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Sustainable growth needs a whole leadership system able to carry the next level of scale, complexity and enterprise impact.
The ripple effect starts at the top: when the CEO and executive team evolve, the whole organization evolves with them.
Your business evolves fast.
Your leadership system rarely keeps pace.
At Cvetkovic & Partners, we bring a rare blend: rich business experience, strategic advisory and top-tier executive coaching credentials. What CEOs value most is that we talk their language — strategy, numbers, clients, business plans and operations — not just talent and leadership.
We work inside the business: strategy offsites, business reviews, leadership meetings. We help CEOs and executive teams evolve the way they think, operate and make business decisions — in the way that best supports their ambitions, goals and strategic direction.
We do not treat leadership as a standalone development initiative. Every engagement is anchored in the company’s business objectives and strategic priorities.
We help leaders strike the right balance between exploitation — running and scaling what already works — and exploration — building what will matter next.
Governance, accountability, decision-making and leadership effectiveness, so the organization executes with greater consistency and confidence.
Enterprise leadership, succession readiness and the organizational capability to lead a larger, more complex business.
Marina is the founder of Cvetkovic & Partners, a boutique advisory firm partnering with CEOs and executive teams of medium and large organisations across Europe, North America and the Middle East, through periods of growth, transformation and rising complexity.
Her engagements are deeply embedded in the business: executive discussions, strategic offsites, succession planning, leadership reviews and critical decisions.
Known for her surgeon-like precision, she goes deep into the business to understand what will genuinely move the needle, then designs the leadership work around it.
Before founding the firm, Marina held leadership roles in finance, strategy and executive search with PwC, Swiss Re and Heidrick & Struggles in Zurich and New York. That combination lets her partner with executive teams not only on leadership, but on the business priorities leadership must ultimately deliver.
She is the founder of The CEO Loft, an invitation-only platform for CEO conversations during the World Economic Forum in Davos, and the author of the Lead Like a CEO newsletter. She is a member of the Fast Company Executive Board and the Forbes Coaches Council, and has spoken at Oxford University on executive positioning.
The Ferrari of the executive advisory world.
For the first time ever, I feel like an executive.
Engagements typically begin as an 18-month partnership and involve the CEO directly.
“The strongest companies have the most to lose.”
Most of our engagements begin with a CEO at the top of their game, sensing that what got the business here will not get it to the next level. The friction usually shows up in four places.
Helping the CEO step fully into the role. When the business has grown faster than the way they lead, we rebalance time and energy toward the strategic, long-term and ecosystem-level agenda.
No CEO makes that shift alone. We recalibrate how the executive committee operates, moving it from optimising functions to owning the enterprise, with productive tension instead of artificial harmony.
Turning your board into a valuable strategic asset, and designing a strong leadership alliance between the board and the management team.
Elevating the rest of the organisation: helping the next layers of leaders think and act with an enterprise perspective, whatever their title.
We help CEOs and executive committees identify what only they can do, and where they can create disproportionate value. Then we build the leadership system and maturity around them, so they can step up to that level of operating and unlock exponential business results.
Everything else carries an opportunity cost.
Leading the enterprise, not representing a function.
There is a short window to shape a new shared culture at the top before default behaviours, perceptions and ways of working become established.
Rather than launching disconnected initiatives at once, we sequence the work so leadership capability is strengthened where it will create the greatest business impact, starting at the top and moving outward.
Strategic advisory to the CEO. Effectiveness, governance and decisions of the executive committee.
Levelling up how the entire executive committee operates: from leading functions to leading the enterprise together.
The leaders who turn strategy into execution: masterclasses, peer forums and shared standards.
Future enterprise leaders, CEO and executive succession, and new appointments.
Earlier phases continue as new ones begin: one integrated journey, not a series of standalone interventions.
Engagements typically begin as an 18-month partnership. Many continue as new priorities emerge and the organization enters its next phase.
The higher a leader operates, the wider the field they are responsible for. We use this model throughout our work with CEOs and executive committees to elevate the altitude from which each leader operates, and align it with what the business needs.
Most CEOs need to step into true ecosystem leadership. Most ExCo members need to step into true enterprise leadership — and, in part, ecosystem leadership.
Shaping markets, stakeholders and society.
Owning outcomes across the whole business.
Optimising a function and its people.
Excellence within a discipline.
Engagements typically begin as an 18-month partnership and involve the CEO directly.
“The strongest companies have the most to lose.”