s the foundation of every serious, modern project. In this context, even large and ambitious projects can be entirely justified if they serve the long-term needs of the community and align with a development vision that transcends daily politics or market cycles.
Is there room for a project like "Belgrade Waterfront" in Croatia? For example, "Zagreb Waterfront"?
Absolutely. Croatia—and especially Zagreb—has enormous potential for projects that could transform the urban landscape and position us alongside modern European capitals. Such a project would not be just an architectural attraction, but a catalyst for investment, increased tourism visibility, and long-term urban sustainability. I understand the resistance to radical change—people naturally seek to preserve the familiar and traditional. However, when we talk about architecture and urban planning, it’s crucial to think in broader terms—not about what a space represents today, but how it will look and function in ten, twenty, or fifty years. A city evolves like a living organism, and that’s why we need a long-term vision that respects history but is focused on the future. With the right vision and a secure investment framework, a project like this could give Zagreb a new dynamic and urban identity that blends tradition with modern needs—for the benefit of all its residents.
If you were handed Zagreb's urban plan today, what would you change first?
The first step would be to define a long-term vision for Zagreb: What do we want our capital to be in 30 or 50 years? Without a clear picture of the future, it’s difficult to make strategic decisions today. After that, I would focus on improving public space planning—from cultural and educational zones to functional green areas that connect city districts and create a new urban dynamic. Priorities would include revitalizing neglected industrial zones, better connecting New and Old Zagreb, and developing infrastructure suited to modern living. In the UAE, urban plans do not emerge haphazardly—they are developed in line with national strategies and economic priorities. In Dubai, urban development plans are created through institutional cooperation between authorities, the private sector, and investors, with clear objectives and timelines. Before any construction begins, 3D models, traffic simulations, population growth scenarios, and environmental impact assessments are created. This approach results in efficient, sustainable, and aesthetically cohesive urban environments. That’s why I recently proposed to Zagreb Mayor Tomislav Tomašević a joint visit to Dubai—not as a study tour, but as an opportunity for knowledge exchange and inspiration. I believe the energy of a city like Dubai, with concrete solutions to the challenges of modern metropolises, could be extremely useful and inspiring for his new term.
How do you implement sustainability and green building principles in your projects?
We are currently working on one of the largest religious-tourism complexes in Europe, which will soon be presented to the public. It’s a highly ambitious project that integrates spirituality, architecture, tourism, and sustainable development. The entire complex is based on the principles of full sustainability, using natural and locally available materials. Energy systems are designed around renewable sources such as solar and geothermal power. Rainwater collection, biological wastewater treatment, and intelligent resource management systems are included. Special attention is given to integration with the landscape. The architecture does not impose itself on the environment, but follows and complements it. Instead of aggressive construction, the project uses earthy tones, natural textures, and organic lines that respect the existing topography. The complex includes spaces for spiritual retreats, education, accommodation, and recreation, connected by a network of green paths and zones intended for relaxation and reflection. An added value is its educational component—with features such as botanical gardens of native plant species and environmental conservation programs. From the beginning, the local community has been involved through employment and collaboration in all phases. This project is envisioned as a model of sustainable architecture that demonstrates it is possible to build impressive structures without harming the environment—with a clear long-term vision that serves both people and nature.
What are the biggest mistakes made in urban planning in our region?
The biggest mistake in our urban planning is the fragmented approach. Plans are often created in pieces, without a clear long-term vision and without including all relevant disciplines. Instead of coherent and functionally connected units, we get spatial fragments that don’t communicate with one another. The role of landscape architecture, transportation logic, and the broader social context is often neglected, resulting in spaces that don’t serve the real needs of the community. This leads to neighborhoods with no public amenities, insufficient green spaces, inadequate transportation infrastructure, and no sense of identity. Instead of vibrant and connected urban districts, we end up with isolated zones that don’t encourage interaction or quality living.
Have you had the opportunity to work on high-end hotels and properties, and how do those projects differ across continents?
Yes, we’ve worked on numerous high-end hotels in Croatia, the United Kingdom, Germany, France, Spain, Gibraltar, Morocco, Sweden, and the Middle East. Every market has its specific characteristics, both in architectural language and in approach to design, functionality, and guest expectations. The biggest difference lies in the approach. While European clients often insist on preserving local identity, historical continuity, and elegance derived from simplicity and refined detail, the Middle East seeks innovation, a high level of luxury, and a sense of spectacle. Expectations there are significantly more ambitious—from spatial grandeur to the integration of cutting-edge technologies and impressive design features.
Each project must deliver a memorable experience. In Europe, the process is usually slower but more meticulously controlled, with great emphasis on tradition, sustainability, and long-term functionality. In the Emirates and other countries in the region, the focus is on speed of execution, originality of concept, and the ability for a project to become a visually recognizable symbol of the city or neighborhood. Both approaches have their merits but require different mindsets. That’s precisely why I’m proud that our studio brings together an international team of architects and designers from various cultures, languages, and professional backgrounds. This multiculturalism brings added value and enables us to better understand the diverse needs of each market—allowing us to infuse every project with both a global perspective and local sensitivity. As a studio operating on multiple continents, we’ve learned to recognize what each market demands and how to adapt. Our approach is based on balancing creativity, functionality, and business efficiency—while respecting cultural norms and values that shape how people live, stay, and experience space. That’s what sets us apart—we don’t just offer design, we offer understanding.
What has been the most challenging and your favorite project in your career so far?
The most challenging project in my career was the one for “Belgrade Waterfront,” specifically the conceptualization phase for the pedestrian connection with the five Terazije terraces—a monumental urban intervention that links the historical center of Belgrade with the newly developed area along the Sava River.
Initially, we had three weeks to develop the proposal, but a call from the project manager changed everything—the deadline was shortened to just three days due to an urgent presentation to the owner of Emaar. In those few days, we mobilized the entire team and worked around the clock—visualizations were produced in real time, and every team member gave their all. We presented a detailed masterplan with traffic solutions, green zones, hospitality and retail spaces, public areas, and even underground garages—all delivered in both daytime and nighttime visualizations. This project was not only a professional challenge—it was a turning point. Thanks to it, we were added to Emaar’s vendor list and began collaborating with other investors in the Emirates. As a result, it brought us to Dubai. Honestly, if it weren’t for that moment, we probably wouldn’t be sitting here doing this interview. That project remains my favorite because it marked not only a professional breakthrough but also a personal validation that effort, vision, and rapid execution always pay off.
Initially, we had three weeks to develop the proposal, but a call from the project manager changed everything—the deadline was shortened to just three days due to an urgent presentation to the owner of Emaar. In those few days, we mobilized the entire team and worked around the clock—visualizations were produced in real time, and every team member gave their all. We presented a detailed masterplan with traffic solutions, green zones, hospitality and retail spaces, public areas, and even underground garages—all delivered in both daytime and nighttime visualizations. This project was not only a professional challenge—it was a turning point. Thanks to it, we were added to Emaar’s vendor list and began collaborating with other investors in the Emirates. As a result, it brought us to Dubai. Honestly, if it weren’t for that moment, we probably wouldn’t be sitting here doing this interview. That project remains my favorite because it marked not only a professional breakthrough but also a personal validation that effort, vision, and rapid execution always pay off.
Which city has inspired you most architecturally, and why?
Without a doubt, Dubai. It’s a city that knows no limits—a city that constantly pushes the boundaries of architecture, urban planning, and technological implementation.
What personally inspires me most is the fact that trends are not followed here—they are created here.
Dubai doesn’t wait to see what others will do. It imagines what seems impossible elsewhere and then makes it real. One of the most fascinating projects currently inspiring me is the planned 93-kilometer pedestrian ring that will encircle the entire city. It’s called the Dubai Loop—a fully enclosed, climate-controlled pedestrian and cycling path that enables healthy, zero-emission mobility while redefining urban movement altogether. Given the climate in the Emirates, this solution shows how to think outside the box—and how cities can be designed for people, not just for traffic and buildings. There are also massive projects like Mohammed Bin Rashid City, which will become a new urban hub with artificial lakes, theme parks, residential areas, and business districts. Or Palm Jebel Ali, a continuation of the vision for a fully artificial palm-shaped island, which is set to double the number of residential units compared to the original Palm Jumeirah. Each of these projects aims to elevate quality of life, position Dubai as a global innovation hub, and encourage new ways of thinking. In Dubai, both the pace and ambition are inspiring. There are no excuses, no delays. Visions become drawings, drawings become construction sites, and construction sites become reality—all within timelines that would sound nearly impossible in Europe.
That energy pushes me forward every day and reassures me that anything is possible—with a clear vision, a great team, and determination.
Is Croatia attractive enough to investors from the UAE?
Croatia is certainly an attractive destination, but it is still not well enough known to investors from the UAE. At the Croatia Business Club, we work daily to change that perception and present Croatia in a way that resonates with Middle Eastern investors. Emirati investors are looking for stable, strategically positioned markets—and Croatia objectively fits that profile. We have a strong European position, access to the entire EU market, excellent tourism infrastructure, and a highly educated workforce. What is often missing, however, is quality presentation and local partners who understand the cultural context and business practices in the Arab world. That’s where we come in—as translators of business culture and facilitators of mutual trust. In that context, and in cooperation with the UAE Minister of Economy, H.E. Abdulla Al Marri, and his team led by Dr. Jean Fares, the Minister’s Advisor and CEO of Investopia, we are preparing the visit of a high-profile investment delegation to Croatia in Q4 of this year. Investopia, one of the most important investment platforms in the region, has already been held for three years in Milan, and from next year it will expand to Berlin. However, our focus right now is not on a high-profile media event, but on creating real value—bringing the most important investors from the Emirates to Croatia and showing them our country directly, sincerely, and in the best possible light.
It will be a two-day program that includes meetings at the highest institutional level, presentations of strategic sectors such as infrastructure, tourism, food, energy, and IT, as well as visits to successful Croatian companies and projects. I have already discussed this initiative with the President of the Republic of Croatia, Zoran Milanović, who has given his full support and announced that he will personally receive the delegation. At the same time, we are in talks with other ministries, the Government, and the Croatian Chamber of Economy to organize this initiative at the highest level and position Croatia as a serious destination for investment from the Middle East.
Which regions of Croatia do you see as having the most untapped development potential?
Istria, Slavonia, and northern Dalmatia have enormous potential.
Istria, as a destination for sustainable luxury tourism and agriculture; Slavonia, for the food industry and renewable energy; and Zadar and its surrounding areas as emerging destinations for the development of marinas, hotels, and logistics centers.
Our idea is to present Croatia to investors not only through well-known destinations but also through regions that are yet to shine.
How could Croatia attract foreign investors more effectively, especially from the Gulf countries?
The first step is to simplify processes—from market entry to obtaining permits. The second is to have a structured approach to presenting projects. You can’t just offer “opportunities” to investors—you need to offer concrete projects with figures, teams, and clear return-on-investment models. Croatia also needs to strengthen its use of diplomacy and economic clubs like ours, which can quickly open doors and build trust. Lastly, presence on the ground is crucial—if you’re not there, you’re not relevant.
Are there concrete plans for infrastructure or construction projects in Croatia with the support of the UAE?
Yes, we are currently in communication with several Emirati investors who are interested in investing in Croatian projects. Preparations are underway for an investor delegation to visit Croatia in Q4 of 2025, in cooperation with the UAE Ministry of Economy and with the support of the President of the Republic of Croatia. We’ve already selected specific projects in infrastructure, hospitality, logistics, and energy—with the clear goal of presenting our guests with concrete, investment-ready opportunities.
Can Croatia become a bridge between the Emirates and the European Union in a broader economic sense?
That is exactly the vision we advocate. Croatia has a unique position as an EU member, strong transport connectivity, historical ties with the Middle East, and a highly educated workforce. By founding the Croatian Council within Dubai Chambers, we are building an institutional platform that enables Croatia to become a gateway for Emirati companies entering the EU market—and an exit point for Croatian companies heading into the GCC region. If we leverage all the tools at our disposal, we can become a hub for strategic connection between the two regions.
What would your ideal model of cooperation between the Croatian state, private sector, and investors from the UAE look like?
The ideal model would be built on three pillars: institutional support, professional preparation, and a local partner. The government should provide clear information on the legal framework, facilitate access to infrastructure projects, and ensure political stability and transparency. The private sector, supported by organizations like the UAE–Croatia Business Club and the future Croatian Council, would serve as the operational channel—responsible for project preparation, communication with investors, and long-term support.
Every serious investor from the UAE wants to know exactly who they are working with and whether their project has a sustainable future. Our role is to build that bridge.
How do you balance entrepreneurship, architecture, and international diplomacy?
My strength doesn’t lie in balancing different worlds—but in connecting them. Over the past 20 years in business, I’ve had the privilege of working with some of the world’s largest companies—from Apple and Rolex to Hilton and SAP. That experience allowed me to step outside traditional business frameworks and better understand how world-class sales processes function, and how major companies enter new markets. At my L33T digital agency part of our operations are based on that very expertise—helping companies develop growth strategies, run digital campaigns, and position themselves in international markets. On the other hand, I personally enjoy relationship-building through economic diplomacy, especially in the context of my activities in the UAE. I’m proud that our work and efforts have been recognized at the highest European levels. Currently, I’m part of a European initiative preparing a Free Trade Agreement between the EU and the UAE, which will open a new chapter in economic cooperation.
In that context, I’m especially pleased to have the support of the EU Ambassador to the UAE, Lucie Berger, with whom I’ve already had several constructive meetings.
I recently also participated in a high-level roundtable at Dubai Chambers with European Commission Vice President Maroš Šefčovič, where we discussed new models of economic cooperation between the EU and the Gulf region. This combination of personal experience, business strategy, and institutional diplomacy gives me a unique perspective—and I believe it is through this kind of approach that we can create long-term value.
Where do you see yourself in five years—Dubai, Zagreb, or another city?
I still see myself between Dubai and Zagreb—two places that shape both my professional and personal identity. Zagreb will always be my base and my home, the place where my family is and where I built my first business foundations. But Dubai has become my second home—a dynamic center that challenges me, inspires me, and connects me to global markets every day. Bridging those two worlds is both a challenge and a privilege. I am convinced that the future lies in that synergy—because understanding both contexts enables us to build bridges, not barriers. My focus remains on creating tangible value between Europe and the Middle East, with the team that has followed me for years and with whom I’ve achieved everything I’m proud of today.
What would you say to young architects and entrepreneurs who want to succeed outside of Croatia?
First, don’t wait for the perfect moment. Start now.
When I entered the business world at just 18, I had no portfolio or references—just the will to learn and outperform the competition. Second, build relationships—not just contacts. Success abroad doesn’t come overnight; it’s built patiently—project by project, person by person. Third, learn to communicate. A good presentation is worth as much as a good project. Experience taught me that the winner isn’t the one with the best product—but the one who can present it the most clearly and convincingly.
If you could leave behind one lasting project as a legacy—what would you design, and where?
I would love to leave behind an architectural project that connects spirituality, nature, and community—perhaps somewhere between Europe and the Middle East. It might not be a skyscraper or a luxury hotel, but rather a space that inspires, brings people together, and leaves a mark.
Something like an architectural landmark that blends knowledge, art, faith, and nature.
The city? Probably Dubai—because if any city can unite opposites into one, it’s that city.
- Author: Hassan Haidar Diab
- Photo: Ahmed Eliwa
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