Gabriel
Makki — Executive & Entrepreneur in Europe

About

I believe in business and people — and in execution as the strategy itself. Vision matters, but the ability to get things done, iterate, and pivot fast is becoming the real competitive advantage. I look for that same combination in people: strong vision, executional capability, and enough curiosity to explore and actually use new technology. Companies that move fast, adopt technology, pivot quickly, and build a real learning loop are the ones that scale fast and grasp opportunity — not because they adapted to the future, but because they were grounded in customer understanding and focused on delivering value from the start.

How I Think

I believe in building. Builders change reality and create opportunities that didn't exist before, and execution is how that belief becomes real — vision without the ability to iterate and pivot is just a plan on paper. What makes companies thrive is bold ideas paired with grit and operational competency: the discipline to keep building even when it's hard. The individuals and companies that win are the ones curious enough to explore new technology, fast enough to pivot, and disciplined enough to keep a real learning loop running — all grounded in customer understanding and focused on delivering value.

Exploring Now

Updated October 2026

• —On stage at Game Changer Zagreb 5.0 this October — the conversation has shifted from what AI can do to what businesses actually choose to do with it, which is the only question that was ever worth asking.
• —The Sales Director programme at LABA is live and running again — the real curriculum now is go-to-market strategy in the age of AI, and how much of it comes down to upskilling the organisation by attracting and keeping the best talent.
• —Bonus and generosity inflation in betting and gaming keeps escalating, and loyalty keeps eroding anyway — the industry is optimizing the one lever (price of acquisition) that was never the source of loyalty to begin with.
• —As a business scales, the founder's own skill capacity has to shift too — from product and innovation toward go-to-market and marketing. The companies that stall are usually the ones where the founder never made that shift.

If one post nudges you to see a problem differently, that's enough. If you come back in six months and find new questions, and a few revised answers, that's the point.