From the basketball court to the boardroom: pushing boundaries and building legacies at Infobip
The theme of this year's International Women's Day is "give to gain". In many ways, this sums up my experience at Infobip over the last years.
As I've helped the company grow from a regional startup into a global communications platform, so I have been on a journey from junior sales manager to VP & General Manager EMEA, Infobip's largest region.
Navigating diverse landscapes
Infobip's ambition to grow has always meant looking beyond established markets. In the early days of the firm's expansion into the MENA region, there were no elaborate market research reports. Just a paper map, a vision, and the potential of populous nations like Pakistan, Bangladesh, and Egypt. My role as Regional Sales Manager involved flying into these territories to establish legal entities, hire local talent and build our business from the ground up. We worked out of hotels in Dhaka, took rickshaws to prospect meetings and maintained a commitment to succeed.
This was an exciting opportunity to break new ground, understand new market dynamics, and identify how our products and services would fit diverse market needs. Both personally and professionally, this was a unique opportunity for growth - challenging me to navigate new cultures and refine my leadership style.
Turning volatility into growth
Years of establishing operations across EMEA – often navigating complex geopolitical and cultural landscapes – have given me a deep understanding of the challenges facing European tech companies today. We are operating in a landscape defined by duality: significant opportunity tempered by instability and supply chain pressures.
Succeeding here isn't about weathering the storm. It requires the same "from scratch" resilience that fuelled Infobip's expansion from a small Croatian team into a global powerhouse. Just as we built our presence in challenging markets by adapting to local realities, European firms must now balance strategic alignment with local empowerment. While the opportunity lies in digital sovereignty and trust-building technology, capitalising on it requires stable, high-performing teams. By fostering a culture where "success is a team sport" – with leaders who are as eager to assist as they are to score – companies can transform external uncertainty into a driver for disciplined and sustainable growth.
The power of teamwork: lessons from the basketball court
Today, as the VP & General Manager for EMEA, I oversee Infobip's largest and most diverse region. This includes Europe, the Middle East and Africa and overseeing more than 450 employees. While the fundamentals of the job have not changed, my role now is about driving growth, fostering operational excellence and building high-performing leadership teams across incredibly varied cultures and regulations. This complexity demands constant strategic alignment and local empowerment.
My approach to leadership is deeply rooted in my past as a professional basketball player in Bosnia. I learned persistence, practising daily even through times of war. More importantly, I learned the value of teamwork. I was the "assist queen," getting the ball to my teammates so they could score. This ethos, helping others succeed, has defined my career. When teams are strong, they can face any challenge. This is as true in business as in sport.
Give to gain: mentorship and lifting others
This commitment to collective success is where this year's International Women's Day theme, "give to gain," resonates most. Infobip focuses on building talent. Leaders in the business mentor, advise and champion their colleagues. For instance, many of the people I hired years ago are now leaders within the company, contributing to our growth. Empowering others creates stronger, more resilient environments that benefit everyone. You get back what you give.
The landscape for women in tech is evolving. In Europe, there's a growing acknowledgement that diverse leadership leads to better decisions, more innovation and stronger financial performance. While women are still underrepresented in top leadership roles, progress is tangible. Mentorship programmes, leadership accelerators and peer networks are now building skills and confidence for new generations of female leaders. Even in markets like Saudi Arabia, I've seen the shift. While structural barriers may remain, progress is being made, creating tangible pathways and visibility for women.
My advice to aspiring women leaders is simple: never, ever give up. If one door closes, another, often better, one will open. The path may be challenging, but with hard work, a strong team and a commitment to lifting others, there's no limit to what we can achieve.