Alumni story: Tilen Klobučar

If you had to describe yourself with the title of a book or a film, which would you choose and why?

I would choose the film The Interpreter. I recognize myself in this title because I often find myself in the role of someone who knows how to listen, connect different perspectives, and understand even what remains unspoken. Because I generally enter relationships and collaborations with good intentions, people often trust me quickly. I see this as a responsibility. Trust is something you must know how to protect, not pass on or exploit.

During your studies at the School of Economics and Business, you initially did not know exactly which direction to pursue. How do you remember those first years?

I chose the School of Economics and Business because I was interested in many different things and did not want to limit my options too early. In the first years, I did not have a completely clear picture of which direction I wanted to take.

At one point, I was mostly considering sales and procurement. Sales may seem more attractive at first glance to many people, but I increasingly felt drawn to a field that might not be as obvious, yet has a lot of untapped potential. I was also familiar with procurement through my father, so the logic of the field was quite familiar to me.

What was crucial is that I did not decide based on intuition alone. I proactively researched, read, observed how companies operate in practice, and talked to people. Gradually, I realized that procurement was truly an interesting and meaningful path for me, as it is dynamic, connects multiple functions, and enables a broader impact than most people initially expect.

You also decided to go on an exchange to the University of Mannheim. What guided that decision and what did the experience give you?

I chose Germany very consciously. I could have gone somewhere more relaxed, but I wanted to gain as much as possible from the exchange. I therefore considered where in Europe I could get the best possible academic experience, and at the time Mannheim was regarded as one of the top business schools in Germany.

Honestly, I did not expect it to be so demanding. I had been warned that it was intense, but I thought it could not be that tough. However, the system was completely different. I was treated the same as regular students, with the same expectations and responsibilities. The program was extremely demanding, and I spent most of my time in the library. If I compare it, I was almost more in the library during those three months than in my first three years of study combined.

What impressed me most was how closely the study programs were connected to practice. Many departments were funded by companies, which was clearly reflected in the course content. Theory was not an end in itself but was constantly intertwined with real-life business cases and challenges. This gave me the feeling that the knowledge I was gaining could be applied directly.

This intensity and strong connection between theory and practice gave me the most: more self-confidence, a broader perspective on opportunities, and confirmation that I can succeed even in a very demanding and international environment.

During your studies, you set a career goal of working in a multinational company present in Slovenia. Why did you want to start in a larger system, and why specifically Danfoss Trata?

Already during my studies, I decided quite clearly that I wanted to start my career in a larger company or corporation, as I wanted to gain as much systemic knowledge and as strong foundations as possible. I felt that such environments offer tremendous learning opportunities – from processes and tools to decision-making and cross-functional collaboration. It was also important to me that the company had a presence in Slovenia.

Danfoss attracted me primarily because of how procurement was organized, its processes, tools, and the company’s healthy mindset. Since entry-level positions often require experience, the path was not easy, but I persisted. Over about a year and a half, I submitted around fifteen applications related to purchasing or procurement, including some where the connection was not entirely obvious at first glance. I wanted my name to appear repeatedly and to clearly demonstrate how strongly I wanted to join the company. In the end, I did get the opportunity – somewhat by coincidence, as they remembered me when a position opened, mainly due to my previous applications and conversations.

Interestingly, the person who interviewed me for the first time later played an important role in my development. After about six years, that same person entrusted me with a managerial position, allowing me to progress from Strategic Purchaser to Strategic Procurement Manager.

How did your career path within Danfoss develop, and what helped you grow and advance there long term?

After joining Danfoss, I stayed with the company for quite some time, as the environment enabled continuous learning and development. Over approximately six years, I changed three positions within the company, which gave me breadth and a strong understanding of procurement in different contexts. Initially, I was responsible for procurement for one factory in Ljubljana, and toward the end, I led a team of four people and covered procurement across three international locations. This diversity of experience allowed me to gradually take on more responsibility and develop as a leader.

I secured the job primarily through persistence and clear focus. In applications and interviews, I tried not to speak only about what I wanted, but rather about what I could contribute to the company – what I know, what genuinely interests me, where I can add value, and why I am a good team member.

I also learned how important it is to be recognized as a reliable colleague. Mentorship programs helped me greatly in this regard, as they provide broader insight into the organization and contact with people from different parts of the company. In this way, you build not only knowledge but also trust and visibility within the organization.

It was also important that I clearly communicated my ambitions. I stated that I wanted a leadership role and that I was prepared to take on more responsibility. The combination of knowledge, results, clear communication, and trust ultimately opened doors.

How do you understand the difference between operational purchasing and strategic procurement, and what makes procurement truly strategic?

In an international context, a clear distinction is often made between purchasing and procurement. Purchasing refers to the operational, transactional part of the function, while procurement represents the broader, strategic approach to securing the company’s supply base and managing supplier relationships.

The operational side of purchasing is primarily executional. It includes ordering, tracking deliveries, resolving day-to-day issues, and ensuring that operations run smoothly. Procurement, on the other hand, starts much earlier and operates on a strategic level – with decisions about which suppliers to select, how to develop them, and how to build long-term partnerships.

Procurement becomes truly strategic when it is closely aligned with the company’s overall business strategy. This means looking beyond price or the next order and considering availability, risks, innovation, sustainability, and total cost of ownership. When procurement helps shape long-term direction and build competitive advantage, it is no longer merely a support function, but a strategic partner to the business.

Procurement is often understood quite narrowly, mainly as finding the lowest price. How would you explain what working in procurement really means?

I often hear the belief that procurement only affects price. In my opinion, that is only a small part of the whole picture. Unit price is just one piece of the puzzle. If you have a supplier who is cheaper but delivers late, has quality issues, or cannot grow with you, it ultimately costs you much more. The lowest unit price can end up being the most expensive decision if the supplier cannot meet expectations. That is why modern procurement manages total value – from availability, risks, and quality to logistics, cash flow, and working capital.

At the same time, in top organizations procurement goes far beyond operational purchasing. It is a bridge between the company and the world of innovation. Much of today’s progress in technologies, materials, and processes comes from suppliers, and procurement is the function that brings this development into the company. Instead of traditional supplier relationships, leading procurement functions build strategic partnerships – as seen in companies like Apple, Toyota, or Siemens – where suppliers become key co-creators of growth. This requires a broad understanding of the business, strong cross-functional collaboration, and a global mindset.

In the best global companies, procurement is one of the key strategic functions, managing 50–70% of total company costs and directly impacting financial results. Savings achieved in procurement are immediately reflected in company performance. This is why procurement should be a strategic function in every company. Ultimately, in procurement you do not just select suppliers – you build partnerships. This is what makes procurement such a dynamic field: from negotiations and strategic decision-making to understanding different cultures, countries, and business practices. There is also a lot of travel and discovery, which is personally one of the most appealing aspects of the profession for me. Of all destinations, China has left the strongest impression due to its incredible speed, energy, and difference from what we are used to in our part of the world.

What do you do today at Pipistrel?

Today, I lead procurement at Pipistrel, where my main challenge is establishing and developing the entire procurement function. Compared to a large system where processes are already well established, here I am co-creating the structure, tools, and team that will support the company’s rapid growth. My work is less operational and more focused on strategy, people development, and long-term decisions. My days are very diverse and often field-based, which suits me very well personally.

Which book or idea has most influenced your view of your career, and how is this reflected in your work today?

The book Outliers by Malcolm Gladwell has had a strong influence on me. It stayed with me because it clearly shows that mastery and success are not solely the result of hard work, but also of time, environment, and the opportunities you encounter.

An important message of the book is also the awareness that luck plays a role in success – not as the decisive factor, but as a combination of the right timing, access to opportunities, and the readiness to recognize and seize them. This realization helped me during periods when things did not go according to plan, reminding me that not all outcomes are purely a reflection of effort, but also of the context in which we operate.

At the same time, integrity and authenticity clearly guide me in my career. I am convinced that these are the strongest long-term foundations of any professional path. I believe that consistency in values always pays off in the long run – even when the path is not the easiest and when shortcuts might seem tempting.