Snežana Pekić leads the development of one of Montenegro’s landmark tourism and real estate projects. A WOBA Ambassador and an alumna of the Leadership and Board Readiness Programme, she reflects on her leadership journey, what the programme changed for her, and how she now shows up in the boardroom.
Tell us a little about yourself and your leadership journey. What made you decide to join the programme?
I’m Snežana Pekić from Bar, Montenegro. I am CEO of Sonuba Montenegro, where I lead the development of the Maljevik Bay Resort, a major tourism and real estate project featuring a hotel, marina, and villas. Previously, I served as Chief of Staff at the Ministry of Economic Development and Tourism and as a board member of the National Tourism Organisation. I am also a Women on Boards Adria Ambassador and am currently completing my Master’s in International Relations and Security at the University of Donja Gorica, while remaining active in community service through the Rotary Club of Bar.
My leadership journey has involved navigating complex projects, government relations, investor negotiations, and board-level responsibilities, always with a focus on creating sustainable value for my hometown and the wider community.
I decided to join the WOBA Board Readiness Programme because I felt the need to share my experiences in a supportive environment. By openly sharing your leadership journey, you gain deeper introspection and an independent perspective on yourself that is hard to achieve on your own. I wanted to prepare more effectively for future board roles while contributing to, and learning from, a strong peer network.
What did you value most about the programme? Was there a moment that shifted how you think about leadership?
What I valued most about the WOBA Board Readiness Programme was the exceptional combination of a strong, supportive network and the quality of open, honest conversations. It was especially important to me that we built relationships of trust in which we could freely exchange current dilemmas, real-life situations, and challenges. Through these discussions, we jointly arrived at practical solutions that benefited everyone involved.
I am particularly grateful that I had the opportunity to meet outstanding professionals who generously shared their knowledge, experience, and energy in a way I could not have accessed on my own. A series of open conversations about leadership situations and personal challenges helped me recognise certain personal biases and blind spots I hadn’t been fully aware of before. This self-awareness, together with the practical tools and peer support, profoundly shifted how I think about leadership, emphasising authenticity, visibility, and continuous personal growth alongside professional competence.
Can you share an example of something you have put into practice since, and what changed as a result?
Yes, I have already implemented insights from the programme. After the sessions, I started advocating more openly for myself and my contributions in front of board members who had previously taken them for granted and were not fully aware of the full extent of my input and achievements.
I now present my work with greater clarity, supported by concrete examples and strategic proposals. The result has been improved recognition of my role, a stronger position in discussions and negotiations, and greater confidence in board and leadership settings. This change has positively impacted both my personal leadership presence and the progress of the Maljevik Bay project, as well as a more open vision of my own future.
Applications are open for the next WOBA Leadership and Board Readiness Programme, in Belgrade on 22 and 23 October 2026. To find out more or apply, visit wobadria.org/board-readiness-programme or email info@wobadria.org.
