We are pleased to announce the latest developments within Sirma’s executive management. We extend our heartfelt congratulations to Mr. Darko Bosancic, who has officially assumed the position of Senior Vice President of Travel & Hospitality. In this capacity, he will spearhead the transformation and strategic direction of this practice.
Bio: Darko Bosancic has over 25 years of experience in IT business development, sales, product management, and service delivery in the hospitality sector. He became Acting Senior Vice President, T&H in March 2025 and officially stepped into the Senior Vice President role in July. Known for delivering results and enhancing client experiences, Darko has led cross-functional teams and expanded into new markets, fostering innovation and sustainable business success. Throughout his career, he has driven transformative initiatives in travel, hospitality, and technology at companies like Oracle Hospitality, Nor1, Shiji Group, and Sciant(acquired by Sirma).
Darko has shared his vision by answering a few questions, providing insights into his commitment to driving growth and innovation in one of Sirma’s fastest-growing technology sectors. We appreciate his thoughts, which help us understand how he plans to foster technology-enabled growth, focus on innovations, and cultivate a team culture that delivers exceptional customer experiences in the rapidly evolving travel and hospitality industry.
Mr. Bosancic, how do you foresee digital transformation reshaping the travel and hospitality industry over the next five years, and how should our company position itself to capitalise on these changes?
DB: Digital transformation in travel and hospitality is accelerating through AI, hyper-personalisation, and seamless integration across platforms. Over the next five years, we’ll see a shift toward intelligent guest experiences powered by predictive analytics and agentic AI from automated customer service to AI-enhanced revenue management and operations. The winners will be those who can adapt legacy systems to plug into intelligent ecosystems. At Sirma, we’re uniquely positioned to lead this change. Our enterprise AI core, combined with deep vertical expertise, enables us to serve as both a strategic advisor and implementation partner for clients transitioning to AI-native operations. We’ll continue aligning our offering to this shift, focusing on scalable integrations, real-time decision systems, and data-informed service models.
What recent technological advancements do you believe are most critical for enhancing guest and client experience in our sector? How would you drive adoption within our organisation?
DB: At HITEC 2025, it was clear: the next wave is agentic AI, AI-native system architecture, and personalisation at scale. Voice-enabled interactions, intelligent automation across PMS/CRS systems, and zero-friction service delivery are now expected, not optional. Driving adoption starts internally. I will champion cross-functional AI pilots integrating AI Core within our delivery stack, product innovation labs, and client co-creation workshops. Change doesn’t come just from R&D; it happens when sales, tech, and delivery align behind the customer experience as the guiding principle.
In terms of business growth and improving the revenue strategies, can you describe your approach to identifying and pursuing new business opportunities, especially in emerging travel markets or through new distribution channels?
DB: I always try to keep one foot in what works and the other in what’s next. The travel and hospitality space is changing fast, especially in how and where value is created. My approach is to stay close to evolving customer needs, explore niche markets where tech can unlock new value, and build partnerships early. New distribution isn’t just about adding more channels; it’s about creating the right kind of presence. Growth is never a straight line, but if we stay agile and connected to real needs, we’ll find the right opportunities.
What strategies do you plan to implement to ensure customer satisfaction and loyalty, particularly in managing complex itineraries or resolving client issues?
DB: For me, loyalty comes from trust and responsiveness, and both are built over time. It starts with listening, not just during onboarding or when challenges arise. I’m a big believer in co-creating solutions. Technically, I’d like to see more predictive service models that utilise data to flag friction points before they become issues. But the human side matters just as much: the way we communicate, how fast we respond, and how empowered our teams are to act.
How do you foster collaboration and innovation among cross-functional teams, especially between product development, sales, and technology groups?
DB: I think collaboration happens when people feel ownership and clarity. In cross-functional settings, I focus on establishing a shared mission, clarifying roles and expectations, and ensuring that we celebrate both wins and lessons learned. If we get that right, momentum builds fast.
Can you share an example of how you used data analytics to inform a strategic decision or product enhancement in the travel or hospitality technology sector?
DB: One example that sticks with me is when we analysed booking drop-off points in a complex B2B itinerary management tool. The gut reaction was to simplify the UX, which we did; however, the data revealed something more profound: the issue was inconsistent third-party content feeds causing pricing errors during checkout. That changed everything. What I took away from that was that data can tell you what’s happening, but only if you dig deep enough does it reveal why.
How do you guide an organisation through large-scale operational or technological changes, and what methods do you use to secure buy-in from key stakeholders?
DB: Change is never easy, especially when it feels top-down. I’ve learned that the earlier you bring people into the ‘why,’ the more likely you are to get their support. I like to approach big changes as journeys with clear milestones, quick wins, and plenty of listening along the way. It’s not about avoiding resistance; it’s about working with it.
What has been your experience in building and managing strategic partnerships (such as with OTAs, B2B/B2C partners, or third-party vendors), and what do you believe are best practices for success in these collaborations?
DB: I’ve worked on quite a few partnerships from integrations with niche hospitality vendors to more strategic collaborations with OTAs and tech platforms. What I’ve learned is that the best partnerships are based on shared goals, clear boundaries, and trust. Success comes when you treat your partner like part of your extended team.
Can you describe a challenging situation you faced in this industry and how you led your team through it?
DB: To be honest, in the five years I’ve been with the company, we haven’t experienced any major failures, which I think speaks to the strength of our team and the way we approach delivery. That said, we’ve had a few moments where expectations and use cases weren’t fully aligned, especially in complex integrations. We addressed it together, redefined needs, and adjusted delivery in a way that benefited both sides. I’m proud that we’ve built a culture where that’s possible, one where we solve problems together rather than escalate them.
What core leadership principles guide your approach as an SVP in a tech-driven, customer-focused environment? How do you inspire and develop your teams for long-term success?
DB: I lead with empathy, clarity, and purpose. I believe good leadership is more about listening than telling and about creating the conditions where people can do their best work. Long-term success comes from long-term trust. That’s what I focus on building every day.
What goals are you pursuing in this exciting yet challenging journey?
DB: One challenge and opportunity I’m looking forward to is shaping the next phase of our vertical’s growth. That means expanding beyond the traditional project model and introducing new, scalable revenue streams. But just as important is focusing on the team. I want to build an environment where people feel empowered, supported, and proud of the work we do, where they see clear paths for growth and feel part of something meaningful. We’ve done a great job already, now it’s time to scale that impact and make this vertical a true flagship.
What are your closing thoughts?
DB: As I step into the role of Senior Vice President for Travel & Hospitality, I recognise that the journey ahead will be both exciting and demanding. However, I genuinely believe we have all the essential components in place: a strong foundation, a talented team, great partners, and a clear strategic direction. My commitment is to maximise the potential of this vertical, not only in terms of revenue and innovation, but also in fostering a culture of collaboration, ownership, and shared success. This is a pivotal moment for us to lead, not just to react to trends, but to help shape them. I am ready for this challenge, alongside the fantastic people we have around us.
