Business Psychology Consultant, strategist, author and founder of The Lighthouse Methodology. Advising organizations, brands and public figures on business psychology, pricing, decision-making and influence.
This is the moment the boardroom doors close, and the precise, logical decisions recorded in the minutes begin to collide with the sluggish, immovable reality of the organization. It’s the feeling that emerges weeks and months later. On paper, everything is clear. The strategy has been developed down to the finest detail. Action plans have
In a marketing universe obsessed with perfection, nothing is as suspicious as perfection itself. For decades, we were taught that the job of marketing is to create a flawless facade. To iron out every wrinkle, hide every flaw, and present the world with an idealized, photoshopped version of a product, a company, and its promises.
The average guarantee is just as useless as the average contract. It is riddled with fine print, exclusions, and limitations. "We guarantee a money-back refund within 30 days, provided the product is unopened, returned in its original packaging, and provided a meteor hasn't struck your warehouse..." Such a guarantee is an insult. It communicates fear, rather than confidence.
We have mastered the art of quiet giving when everything is running smoothly. We have become curators of knowledge and builders of bridges in calm waters. But the true character of a Lighthouse, much like that of a ship’s captain, is not tested in fair weather. It is tested in a storm. Inevitably, the moment
In most economic thinking, price increases are expected to trigger resistance.Higher prices are typically interpreted through the lens of elasticity, affordability, and competitive alternatives. The dominant assumption is simple: when price rises, tension follows. Yet real markets occasionally behave differently. There are situations in which price adjustments do not produce conflict. Instead, they are met
Excerpt from the book: “Priceless: The Hidden Psychology of Price” (On True Value and What We Are Truly Willing to Pay). Letić, Dž. (2025). Repubblica Media Sarajevo. (9 min read) Do not view this as an assignment. View it as the most important strategic meeting you will ever have, a meeting with yourself. This is
In most business contexts, price increases are treated as a source of friction.They are assumed to trigger resistance, dissatisfaction, and a decline in demand. As a result, pricing decisions are often communicated defensively, justified through external pressures, or kept deliberately opaque. This perspective rests on a transactional understanding of the relationship between organizations and their
There is a moment in many businesses when nothing is visibly wrong, and yet nothing moves forward anymore. Sales are stable. The product works. The team is busy. From the outside, the company looks healthy. From the inside, something feels… stuck. This phase is often misunderstood. It is rarely a problem of effort. Rarely a
The scene is familiar. Mahogany or glass, depending on the corporate aesthetic. Expensive, ergonomic chairs are strategically arranged around a table that is itself a status symbol. On the walls hang abstract paintings or the company’s framed mission and vision statements, silent witnesses to the unfolding drama. The air is thick, conditioned to a perfect,
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