You've been in the beauty industry for over two decades. How do you look back on your first professional steps today and what has most shaped your approach to skincare and running a business?
When I look back, I don’t just see a profession – I see a long journey that began long before my stores and before the beauty sphere became my life, a zone of expertise and influence. Of course, the path was thorny, not without mistakes... The first steps were intuitive: I paid attention to the skin, the quality of care, how appearance affects a person’s perception and self-confidence. But constant practice – studying formulas, ingredients, comparative analysis of brands, trends – formed my professional approach, which over the years has transformed into a clear system. I have never perceived cosmetics as a set of beautiful bottles. For me, it has always been a combination of science, visual perception and systemic care. I was formed by discipline and many years of personal work with products. I manually tested hundreds of products, built an evaluation system, understood why one composition works and another does not. I developed a complex and at the same time understandable system of personalized selection not by brands, but by skin needs and problems. This became the foundation of my current expertise and the quality standards that I demand from my team.
The second important factor is the entrepreneurial path. When I opened my first store, I already understood that I didn’t want to sell just cosmetics. I wanted to create a space where people get results, not a random product they saw on bloggers. That’s why my business has always been built on quality control, direct import and transparency. And the third moment – my clients. I learned to listen to them, to understand their real pain points: hair problems, sensitive skin, signs of aging, acne. This taught me not to think in terms of “product categories”, but in terms of care systems, personal strategies and long-term effectiveness. Previously, I myself faced a lack of understanding of my own needs, spending large sums of money, all without results. This personal project was born from that – to give people what I was unable to get in my time. To free them from long searches, disappointments and empty expenses. Today, I see my first steps as the natural beginning of a long journey. They were honest, practical, full of trials and experiments. Thanks to that, I have a comprehensive view of the industry today: as a scientifically demanding field, where technology, psychology, knowledge of the subject, trust and responsibility towards the people who choose you and your brand are important.
When did you open your company in Montenegro? How many stores do you have in Montenegro now?
The company appeared in Montenegro when I clearly understood that I wanted to scale my experience and knowledge. The active phase of development began after I studied local beauty behavior, demand, competition and realized that there was a need here for quality expert-based cosmetics that were almost non-existent on the market. In fact, everything started long before the appearance of the first stores. Today, I have three stores in Montenegro: in Budva, Tivat and Podgorica. Each of them is not just a point of sale, but a space where clients can receive personalized consultation, diagnostics, recommendations for a systemic approach to care and access to brands that I carefully select directly from the manufacturer. I deliberately did not open dozens of locations - for me, quality and reputation are more important than quantity. That is why each store works according to my standards: a high level of quality control, an exclusive selection of Korean dermocosmetics, trained staff and customer support in a monitoring mode. Montenegro has become a strategic growth point for me - here the customer is not spoiled by service, appreciates the result, quality and trusts personalities. That's why the Lumeori brand has established itself and continues to grow stronger.
What was the key turning point when you decided that Korean dermocosmetics was the direction you wanted to invest your energy and resources in?
I noticed a huge gap between what people expect from cosmetics and what they actually get. Most brands offered beautiful packaging, marketing and promises – but no results. Then I took a closer look at Korean dermocosmetics: their laboratories, scientific approach, ingredient formulas, multi-stage care systems. This is the only market where innovation is not an advertising slogan, but the daily work of research centers. The turning point came when I saw the difference on my own experience. Preparations with peptides, exosomes, PDRN, fermented components, highly concentrated ampoules – they really worked. And they did it stably and predictably. The second important moment was the reaction of my clients. When I started recommending Korean care protocols to them, the results began to appear quickly. Third: the strategic logic of the business. This cosmetics allows for compliance with high quality standards, working directly with factories, control of deliveries and formulas. This gives me what I value most – transparency, manageability and predictable results.
What is your personal mission?
To create a space where women don't just get cosmetics, but transformation. I view my work much broader than sales or business: the beauty industry is a way to empower people, give them confidence, change the quality of their lives and the way they perceive themselves. I came to this market with an inner feeling that I could build a new standard: honest, expert, based on knowledge, science and a high level of service, so my mission consists of three key directions: to give women back control over themselves and their beauty, to create a standard of quality and trust in the industry, and to build a business that develops the people in the team around me. My mission is a synthesis of beauty, technology, knowledge and leadership. I want everyone who comes into contact with my brand – client, employee, partner – to become stronger, more confident and qualitatively change their life. That is my inner point of support and what determines all decisions in the business.
What was the transformation like from the initial idea to today's multi-brand concept Lumeori, which operates in two markets?
When I started, I had no illusions that it would be a “small project”. It was not a story of a “small shop that grew”. From day one, I had a clear goal: to build a system, create a network of stores and enter more markets. I built Lumeori as a full-fledged brand philosophy with clear quality standards, but at the same time, a lot of it relies on my personal brand. A special element is the marketing model that I built myself, without copying other people's schemes. Brand and personality are not separate: a personal brand strengthens the company, and a multi-brand concept strengthens my expertise. Together, they create trust and loyalty – something that cannot be bought with advertising. When the system became stable, the logical step was to enter another market. The model that worked great in Montenegro turned out to be in demand in Serbia as well. Transformation was not accidental growth – it was a sequence, discipline and focus on strategy: to create a brand that is built on expertise, honesty, systematicity and personal responsibility for the result of each client. That is, as it is fashionable to say now – the basic minimum.
You say that large investments and making difficult decisions are an integral part of this job. What do you consider to be the riskiest moment in the company's development?
There are no risk-free phases in my business: every investment is always a step forward until the market confirms that the decision was correct. Sometimes you listen to your intuition in complete darkness, more often, with experience, you rely on analysis, calculations and strategic thinking. When talking about risks, I will mention the moment when I decided to open a new store with the maximum possible rent or the one when I switched to direct imports from manufacturers and large purchases. The most complex risk is never just a story about money. These are decisions that you make on your own, without guarantees, with full responsibility for the team, for the brand, for clients. Each such step has formed me as a leader and strengthened the company. Thanks to the support of my family, their involvement and understanding, this path has become much easier. Today, the company is no longer my personal project – it is a family business. The older son is fully involved: he is involved in marketing, advertising... He is responsible for operational tasks and treats the business as his own. For me and my husband, this is especially valuable because he is growing up independent, making decisions and taking responsibility for the result. My younger son is interested in medicine. He plans to graduate from medical school, master cosmetology and in the future continue the family business as a doctor - from the professional, clinical side. Behind every successful business there is always a real family reality. Lumeori works in two countries: my husband is forced to live in Serbia and runs a branch there, and I am here, in Montenegro, with the children and the main team. We see each other much less often than we would like. Sometimes this is the biggest price of growth.
How difficult was it for you, as a foreigner, to build a business in Montenegro and what obstacles did you have to face?
Building a business in another country is always a challenge. You inevitably encounter specific legislation, mentality, bureaucracy and competition. For me, Montenegro has become both a temptation and a territory of great opportunities. Bureaucratic and administrative issues were made more difficult by insufficient knowledge of the language and learning new legislation and rules. Many processes here go slower than in a megalopolis. It was necessary to show patience, perseverance and completely change expectations regarding the speed of work of all structures. There is also the issue of building trust in a foreign company - when you build a business in a country that is not your own, local clients have a completely natural question: "Why should we trust it?" I did not try to build a "business for our own", which is a common mistake of smaller foreign companies. Montenegro has become a second homeland for me, my children and my family as a whole, I quickly accepted the mentality, the philosophy that organically fit into all spheres of my life.
The obstacle is also the strong competition in a small market. It was not enough to just “fit in” – I had to create a completely different, higher standard of quality that would set me apart from everyone. And I succeeded. One of the biggest challenges was the lack of ready-made staff, training staff, because I didn’t need a “salesperson” but an expert. I created my own training system: ingredients, care protocols, diagnostics, communication with the client, sales ethics. It was a long and difficult process, but that’s why Lumeori today has a reputation as a brand where consultants really understand care. All in all, the most difficult thing was not that I was a foreigner, but that I came with ambitions and standards that were above what was usual in the local market. But that was exactly what became my advantage. I brought a new culture of care, sincerity, expertise and level of service – and clients felt it. Today, Lumeori is an example that foreign business in Montenegro can not only survive, but can become a leader, if it is backed by systematicity, fairness, discipline, and a strong personal philosophy.
In the beauty industry, process standardization and team building often determine success. How did you build standards and what makes your approach different from others?
Standards and team – these are the two pillars of my business. You can have a great product, a beautiful store, good marketing, but without systematic processes and strong people, the company will not be able to grow, expand and maintain quality. That is why I built everything as a scalable system, not as a chaotic retail. The standards that I created myself – based on experience, testing and discipline – became a logical result of observation and comparison. And they emerged from practice. Then, unlike others, I do not have salespeople working for me – I have experts working for me. That is the key difference. I do not spare time on this – I personally train everyone, do product reviews and compile manuals. At one point, I simply wrote and published a book-instruction. A practical guide, after which anyone can become an expert or at least understand their skin and its needs. Professional skin and hair care requires a special level of knowledge. My employees have that level. My approach is – sincere consultations, not pressure to sell. My team does not “sell”. It diagnoses, explains, selects and monitors. The client doesn't get what "the store needs", but what will deliver the result. And that builds trust that keeps people coming back.
The team lives the same philosophy as the brand: I have created a strong brand philosophy – systematicity, honesty, quality, results. And it is precisely these values that I look for in people.
You emphasize discipline as the key to success. How does it manifest itself in practice – in your personal rhythm, decision-making process, and in the day-to-day management of the company?
Discipline is not a story about strictness or a rigid regime for the sake of the regime, but a story about structure, systematicity and the ability to stay focused despite external circumstances. It is precisely discipline that has become the foundation of my business, my efficiency and the growth of the Lumeori network. First of all, personal rhythm: high internal organization and commitment to myself. Then, discipline in decision-making: logic, calculation and the absence of emotional fluctuations. And most importantly: I take full responsibility for myself. This is part of leadership discipline. Discipline must exist in everyday management, which implies constant control of the process. My approach is management through constant presence and involvement. And, of course, discipline in personal development: I constantly learn, analyze new ingredients, study international markets, trends, scientific research. Discipline is, therefore, my lifestyle and management style: structure, systematicity, responsibility, honesty, high standards and the ability to stay focused on what is most important.
Do women often underestimate their capabilities, especially in business? Why does this happen?
Yes, women often underestimate their capabilities – I see this all the time, especially working in the entrepreneurial environment and the beauty industry, where women are the majority. The reasons are complex and go much deeper than just “insecurity”. Women are raised to be modest and obedient, and men to be brave. That’s why a man can have 30% of competence – and say “I’m ready”. And a woman has 90% – and thinks: “I’m not ready yet”. This is not a story about weakness, but about the cultural gender code. Women are afraid to be “too” conspicuous, successful, decisive, strong, independent. Every highly visible woman automatically becomes the subject of commentary. And business is the territory of bold steps, fearlessness and willingness to take risks. It has always been easier for me to perceive business and entrepreneurship as a game – but a male game, with its own strict rules. Women’s self-criticism is a special phenomenon. We set incredibly high standards for ourselves and sometimes “punish” ourselves for every “imperfection”. Although in business perfection is not important - but constant movement. Women need an environment where their potential is truly seen. A woman can build a brand, a network, a team, a company - while remaining gentle, beautiful, sensitive. Her strength is not the opposite of femininity. It is being built on it. Female leadership is often deeper and more mature, because a woman enters business for quality of life, stability, freedom, future - rarely just for ego. That's why women's projects are often more sustainable, strategic and emotionally mature. Today I can say with certainty: a woman is capable of much more than she herself assumes.
What is your management style? What does "authority" mean to you, how do you build it, and do you manage to be decisive and close to your team at the same time?
My management style is a combination of firmness, systematicity and human relations. I treat business as a structure that requires a strong leader, clear rules and the ability to make quick decisions without hesitation. At the same time, I believe that the team should not feel afraid of me, but respect and trust. Authority is not made of fear and distance. For me, it is a synthesis of three things: competence, consistency, fairness. I combine strictness and closeness. At first glance, this seems like a contradiction, but it is actually the only way to build a strong team. I always listen to my people, I provide support when needed, I can be strict, but never unfair.
When you look back on your journey, what is the most important lesson you have learned – one that can inspire other women to start their own businesses?
The most important lesson that I have learned and that I would pass on to every woman is this: you should start not when your fears disappear, but when a strong inner “I want” appears. The most important point is the decision to start. Not a business plan and not a perfect concept. The starting capital is not crucial, only the inner decision is important: “From this moment on, I take responsibility for my life and my idea.” After that decision, everything becomes possible. You stop looking for the guilty, shifting responsibility, being afraid to make a mistake. Another important lesson – discipline is more important than inspiration or motivation. Many people think that talent, charisma or luck make a business. In reality, business is built by discipline. It is she who turns a dream into reality. You should not wait for the ideal moment, it will never come. You should not be “ready” – the longer you prepare, the more doubts appear. You need to allow yourself to become who you have always felt inside.
Lumeori is one of the key authorities in the field of Korean dermocosmetics in Montenegro. What do you think was the decisive factor for the brand to gain such strong customer trust?
I believe that trust in Lumeora was formed thanks to expertise, sincerity and personal involvement. The basis is deep expertise and strict personal selection of each product. I personally test the compositions, study laboratories, compare effects, analyze ingredients and check the stability of the results. Clients quickly felt the difference: with us there are no random products, no “fashionable novelties for the sake of novelty”. There is only what really works. I do not sell, I talk about personal experience. This is where trust is created – because it is honest communication. Direct deliveries and transparent origin (direct work with factories) mean originality, fresh batches, the absence of intermediaries, and exclude the risk of purchasing counterfeits. People return to where they get the effect.
You are opening the largest flagship store in Podgorica in December. What will this space bring compared to the existing stores? What can customers expect?
This is an important step for the company. This store will be the largest and most carefully designed space in our network. Although the assortment will remain the same in all locations, the flagship format itself creates a completely new sense of scale, service and interaction with clients. Thanks to the expanded square footage, we are creating wide test stations, thoughtful navigation, comfortable zones for demonstrating textures and comparing formulas. The flagship is not just a store, but a center for education and expert communication. The most important difference of the flagship is a new set of functions. It will play the role of an educational hub that connects people with the world of modern dermocosmetics. It unites people in love with Korean cosmetics. Consultants will be able to conduct detailed care analyses: from basic recommendations to creating professional schemes taking into account the skin type, season and individual goals of the client. The client will be able to test more products on site and in much more comfortable conditions.
How will this project affect the entire market – standards, competition, and skin care culture?
Opening a flagship store in Podgorica is a project that will inevitably raise the standards of the entire market and change the very culture of attitude towards skincare. This format affects not only my brand, but also the development of the industry as a whole.
It changes the rules of the game: now it is not enough to compete with discounts and aggressive marketing, but with expertise and quality of selection. Educational impact on a wider audience is a priority for me. We are building a culture of knowledge, not impulsive purchases.
What do you see as the next big phase of growth for Lumeori in Montenegro and the region?
Creating a sustainable ecosystem where quality Korean cosmetics will be available to customers without delays, complications and restrictions. Yes, we already have a new online platform and this is a significant step. It took almost a whole year to develop it. But the reality is that courier services do not always work as quickly and stably as we would like: delays, long waits, lack of precise logistics – all this creates obstacles. That is why the next stage is the expansion of physical presence, the development of a network of partner stores and mini-points that will allow people to get their favorite products quickly and without stress. A small market requires physical availability, not just an online model. The already existing online platform Lumeori.com is a tool that we will further strengthen. The new online platform is already operational and is currently undergoing intensive testing, but the logistical constraints in the country require a hybrid model. The next stage of the development of the e-commerce segment is fast regional deliveries, pick-up points in each branch, the ability to pick up orders on the same day, personal online consultations, digital recommendations and care protocols.
Women's leadership is often deeper and more mature, because women enter business for quality of life, stability, freedom, future - rarely just for ego.
(Sometimes)
