Profile — Dejan Dragasevic
Fifteen years fixing operations taught me the problem is rarely operational.
The clearest lesson of my career came from watching two companies that looked identical on paper — same structure, same processes, same quality of people — perform completely differently. One executed; the other stalled. Nothing in the org chart or the process maps explained the gap.
The difference was entirely in the human layer: how decisions actually got made, who genuinely owned what, how people behaved under pressure.
That's when it clicked — the things we measure and manage in operations are mostly the things that are easy to measure, and the things that actually determine performance are the ones we'd dismissed as too vague or not important to pin down.
I've spent the years since proving they aren't.
The Conviction
That conviction now sits at the center of how I work, and it's the reason this site exists. Operations isn't really about tools and processes. It's about the people running them — and when you ground operational change in how those people actually decide and behave, the change holds. That's the difference between a fix that looks good in a slide and one that's still working two quarters later.
What I do now
A small number of advisory engagements.
Alongside my operating role, I take on a small number of advisory engagements — deliberately few, so each one is run personally by me. An evidence-based audit of where a company's performance actually leaks. A standing sparring relationship for leaders who want a seasoned operator to think with. And the occasional talk for leadership teams.
If any of that resonates, the Advisory page has the detail, and I'm easy to reach.
Off the clock
[Fig. 04B — Gallery]
§ Closing
Correspondence