Building a Banking Legacy: Lessons from a CEO Who Defied the Norms – Blaž Brodnjak

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Blaž Brodnjak began his career amid Slovenia’s transition to a market economy. Initially, he aspired to be a stockbroker. A mix of personal circumstances and emerging opportunities in the newly independent country led him to banking, where he quickly advanced. The lack of established professionals in post-socialist Slovenia allowed ambitious young talents like Brodnjak to take on significant responsibilities, shaping his leadership style around adaptability, resilience, and a knack for seizing opportunities. 

Brodnjak recounts NLB’s dynamic years, which included a period of strategic restructuring, modernization, and fulfilling commitments as the bank moved from state ownership to a publicly listed company. This transformation enabled NLB to embrace new opportunities for regional expansion, highlighted by the acquisition of Serbia’s Komercijalna Banka. According to Brodnjak, this move signaled a shift to ambitious growth, unleashing new energy and confidence across the organization. The 2030 strategy is bold: double the balance sheet to €50 billion, €2 billion in revenue, and €1 billion in profit—encapsulated in the “50-2-1” vision. 

NLB’s digital ambition is clear: over 80% of new retail business should be fully digital and self-service, accessible 24/7. The bank leverages both in-house IT talent and fintech partnerships, while investing heavily in cybersecurity and compliance. Brodnjak stresses that user experience and efficiency are at the heart of their digital strategy, but also acknowledges the growing challenges of fraud and the need for robust risk management. 

A key competitive edge for NLB is its deep local understanding across former Yugoslav countries. Brodnjak highlights how cultural and linguistic familiarity enables stronger relationships with clients and regulators, setting NLB apart from foreign competitors. This “home play” approach fosters trust and positions the bank as a true regional champion. 

Environmental, social, and governance (ESG) principles are embedded in NLB’s culture, even if societal attitudes in the region are still evolving. Brodnjak candidly discusses the challenges of demographic change, talent shortages, and the complexities of diversity and governance. He advocates for open dialogue and authenticity, both within the organization and in broader society. 

With banking’s image shifting and competition for talent rising, NLB is positioning itself as a tech-driven, innovative employer. Brodnjak encourages young professionals to view banking as an IT and problem-solving industry, with meaningful opportunities to shape economies and societies. 

The conversation also touches on Brodnjak’s family winemaking tradition and his love for sports, both of which reinforce his belief in resilience, teamwork, and learning from setbacks. He sees these values as crucial for personal and professional growth, especially for the next generation. 

Blaž Brodnjak’s story is a testament to the power of resilience, adaptability, and vision in leadership. NLB’s evolution from a state-owned institution navigating complex challenges to a dynamic, digitally driven regional leader offers valuable lessons for banks everywhere: embrace digital innovation, leverage local strengths, foster a culture of continuous learning, and never shy away from ambitious goals. As Brodnjak puts it, “Life consists of defeats, not of likes—and this shapes you.” The future of banking in Southeast Europe is bright for those willing to adapt and lead with heart.