Can you share with us the story of your journey in hospitality from your early beginnings to becoming Senior Director of Operations at Sunset Hospitality?

My journey began in Serbia, where I studied Hospitality Management and started my career at Hyatt Regency Belgrade. Moving to Dubai in 2007 was a defining moment. It was a fast evolving market that demanded high standards and adaptability. I progressed through leadership roles at Le Meridien and Grand Millennium before moving into lifestyle dining and nightlife with brands like Cavalli Club.

A key turning point came with the opening of Atmosphere in Burj Khalifa, where I was exposed to premium dining at the highest level and mentored by exceptional leaders. This experience shaped my approach to luxury operations. I later joined Hakkasan Group, leading award winning teams across the Middle East, followed by a regional role with Tao Group Hospitality. Today at Sunset Hospitality Group, I focus on strengthening operational foundations and delivering guest centric experiences across our Lifestyle Dining Division. This portfolio includes SUSHISAMBA Dubai and Abu Dhabi, Mott 32, L’Amo Bistro del Mare, Signor Sassi, ATTIKO, and HANU, alongside the strategic expansion of global restaurant brands through high profile international launches in Lisbon, Singapore, and Milan.

In your view, what is the most important element of operations within a hospitality group and why?

People are the foundation of everything. Systems and technology are important, but it is the team on the ground that brings a brand to life. When people are aligned with the vision, properly trained, and empowered to make decisions, consistency and excellence follow naturally.

How do you balance operational excellence with innovation and guest expectations in today’s market?

Strong fundamentals come first. Once consistency is achieved, innovation can be introduced in a meaningful way. Every new idea must improve the guest journey rather than complicate it. Today’s guests value personalization, authenticity, and experience, so innovation should feel natural and intentional, not forced.

How do you foster collaboration across departments (F&B, guest services, experiences) to deliver a seamless lifestyle experience?

It starts with alignment and communication. We operate with a shared understanding of the guest journey across food and beverage, rooms, guest services, and experiences. Clear goals, shared performance metrics, and regular collaboration ensure the guest experiences one cohesive brand rather than separate functions.

What differentiates Sunset Hospitality’s approach to lifestyle and operations compared to other groups in the region?

Sunset Hospitality Group focuses on building distinctive brands supported by strong operational discipline. Creativity and structure work together. Each concept has a clear identity while benefiting from scalable systems, strong culture, and a global mindset. This balance allows us to grow quickly without compromising quality.

You’re joining us as a speaker at The Hotel Show 2026 - what insights will you be focusing on at the conference?

I will be sharing perspectives on how lifestyle dining continues to evolve and how operators can scale while staying relevant. Topics will include operational agility, talent development, personalization, and emerging food trends for 2026. Key trends to watch include hyper regional cuisines presented through modern techniques, more relaxed luxury dining led by chefs, a renewed focus on fire based and heritage cooking methods, plant forward menus with a sustainability driven mindset, and dining experiences that combine food, entertainment, and storytelling.

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