Dalibor Cicman (GymBeam): The perfect company has one employee

In this episode of the no-holds-barred CEO podcast, we talk with Dalibor Cicman, founder and CEO of GymBeam, about building a company with European ambitions, and how a founder has to change along with it. Dalibor started out as a programmer, gradually built several e-shops, and, years later, arrived at a decision he sees as pivotal: stop splitting his energy across many projects and focus fully on one thing. It was exactly this ability to give up good opportunities in favor of one exceptional one that became the foundation for further growth.

One of the main themes of the conversation is discipline. According to Dalibor, most people go looking for motivation, but long-term results come from consistent work. This principle carries over into how GymBeam operates too. High standards for preparation, speed of decision-making, keeping commitments, and taking on responsibility aren't written down in any manual. They became part of a culture the company built up gradually, one that today functions even without formal rules.

A major competitive advantage for GymBeam is its ability to experiment quickly. The company has long built on the principle of “growing and moving fast” — trying new things, quickly evaluating results, and not being afraid of dead ends. Mistakes aren't a problem, as long as they don't repeat. On the contrary, people who come up with new ideas and push the company forward get more room, more responsibility, and more opportunities to grow. It's exactly this culture of adaptation that helped GymBeam succeed across many markets and handle changes that would have slowed other companies down.

Technology and working with data play a major role in the company's success. Dalibor believes technical proficiency is one of the biggest competitive advantages today. GymBeam was among the first companies to use new digital channels, and it applies the same approach to AI today. Thanks to automation and the use of modern technology, the company has managed to grow revenue while also making the organization run more efficiently. For him, technology isn't a goal in itself, but a tool that lets people take on greater responsibility for entire processes and create higher value.

Working with people is an important part of the conversation too. GymBeam deliberately builds a high-performance culture and tries to attract people who want to grow, learn, and work on demanding challenges. Dalibor openly admits that one of the hardest management disciplines was learning to end working relationships in time with people who weren't right for a given role or environment. In his view, that's fairer both to the company and to the person themselves than putting off an inevitable decision.

But behind all these results lies one more thing: the ability to keep working on yourself over the long term. Dalibor talks about how, over the years, he's had to learn to take care of his health, his relationships, and his own energy. In his view, a company's growth isn't just about building an organization — it's also about the founder's personal growth. The bigger the challenges a company takes on, the more the person leading it has to grow too.

What else will you find answered in the podcast?

• Why discipline matters more than motivation • How to know when it's time to say “no” to good projects • How to build a culture of fast experimentation and innovation • Why technical proficiency determines the success of modern companies • How GymBeam uses AI and automation to boost efficiency • How to attract people who fit a high-performance culture

If a company wants to grow over the long term, a good strategy isn't enough. It needs discipline, the ability to adapt quickly, and people who constantly want to push themselves and the organization forward. According to Dalibor, it's exactly this combination of factors that decides whether a good idea turns into a company with European ambitions.