Founder-led core. Multidisciplinary by design.
Popcorns was developed within iConsult as a dedicated concept for operating model work. It is led by a founder-driven core and strengthened by a wider multidisciplinary team across the areas that most often decide whether execution holds or breaks.
The people most directly behind Popcorns.
The job of the core is to hold the concept tightly enough that it remains coherent, practical and usable in real organizations.
Ivan Marković
Ivan leads Popcorns as a founder-led operating model practice focused on execution clarity, scale readiness and stable delivery. His work has covered performance systems, competency models, governance routines, role clarity, reporting structures and leadership development across founder-led companies, production environments, scale-ups and organizations under transition or investor pressure.
Bojan Milenković
Bojan brings the business-design and growth side of company building into the picture, especially where operating choices need to hold under startup pressure, investor expectations or fast market shifts.
Nataša Jović
Nataša is strongest where the work spans several streams, demanding sequences and many operational dependencies. She helps translate broader design into something teams can actually absorb and run.
Ana Perović
Ana brings deep organizational reading and long-cycle implementation strength, with a grounded way of seeing underlying causes quickly and handling demanding projects without unnecessary corporate formality.
Christoph Siara
Christoph brings strong industrial business development experience across batteries, advanced materials and cross-border partnerships, helping Popcorns where growth depends on sharper market positioning and stronger strategic alliances.
Tamara Janeković
Tamara supports Popcorns in early client discussions, helping identify where the real need sits, how the situation is likely to develop and how the right systems and structures should be deployed.
Additional specialist depth is brought in only where the operating situation truly requires it.
That can include areas such as financial modeling, legal structure, technology, market-facing growth support, training architecture or execution-heavy delivery support. The point is not to create a large permanent bench on the front page. The point is to keep the core coherent and broaden carefully.
Popcorns exists to help organizations move from vague strain and scattered people issues toward a clearer operating model that leadership can actually hold, grow and maintain.
Need something compact for a management conversation?
Some materials are better shared in conversation. Others are short enough to carry into an internal meeting without dragging in commercial detail or outdated framing.
Short overview for leadership teams
A concise HTML note that gives leadership teams something compact to carry into an internal management discussion without dragging in commercial detail or older framing.
Open the briefA turning point
A narrative view of a familiar growth situation where execution starts to drift before the real issue becomes fully visible.
Read the storyBenefits and Scan walk-through
Leadership teams can go through the benefits calculator and the Maturity Scan structure live when they want to see the logic behind the model more concretely.
Request a walkthroughWhat clients usually feel first.
The entry point is rarely “we need a model.” It is usually pressure, drift, overload or a transition that the current operating setup cannot absorb cleanly.
Execution is getting heavier
Leadership is carrying too much integration work because ownership and interfaces are still too implicit.
Growth is exposing weak structure
New roles, new layers or new technology are arriving faster than the operating model underneath them can stabilize.
Transitions need more control
Funding rounds, expansion, restructuring or founder decoupling require stronger governance and cleaner operating rhythm.
Hybrid execution needs supervision
Digital roles and automation only help if outputs, controls, accountability and human supervision are clear.