Dragan Šimac: Leaders in the hotel industry aren't just looking for a new tool, they're looking for results!
When you talk to Dragon Šimac, immediately notice a passion for tourism, hospitality and people. His path is not a classic one – from working in cruise industry and hospitality, to the AI company Analitix.AI, always guided by the same idea: how to create more value for people, whether they are guests, employees or business partners.
For him, tourism is not just a business, but also an opportunity to connect people, build trust, and create success together. As he himself says – a company can only grow if its employees grow, and client satisfaction is also his personal success.
Today, through Analitix, CEO Šimac views the industry from a new perspective: tourism leaders don't just want a new tool, but results – aim to delight guests in real time, empower teams, uncover hidden revenue streams, and convert data into sustainable growth. Its approach is simple, yet powerful: Partnership and trust First of all.
In this conversation for Tragento, reveals how he views the development of artificial intelligence in tourism, why trust is key in every sales process, and what personally motivates him in his career.
Your career has had a really interesting path: Cruise industry > Hotels > AI. What are the most important experiences you've gained along the way?
Learning and applying leadership skills – I was fortunate to work with international mentors who recognised my potential, guided me in the right direction, and my contribution was also useful to them. So today, I apply the same method primarily to the junior generations.
The junior generation is deprived of the opportunity for autonomy in decision-making, which in the long term means a lack of creativity and proactivity, and reduced resilience to stress.
When people lack sufficient autonomy (freedom to decide, try things out, and improve them themselves), it can lead to a loss of self-confidence and have consequences later in their career development.
We can agree that people are key to tourism. You have a lot of experience in this. What do you think are the key and most positive characteristics that tourism employees should have? What do you consider most important?
I completely agree – people are key in tourism. In my opinion, the most important characteristics for employees are empathy, passion, hospitality, and a willingness to learn. Empathy helps to understand the guest's needs, hospitality creates a positive experience, and a willingness to learn and adapt allows one to always keep up with trends and expectations. The most important thing is that employees genuinely love working with people, because that energy and sincerity is always transferred to the guest.
Our task, above all, is to build trust with employees and prepare them for upcoming opportunities, such as the peak of the season. Today, employees don't work just for money – above all, they want to be treated as human beings. I believe that emotional intelligence is more necessary today for working with people than ever before. Employees are human, guests are human, clients and partners are too – and anyone who doesn't know how to work with people is simply in the wrong job.
All of us working in tourism face the problem of finding quality employees on a daily basis. What is your opinion on this and do you have any suggestions on how to work on changing this trend?.
The problem arises when situations are not resolved and are allowed to escalate, when we don't learn from our own mistakes, and especially when we tolerate problems or, worse, when we start to see them as the main culprits for failure. Such a strategy creates a domino effect in working with people, leading to burnout, which often causes employees to leave their jobs – then we blame them too.
Experienced and satisfied employees are generally already working, which makes them hard to find, especially in the final moments before the season. Selecting, developing, and equipping employees in a timely manner is, in my opinion, far more effective than looking at the last minute. This approach of last-minute hiring is short-lived, employees feel as though they are only there temporarily, and so is their contribution most of the time. In this way, a lot of revenue is missed out on. When I highlight this, I mean on a global level.
In your opinion, what are the most important characteristics of a good leader?
Leadership is based on trust and inspiring employees. Controlling people leads to mistrust, micromanagement.
A true leader does not use title or authority to achieve their goals. A leader is there to serve employees, helping them with their tasks and goals, because leaders only succeed when their employees also succeed, and this is automatically reflected in guest satisfaction.
So the leader's role is to inspire, motivate and build trust among employees – in order to create a healthy working environment.
Should employees be controlled, and to what extent?
Leadership is like parenting – children copy what their parents do. Leading isn't just about delegating and giving direction; it's also about setting an example. Tone, standards, and pace always come from the top; every decision, action, and interaction of ours sends a clear message. Leading people operates on the principle of a boomerang – how you throw it is how it will come back to you. When we work alongside employees daily, the need for control becomes minimal. However, if we don't have direct insight into their performance, relying instead on ‘he said’ or ‘she said’, then we enter a zone of mistrust, control, and micromanagement. And we know very well where such a method leads.
What was the “aha” moment when you realised video analytics could solve real hotel operational challenges and improve efficiency?
On the day I realised that everything I had been doing manually up until then could be done digitally, I also realised that I could be present everywhere, even though I wasn't physically there. More important than that was the discovery that software could contact me upon entering a situation – to prevent a problem before it arises.
For a layman: what exactly does it do Analytix.ai And how does it differ from traditional CCTV or BI?
Analitix takes existing camera signals and converts them into real-time data, enabling management to monitor key performance indicators such as guest waiting times, arrivals, and departures – for example, at reception, in restaurants or bars, etc. The system records queue length and waiting time, registers a guest joining a queue, and measures the time spent in it. Furthermore, it allows for counting objects and monitoring entry into specific areas (e.g., wellness centre, pool, car park, rental spaces). It provides real-time data on guest traffic frequency in different hotel areas, in real-time and across specified periods, by day of the week, time of day, or by hour. Such data becomes an indicator of interest in specific hotel facilities and services. The algorithm recognises periods of highest and lowest occupancy and signals the need for intervention by staff and managers, including the immediate increase of staff numbers at a specific location. The system also sends digital alerts in case of exceeding the maximum guest capacity.
Can you list three of the most common “quick-win” use cases (e.g. shift optimisation, queue prevention, safety incidents, F&B upsell).
Analitix is designed for precisely that.
The software sends a signal to an employee's wristwatch, for example, a waiter, if a guest raises their hand. This improves the speed and quality of service, and consequently revenue, as well as tips, in both bars and restaurants.
For example, we're sitting in a café right now working on this interview, but no one has asked us if we want anything else for a long time; even if I raise my hand, we don't know if anyone will spot us and come to serve us. But Analitix, which has that gesture recognition functionality, would effectively solve such a situation by sending a notification to the waiter's smartwatch.
In the event that, for example, a puddle of water forms somewhere that presents a danger to passers-by and guests; Analitix immediately alerts employees or managers to such a danger, and a person might not even have noticed it – this means we are very focused on the safety of guests, passengers, and employees..
Cruise ships now have up to six thousand guests plus crew, which clearly shows the scale of the challenges. This is precisely where Analitix.AI can be extremely useful – for example, in optimising crowds during boarding, in restaurants, or generally in monitoring passenger flow. Analysing arrival times, waiting times, and passenger movements within port terminals allows for better organisation and an improved experience to reduce stress. The solutions are also applicable to other branches of tourism – it is enough to recognise where there is a need for optimisation of people and process flow. Passenger terminals, bus and train terminals, airports... there are no limits.
How quickly do hotels typically see a return on investment (ROI) and what KPIs do you track (wait times, breakfast-to-lunch conversion, room prep times, etc.)?
Very quickly – changes can be seen in as little as seven days, especially in the food and beverage department.
If someone shows skepticism towards Analitix's innovations, we will offer a trial period to make potential clients feel secure when making a decision. Our priority is to build value through Analitix and create trust, as I believe this is the best way for clients, partners, and employees to come naturally, of their own accord.
How do Hotel employees react to the implementation of Analitix.ai tools?
Any change within a hotel initially Rouses a certain degree of skepticism among employees, even when it concerns minor matters such as schedule alterations. People fear what they don't understand, which is why it is essential to inform, educate, and prepare them for the implementation of any innovation or change.
No, when people are well prepared, informed, and understand why new software is being introduced, what benefits it brings, and how it can make their jobs easier, the reaction is much more positive. It is crucial for managers to clearly communicate the benefits. When employees realise that the tool helps them and that they are included in the process, they actively participate, provide honest feedback, and contribute to development. However, if the change is presented to them as a tool for supervision or control, resistance is created right from the start, and that is simply not what Analytix is.
Security and privacy: how do you handle GDPR and data storage?
Analitix software has been developed in full compliance with the General Data Protection Regulation, as well as the applicable legislation of the Republic of Croatia.. It is our obligation to implement appropriate technical and organisational protection mechanisms, and we guarantee a high level of security, with strict control over data processing and storage.
On the portal We often write about technology in tourism: apply in distribution, BI, communication, data processing. What is your opinion on the further development of AI in tourism?
I believe that artificial intelligence will have a significant impact on tourism in the coming years. AI is no longer seen as just a „trend,“ but as a tool that is already delivering measurable benefits – from better distribution and personalisation of offers to more efficient revenue and guest experience management. The greatest value lies in processing large amounts of data and making real-time decisions.
Young people and new generations will adopt new trends more quickly, and they should be supported in this. They are the drivers of technological development, and technology boosts tourism. For hotels, cruise companies, and other tourism entities, this means smarter demand forecasting and faster communication with guests.
Last week we spoke while you were at the Leaders in Hospitality CEE Summit in Prague; what were your impressions?
The impressions are very positive. I was particularly surprised by the level of interest shown by key stakeholders towards Analitix and the practical application of our solutions. Communication has progressed from discussions and enthusiasm to concrete forms of collaboration.
What most attracts potential clients is the fact that Analitix can automate processes that are often done manually today – such as time tracking or various operational parameters. Our system not only collects data but also provides timely alerts, even before a problem arises. This means users get predictive insights – they clearly see what to expect and can react in time. It is precisely this predictive ability that makes Analitix particularly valuable.
Analitix was created to help people, not control them – like GPS, it guides and warns of obstacles. If smoke appears in an organisation, Analitix will recognise and resolve it before it escalates into a fire.”
What is your approach to the sales process? How complex is the implementation of such a system, and does it require significant costs and time?
Our approach is very transparent – we want clients to understand from the outset what Analitix brings to their business. That's why I regularly attend conferences and personally present solutions, as I believe direct communication is the best way to build trust.
It is crucial that clients are fully informed and assured before deciding to collaborate. If there is a certain degree of scepticism towards innovation, there is a trial period to reassure them of the system's value and safety.
Regarding implementation – it's straightforward and doesn't incur additional costs for clients. We install our software on their existing systems, and the entire process takes only 3 to 4 hours. Therefore, there are no extra investments in hardware or infrastructure.
What does take time, however, is organisational adaptation – because every change, particularly in the hospitality and tourism sectors, requires people's commitment and a certain period of adjustment. Our priority is for clients to enter this process feeling secure, informed, and prepared. Once the cooperation agreement is finalised, we commence with full support, ensuring the implementation is as seamless and effective as possible.
Your career, contacts, and acquaintances open many doors for you. Do you have any advice for people just starting their careers in tourism – in the hotel or cruise industry?
This is a key question, as I often asked myself the same thing at the start of my career. Tourism, and particularly the hotel and cruise industries, are wonderful professions when well-organised and run with love. I would advise young people to believe in what they do and not to view a job solely through the prism of the workplace, but also through the people they work with. When they find an environment where their potential, values and visions can come to fruition – then they will also grow personally. It is important they feel from the outset that they can see themselves in that environment for at least a few years to come.
Hospitality and the cruise industry are not jobs you do solely for the pay. It is a calling that demands passion and love. When you see a guest's smile and know you've provided them with an unforgettable experience, it gives you strength and motivation to continue. It is precisely this satisfaction that makes this industry special.
In our first conversation, I felt your passion for this job, your desire to learn and share experience, and to help people in the industry. Is that your biggest motivation in your daily work?
Yes, absolutely. It's my passion that drives and motivates me every day. I believe everyone must first find their inner motivation – learning and development are the best tools for progress. I feel the greatest satisfaction when I can help others achieve their goals, because their victory means personal success for me. A company can only be successful if its people are successful; it's a simple but true formula.
At the start of my journey, I didn't have all the answers, but I was fortunate to encounter mentors who recognised my potential and guided me on how to develop it. This healthy cycle of learning from others while simultaneously contributing to the community is, for me, the only true path. Focusing solely on self-interest leads to stagnation, whereas growth and development must be constant processes. Nothing worthwhile comes easily; everything must be built, whether you are an employee or a leader.
For me, the core of successful leadership lies in the relationship between the leader and the team. The leader's responsibility is to build trust and inspire their people to give their best. Their task is to create a healthy and stimulating environment where people don't just come to work out of obligation, but with heart and happiness at being part of the team.
