On Saturday, June 6, we mark ten years since the start of SEPA payment transactions in the Republic of Croatia. This moment represented a significant step forward in modernizing the payment system by establishing key infrastructure solutions.

“This anniversary holds special meaning for us at TIS GRUPA d.o.o., as over the past ten years we have had the opportunity not only to observe, but also to actively participate in one of the key transformations of the financial sector in Croatia. It has been a period in which standards, technologies, and user expectations have changed significantly, and such changes required reliable partners and a clear shared vision,” emphasized our Director, Dženan Lojo.

At that time, the National Clearing System (NKS), aligned with the SEPA scheme and operating in accordance with the HRK SCT scheme (SEPA-like), began operations. It enabled the clearing of payment transactions in kuna until the introduction of the euro. At the same time, EuroNKS was launched—a system for clearing payment transactions in euros that remains in operation today. Both systems brought a technological leap forward, enabling the processing of payment transactions in the new, standardized ISO 20022 XML format, in line with the rules of the HRK SCT SEPA scheme. This achieved one of the key goals of the national SEPA migration project.

The introduction of SEPA (Single Euro Payments Area) in the Republic of Croatia represented one of the most significant changes in domestic payment operations since the introduction of IBAN. In this process, Fina played a key operational and infrastructural role, leading the adaptation of national payment systems to new European standards and being one of the main participants in the national SEPA project.

Fina’s particular contribution was the development and adaptation of key infrastructure for clearing payment transactions, enabling Croatia to gain a unified technological platform for processing both national and cross-border SEPA payments.

This transformation enabled Croatian banks, companies, and citizens to use unified European payment standards and represented an important step in preparing the Croatian financial system for the later introduction of the euro as the official currency.

“In every business, it is important to have a partner you can always rely on, which is especially true for large and significant projects such as the establishment of payment systems whose operation must be secure and stable. In cooperation with TIS, we built a new National Clearing System (NKS) compliant with the European payment scheme, as well as EuroNKS for clearing euro transactions. TIS also provides us with reliable, expert support for our day-to-day operations, allowing us to focus on future plans with confidence. We believe our cooperation will continue for many years to come,” said Gordana Soldo, Advisor to the Management Board of Fina.

“The combination of our technological expertise and experience gained from SEPA implementation projects in the region, together with Fina’s strategic role as system owner and operator, proved crucial for success. Together, we laid the foundations of a system that today enables secure and efficient domestic and cross-border payment traffic,” concluded Dženan.

The Wheel of Digital Change

The goal of the SEPA initiative was—and remains—to establish a unified payment system in which consumers, businesses, and public authorities can make and receive payments in euros under the same basic conditions, rights, and obligations, regardless of their location.

However, SEPA has never been just a regulatory obligation. It represents a key driver that enabled the full digital transformation of payment operations in the country, bringing the Croatian market closer to high European standards of speed, security, and efficiency.

Today, SEPA includes 41 countries—five more than when Croatia joined the system: all European Union member states, as well as the United Kingdom, Iceland, Liechtenstein, Norway, Switzerland, Monaco, San Marino, Andorra, the Vatican, Montenegro, Albania, North Macedonia, Moldova, and Serbia.

For this reason, we continue to focus on innovation, reliability, and long-term partnerships. “We are ready for the challenges brought by further digitalization, the development of fintech solutions, and new generations of services that will further transform the way we manage finances,” announced Vjekoslav Martinčić.

The post A DATE THAT CHANGED HISTORY: 10 YEARS OF SEPA PAYMENT TRANSACTIONS IN CROATIA appeared first on TIS Grupa.

HE CAME FROM THE STARTUP SCENE AND NOW LEADS SOME OF OUR MOST IMPORTANT PROJECTS: MENTORSHIP IS TIS’S GREATEST COMPETITIVE ADVANTAGE

It’s been a while since my colleague Mikulić asked me to write a blog post on the topic: “Why is working at TIS great?” I accepted the challenge without much hesitation. Why wouldn’t I? After all, I do genuinely enjoy working at TIS. But then came the time to put my thoughts into words.

I tried to find a solution by talking to colleagues, and we kept coming to the same conclusion: there’s this intangible something that’s hard to describe unless you’ve experienced it yourself after joining TIS. So, what seemed like a straightforward task turned into an obligation I skillfully avoided, dodging my colleague and his gentle email reminders. You know, the worst kind of emails that haunt you with guilt for days.

Of course, I was also looking for ways to get out of the task entirely, to admit defeat and surrender. BUT everything changed the other day when I attended the finals of the TVZ MC2 student startup competition.

A Moment of Clarity

A brief digression about TVZ MC2.

TVZ MC2 is a project-based/startup competition for TVZ students, where participants develop conceptual solutions to a given topic. They must produce a business plan, a prototype, and then push their idea close to production. The competition consists of several phases and levels of evaluation, making it neither easy nor certain to reach the finals.

My role as one of TIS’s mentors was to use my knowledge and experience to help our chosen one-man band (shoutout to Dominik Cvetan) shape his idea in line with the competition’s guidelines. I played the “devil’s advocate,” questioning Dominik’s directions, decisions, concepts, and business models he wanted to incorporate into his solution.

Spoiler alert: Dominik won, and I left the competition with an unexpected realization about why working at TIS is great.

Mentorship.

What I Do at TIS

Primarily, I work as a project manager, but I’ve also had the honor of taking on the role of a mentor to a young team that has since grown into a serious development powerhouse.

When in a mentoring role, my job is to help my developer colleague translate project architecture into a concrete plan and confidently take over all the reins of managing that project. For instance, when someone starts a new project, they also take on the role of technical project lead. From me, they learn why regular technical meetings are important, what criteria to follow when assigning tasks to team members, and how to empower junior colleagues, teaching them to communicate effectively, ask timely questions, understand business processes, and recognize their role in the project as a whole. It’s also crucial for new leads to immediately grasp the importance of using appropriate tools to track project progress.

At the same time, the mentoring process wasn’t one-sided. While they were learning the art of project management from me, I was learning the secrets of Java development from them. A practical and highly successful symbiosis of mutual mentorship.

The Company’s Greatest Competitive Value

Although it may sound like a cliché, this concept is truly lived out here, supported, and embedded in all employees and collaborators. The collaboration I witnessed over the past few months as a mentor only reaffirmed how people, when enthusiastic, creative, and open-minded, can progress together into realms and directions they wouldn’t reach alone. It’s this transformation, unfolding before my very eyes, that led me to conclude that mentorship is the key to satisfaction at TIS.

When I joined TIS, I made a fundamental shift in the technologies I worked with. I transitioned from the .NET and Microsoft world to the previously unfamiliar realm of Java development, OpenShift, and Sterling. The nature of the clients I work with also changed. Moving from a small team of about ten people to an organization ten times that size required some adaptation to navigate the organization itself.

While I previously worked almost as a one-man band, at TIS I encountered a sprawling infrastructure with highly specialized departments. It’s wonderful, no doubt, but it still demands a certain level of adjustment and a different way of communicating. While specialization simplifies some things, we all know that as the number of stakeholders increases, things can get more complicated—broken telephone, noise in communication channels. That’s why learning to communicate effectively as quickly as possible is crucial.

And Yet

The speed at which I adapted to the new environment and became a useful member of the organization was undoubtedly helped by the energy and approach of everyone in the company, from junior developers to department heads to board members. Everyone had the time and willingness to listen, discuss, and, ultimately, educate me—whether during a coffee break or a meeting. They answered countless “what” and “why” questions without ever saying something like, “Just Google it, it’s not hard…”

It’s precisely this readiness, but also the ability of TIS members to mentor and be mentored, that makes working at TIS a truly great experience.

The post Why TIS GRUPA Has Been Successfully Growing for Over 35 Years: Mentorship, Innovation, and Projects appeared first on TIS Grupa.

Film obiluje brutalnim audio-vizualnim efektima, koji zaista nevjerojatno prikazuju unutarnji svijet naslovnog junaka, ali kritički bih sud o samom filmu ipak prepustio struci. Uz dobronamjernu napomenu da će gledatelju biti lakše pratiti radnju, ako prije gledanja zaviri makar na Oppenhemerovu Wikipedija stranicu. Onodobne velikane fizike ne nazivaju bez razloga „the wild ones“. Oni su živjeli sex, drugs and rock’n’roll lifestyle mnogo prije nego što su ga usvojile glazbene zvijezde.

Kako bilo, neovisno o tome koliko mi se Nolanov presjek jedne od najzbudljivijih dionica u povijesti fizike i njezinih protagonista osobno svidio, moram priznati da sam u priču ipak ušao pomalo pristrano – budući da sam i sam fizičar po struci. Ostavimo li, uz to, znanost kratko po strani i usmjerimo pogled umjesto toga na priču o tome kako je Robert Oppenheimer uspio realizirati ovaj kolosalni projekt (o čijim posljedicama itekako možemo raspravljati), dolazimo do teme današnjeg bloga: uloga projektnog menadžmenta u projektu Manhattan.

Project challenges

To begin with, the Manhattan Project, like most projects, exceeded its deadlines, budgets, and anticipated workforce. I read somewhere that Oppenheimer initially planned to need only 6–10 people to complete the project. Ultimately, he had to construct an entire city in the middle of nowhere, complete with all necessary infrastructure, to house the hundreds of people required to bring the project to fruition.

It’s also important to remember that this was a research and development project. Back then, project managers lacked both the theoretical and practical knowledge they needed, and they had to develop it on the fly.

One striking example of the challenges they faced was the potentially apocalyptic concern about whether a nuclear explosion could ignite a chain reaction that would set Earth’s atmosphere ablaze and destroy all life. While theoretical calculations almost entirely ruled this out, the scientists knew they couldn’t be 100% certain until they tested their theory in practice. If that isn’t calculated risk, I don’t know what is!

Thankfully, most of us in our day-to-day work don’t encounter problems of potentially cataclysmic proportions. Still, whether it’s “just another routine task” or an R&D project fraught with more unknowns than facts, this paradigm is undoubtedly familiar to anyone in the industry.

Project management at Los Alamos

Los Alamos Colloquium

Oppenheimer played a pivotal role in the Manhattan Project, overseeing its scientific and technical aspects. He coordinated a wide range of scientific research, theoretical considerations, engineering activities, and even managed military personnel assigned to the project for security reasons. On one hand, he looked after the well-being of all individuals involved, while on the other, he worked to keep them motivated and dedicated to the ultimate goal.

Like me, you may also be wondering what tools Oppenheimer used in his PM role.

1. Expertise

Oppenheimer’s formal education in physics, with a focus on theoretical physics, provided the foundation for his technical contributions to the project.

Thanks to his expertise, he could grasp and address the complex physical challenges encountered daily on the path to a technical solution. This allowed him to lead not only physicists but also chemists, metallurgists, and experts from countless other fields essential to the Manhattan Project’s success.

Equally important was his ability—or humility—to recognize the need for knowledge and skills beyond his own expertise, without letting ego get in the way. This meant trusting his team to do their jobs well.

2. Leadership and Vision

Leadership is often the key factor that distinguishes success from failure. Oppenheimer’s charisma, his ability to inspire hundreds of people, and his clear communication of goals were instrumental in achieving the Manhattan Project’s objectives.

Keep in mind that the team was composed of individuals with diverse worldviews, expertise, and experiences, all united by a monumental scientific challenge on one hand and various fears on the other.

3. Team Building

For extraordinary outcomes, you need extraordinary people. The problem is that the right people for the job aren’t always natural team players. A good project manager knows how to create an environment where even such individuals can be successfully integrated into team efforts. Oppenheimer seems to have been a master at creating enough maneuvering space for individual excellence and innovation to contribute to collective success.

4. Coordination and Management

Developing the atomic bomb required managing an impressive number of locations where different parts of the process were carried out, as well as coordinating people and efficiently distributing resources that were constantly evolving and shifting.

5. Decision Making

Oppenheimer made numerous critical decisions that had a significant impact on the project’s final direction. His ability to balance the scientific and practical aspects was one of his key traits as the leader of the Manhattan Project.

6. Adaptability

Robert’s openness to new ideas and his willingness to implement them in the project made a difference. This approach encouraged others to innovate and experiment while fostering a culture of continuous learning, which he exemplified and expected in return. This was crucial for generating an incredible amount of new knowledge and skills.

7. Pressure Management

Imagine the expectations and pressure brought by the wartime circumstances surrounding the Manhattan Project. On one side was the uncertainty of whether an atomic bomb could even be made, and on the other was the understanding that its creation could be the key to ending World War II. Steel nerves and an ironclad stomach!

A FINAL NOTE

The ethical questions surrounding the Manhattan Project are, of course, open for discussion—scientists involved in the project debated them even at the time. From a project management perspective, however, Nolan’s film is a brilliant case study that highlights the value of effective PM, especially when the stakes could alter the course of history.

Author: Karlo Klečina, Project Manager, TIS Grupa

The post The Role of Project Management in the Manhattan Project: Oppenheimer’s Leadership and Decision-Making appeared first on TIS Grupa.

Configuring a car online has long been nothing new (in Europe, over half of new cars have been sold this way since 2016). Certain car manufacturers have already offered online sales of their models for some time, including Tesla, which fully transitioned to this model back in 2019. This seems to be a trend that’s only just beginning.

According to data from the Swiss investment bank UBS, online car sales accounted for only 2% of total sales last year. However, that number is expected to exceed a staggering 50% in just seven years. By 2030, tens of millions of people worldwide will be buying new cars without ever visiting a dealership.

Factors Changing the Traditional Sales Paradigm

Three key factors have contributed to this development. Firstly, the pandemic rapidly accelerated digitalization globally.

In addition to new consumer habits, this trend is supported by the growing demand for electric vehicles. Since these models often differ only in battery size, it’s much easier for manufacturers to offer online purchasing, which also impacts production costs. UBS predicts that this trend will lead to $50 billion in savings in the distribution ecosystem by 2030, benefiting both manufacturers and sellers equally.

Then, there’s the proposed European legislation that mandates a ban on internal combustion engine vehicles by 2035. To achieve climate neutrality by 2050, the EU is taking decisive steps to reduce greenhouse gas emissions. In other words, only electric cars and vans will be allowed for sale in the European market starting in 2035.

Domestic Solutions for Future Business Processes

While online sales of used vehicles have already gained significant traction (in Croatia, for example, the first used car was sold online back in April 2017, while the U.S.-based Carvana sold more than 425,000 used cars this way last year, and Germany’s Auto1 expanded to over 30 markets, selling nearly 600,000 used cars with profits exceeding €5 billion), it was only this year that news of a traditional car dealership experimenting with online sales (albeit partially) made headlines.

The dealership in question is Mercedes, which implemented one of the best solutions of this kind, developed by Namirial. Our multi-platform solution for digital signing is based on Namirial’s SIGNificant technology, compliant with EU legal standards and ISO directives.

Using TIS eSIG, e-signatures can be enabled through digital certificates, as well as manual or HTML5 signatures with a single click. The app allows users to define the signing process to accommodate multiple signatories signing the same document. It also enables remote signing. All of this lays the foundation for a virtual ecosystem that will allow the complete online purchase of new cars.

Given that many potential car buyers are understandably hesitant about online purchases due to security concerns—understandable given the sums involved—TIS eSIG offers a significant advantage in ensuring secure transactions. Documents processed through the platform are protected from unauthorized manipulation, with all signing data stored in encrypted form within the PDF document. If the authenticity of a manual signature needs to be verified, this data is only accessible via the private key of the biometric certificate. Additionally, the eSIG platform includes an application for forensic analysis of manual signatures.

Digital Transition Is Inevitable

Mercedes isn’t the only one recognizing the need to adapt to this new digital reality. Most major manufacturers have been quietly working on digital transitions for years. VW, for instance, has been developing a new sales system based on a unique customer ID since 2019. This ID allows navigation through the entire consumer process—from car configuration to handing over the keys—while ensuring that selected distributors retain a central role, as sales processes will continue to operate on a customer-seller relationship.

Toyota has been preparing the European market for the transition to online car sales for years. Pilot projects enabling fully online purchases are being developed in the UK and Norway. These processes, as noted by Toyota’s Head of Sales and Marketing Matthew Harrison, led to a relatively expected conclusion: to succeed, this service must offer a comprehensive financial package. “We found that a significant number of customers expect a complete leasing package: credit, insurance, and the car itself. I’d compare it to signing a mobile phone contract,” Harrison said. Similar experiences are shared by executives from Volvo, Peugeot, Hyundai, BMW, and Mitsubishi.

The question is no longer whether we can buy our dream car online but when it will be possible. That’s why it’s crucial to prepare for a trend that’s about to explode.

The eSIG platform integrates seamlessly with existing business support and document archiving systems. It keeps up with e-signature trends and is continually upgraded with new technologies—like biometric and video identification. Keeping pace with market demands, TIS eSIG also offers video identification services, making it faster and easier to reach remote clients. Once positively identified, clients can be offered any product during the same video session and provided with a contract ready for signing.

Welcome the Future with TIS eSIG

If you’re interested in learning more about our service, the integration process, or are otherwise curious about the digital transformation of your business, feel free to contact us. Our experts will gladly answer any questions.

The post The Future of the Automotive Industry: What’s Keeping Us from Buying Our Dream Car in Just a Few Clicks? appeared first on TIS Grupa.

Your feed has been full of our AI products lately (we’ll allow ourselves to say deservedly), but our core business is still related to the financial industry. Well, it’s time to put this part of our solutions in the shop window again. One, dare we say more ingenious, is SEPA CREATOR – a tool for creating test files for SEPA functionalities.

Why ingenious? If you are (un)lucky enough to prepare for the new SEPA rulebook changes, then you are drowning in work. That is, more than usual.

“The tool has been used for years in domestic banks to facilitate the testing of all major regulatory changes in the field of payments. More recent examples are the introduction of the euro, the introduction of European payment instruments, or any other major change such as this year’s changes to the SEPA rulebook”, explains Vjekoslav Martinčić, our vice president with considerable experience in the financial industry.

It is important to note that this product is not exclusively for the Croatian market. SEPA CRATOR is a product that could make the job easier for any QA tester in the SEPA area. “The largest Croatian banks are current users of the app, and we expect that this tool will become recognized by other banks in the country and abroad in the coming period,” adds Vjeko.

 Why SEPA CREATOR?

Quite plastically, from three lines of data, with the new changes to the SEPA rulebook, we are now moving to 16 lines of data. This change will go to production by the end of November. It is introduced by all banks in the SEPA area, including national ones. Now you do the math. How much time do you have, and do you have enough people to test everything to the deadline?

  Seriously, calculate how much it would cost to create 10,000 messages manually, knowing that there is a tool executing the job flawlessly in only a few seconds.

Let’s save the QA testers!

sepa@tis.hr

The post SEPA CREATOR: Approved by 3 of the 5 biggest banks in Croatia appeared first on TIS Grupa.

In October, we organized our first independent conference in the UK. The impressions finally settled. Without exaggeration and false modesty, we can announce that genAI for BUSINESS was a complete hit.

The conference was held in the academic environment of the Sci-Tech Daresbury campus, which produced not one, not two, but even three Nobel laureates! As if that wasn’t impressive enough, Alan Turing (yes, that Alan Turing) postulated a part of the foundation of modern information science right there in the 50s. To this day, SciTech remains synonymous with scientific excellence, mostly in AI development and nuclear and space research. One of the more memorable landmarks in the county is the characteristic bell-shaped chimneys, like the one you might remember from the Simpsons intro. If you need to know more about the significance of the Sci-Tech campus, an IBM supercomputer and a vast particle accelerator are also their most prolific tenants.

Now that we are spatially and contextually situated, we can turn our heads towards our conference. 

Under the baton of Ina Bičanić Benković, Justin Barnes and Neil Jenkinson masterfully led behind and in front of the scenes. They efficiently managed to seduce the speakers and audience equally with their charm, not to mention the amount of preparation our English lads put into the job.

As for the content, the story was very rounded. During this one-day meeting, the lecturers presented the entire life cycle of the development of LLM projects to the audience. They answered questions like Under what conditions such projects are created, what technologies to use and how to use them, whom are they intended for, what challenges each designer encounters along the way, why the ethical moment is an essential element of every single AI project, and, most importantly, how to raise money for development of such goals. Previous AI projects of the TIS Grupa served as a perfect analysis starting point for each of the questions mentioned above.

From the home team, in addition to the already mentioned, our colorful heptagons were defended by Dženan Lojo and, unexpectedly, Karlo Franić, who ran into the pitch in the last seconds. Due to unexpected complications, he replaced his boss, Tomislav Strgar, at the last minute. We are glad to say Karlo quickly turned into one of the shining stars of the whole event. Once more, it has been proven that a good plan B is the best friend of all challengers of fate.

We want to thank all the speakers and the guests. According to our field agents, the subject was coming up roses. If it’s not apparent, we don’t even try to hide our satisfaction with a well-done job. Still, the most significant confirmation of our success is that our hosts expressed their wish to turn this event into a regular platform for exchanging information on AI.

Learned and inspired by this experience, we throw ourselves into the organization of new forums of this type. .debug, we are coming for you. 

The post genAI for Business: Aftermath of our first independent conference appeared first on TIS Grupa.

In corporate-focused texts, it’s common to highlight an employee as the company’s “good spirit.” Thanks to employer branding and social media, we’ve seen and heard countless such stories. The problem is that these narratives often feel forced, shallow, and reduced to empty promotional constructs that lack genuine soul. But fear not—this will not be one of those stories, nor could it be, no matter how hard we tried.

Daniela Velčić has been with TIS practically since the beginning of her career, and it’s impossible to find a colleague who wouldn’t describe her as the heart and soul of the company in their first sentence. We’ve verified this, and empirical results are available upon request.

A would-be math and computer science professor—much to the dismay of children who never got the chance to fall in love with equations and code under her tutelage—Daniela traded the classroom early on for a career in the financial industry. Though she started as a programmer, Daniela has always been more drawn to people than numbers. However, she knew one thing for certain: if she wanted to succeed, she’d first need to master her technical skills.

A successful project manager, particularly one working in the IT sector on complex financial projects, must merge technical expertise with business analysis and then blend both under the guidance of an empathetic manager with strong social intelligence. Yet, the idea of ending up in sales—as a Key Account Manager & Senior Sales Consultant—was never even a remote possibility in her mind.

“Who actually plans to go into sales?” Daniela remarks with her trademark warm laugh while playfully striding down the hallway. “Nobody prepares you for the reality of making a set number of calls in a day or visiting a specific number of clients—not to mention meeting targets.” She comments with a reassuring smile beneath her round glasses, adding, “But don’t worry, sales in IT is never boring.”

Shaping the Future Through Projects

Over 25 years, Daniela has been involved, in one way or another, in projects of monumental scale—though she herself would never describe them that way. Not because she doesn’t see their value, but because humility is deeply ingrained in her nature. “At TIS, we’ve always operated at full capacity to deliver the best possible solution for the client. Sometimes that solution impacted a larger audience, sometimes a smaller one, but it was always of the highest standard,” she explains in her typically understated manner.

If you’ve ever heard of SEPA, NKS, EuroNKS, IBM Sterling, NKSInst, or more recently, considered how life changed with the introduction of the euro, then you’ve indirectly encountered Daniela’s work. Or, to rephrase, you probably haven’t heard her name because the projects she’s worked on have always been implemented so flawlessly that there’s never been a need for public scrutiny.

And let’s be clear—these aren’t minor systems, simple projects, or basic solutions. The tools we’ve mentioned form the backbone of Croatia’s entire financial system. Every transaction in the country is directly or indirectly tied to one of these systems. Truly monumental projects, without exaggeration.

Biggest vs. Favorite Project

“SEPA was a project that impacted all of Croatia. There was no room for error. On June 6, 2016, the system had to go live, and my greatest achievement was the praise we received from the entire SEPA community, emphasizing how seamlessly the transition was executed—quickly, efficiently, and flawlessly,” Daniela highlights.

While SEPA was the largest project she worked on, her favorite remains Dubrovnik Airline. After more than 25 years and countless demanding battles in the exciting IT industry, it still holds a special place in her heart. “Thanks to the people behind Dubrovnik Airline, I accidentally ended up in sales nearly 20 years ago,” she recalls with a laugh. “Following successful collaborations, those same people trusted TIS to help establish their new airline, Dubrovnik Airline,” she reminisces.

Daniela spent the next decade helping her team build Dubrovnik Airline, working long hours from various locations—Zagreb, Rijeka, Dubrovnik—while directly collaborating with the client. “For that project, we all lived and breathed it. Fixed working hours were a foreign concept, but we also never missed celebrating our successes. To be successful in your work, you need both,” Daniela notes.

Moments to Remember

TIS has always been a trendsetter in personalized client relationships. One initiative Daniela fondly recalls is sailing trips with business partners. “We’d rent several sailboats and host our key clients for four days—from Thursday to Sunday—sailing a different route each time.”

On her first trip in 2004, Daniela found herself sharing the tight quarters of a sailboat with two bank CEOs. “As the saying goes, friendships are tested on a sailboat—imagine being stuck with significant business leaders! But thankfully, the skipper set the rules immediately: on the boat, everyone’s on a first-name basis, and everyone works equally,” she recalls. “That experience taught me to approach my role as a KAM much more naturally, simply, and effectively. Plus, I got the chance to learn from the best.”

A Key Link in TIS’s Chain

Empirical proof from the story’s beginning backs it all up.

“For over two decades, Daniela has been the ‘good spirit’ of TIS’s projects in the financial sector. Her cheerfulness, honesty, professional approach, and unwavering dedication make even the toughest projects more pleasant. Her immense enthusiasm makes her an irreplaceable part of the TIS family,” says Business Manager Vjekoslav Martinčić.

Veteran colleague Sanja adds: “Throughout these years, Daniela has always found ways to connect business with personal, creating a small family atmosphere. She thrives on doing her best and hearing gratitude from colleagues. That’s what recharges her energy.”

Join the Group – Become Part of Our Team!

The post Living with TIS for 25 Years and Beyond: A Career in the IT Sector is Anything but Monotonous appeared first on TIS Grupa.