Going Beyond with Dan Vaughan at Agilysys: We give people autonomy, respect, and room to grow in meaningful ways

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Dan Vaughan believes that when teams at Agilysys feel supported, connected, and empowered in their work, they are able to go above and beyond for customers. This people-first culture has fostered a committed workforce — with team members who are engaged, consistent, and able to focus on long-term impact and exceptional service. He highlights the importance of aligning people and culture with business goals, investing in talent development, and preparing teams to meet the evolving needs of hospitality clients across APAC and EMEA.

TDM has started a series of interviews under the theme ‘Going Beyond’ that bring to the forefront ‘a behind-the-scenes look’ at the expertise of Agilysys APAC team members across product engineering, services, HR, and sales, highlighting how each function plays a strategic role in delivering value to hospitality clients.

This series of interviews explores how these teams contribute to key business outcomes — enhancing the guest experience, driving RevPAG, enabling seamless, interoperable solutions, etc. — while providing a deeper understanding of the people, processes, and innovation that power Agilysys’ impact across the hospitality sector.

In part 1 of the ‘Going Beyond’ series TDM interviews Dan Vaughan, Senior Director HR, APAC & EMEA, Agilysys. He shares how strategic HR leadership underpins Agilysys’ ability to deliver client value, foster innovation, and support service excellence

Travel Daily Media (TDM): As Senior Director of HR for APAC and EMEA, how do you approach fostering a culture that supports innovation, collaboration, and service excellence at Agilysys?

Dan Vaughan (DV): I’ve been with Agilysys in Singapore for eight years now — which still surprises me, because when I first accepted the role from Australia, I thought it’d be a two-year adventure. But I fell in love with the job, the region, and the people. Even now, I wake up every day genuinely excited about work.

I do not manage a large team — it’s just me across APAC and EMEA — but that’s part of what I enjoy most. It keeps me close to the people. I work directly with teams on the ground in Singapore, Malaysia, the Philippines, Hong Kong, China, Australia, the UK, Dubai, India and the USA. We are not big on layers of hierarchy or long chains of command. Culture is built day-by-day — through trust, relationships, and showing up for each other.

We are still growing brand recognition in APAC. Even though Agilysys has more than 60 years of heritage, in this region, it sometimes feels like a startup — and that’s exciting. People wear many hats, stay agile, and support one another to achieve the right outcomes. It is a culture where people consistently go beyond their job descriptions to deliver.

TDM: In a tech-driven hospitality environment, how does HR play a strategic role in ensuring teams are aligned with Agilysys’ mission to deliver seamless, interoperable solutions that drive RevPAG for clients?

DV: At the heart of our brand is Hospitality Technology to Go Beyond — and for me, that’s exactly how HR should work. Our teams cannot go above and beyond for customers unless they feel supported, connected, and empowered in their own work.

We might not operate with a large corporate structure, but we are driven by a strong, shared sense of purpose. My role is to help people understand how what they do truly matters. Whether it is implementing a solution for a hotel in Kuala Lumpur, supporting a global rollout from Singapore, or resolving a client query in Melbourne, I want our people to be both equipped and connected to the “why” behind their work.

Our teams are intelligent, motivated, and close to the customer. My job is to clear the path so they can focus on delivering exceptional outcomes.

TDM: With operations across diverse regions, how do you tailor HR strategies to support both employee satisfaction and client success in the APAC hospitality sector?

DV: APAC is incredibly diverse — in culture, economies, and in how hospitality is delivered across markets. We are a global business with offices in six APAC countries, covering 22 countries with product installations and customer service. That variety makes the work deeply interesting — and in HR, it’s essential to stay grounded and flexible.

I focus on listening to local needs and supporting people in ways that make sense for their location. While we may not have rigid career ladders or structured L&D programmes, we create genuine development opportunities. We promote from within wherever possible, but also welcome fresh talent when the team needs it.

Most importantly, people feel known here. They are not just a number. We treat people like adults — giving them autonomy, respect, and room to grow in meaningful ways. That kind of employee satisfaction translates directly into better client outcomes. Our teams are consistent, invested, and thinking long term — and that shows in the service we deliver.

TDM: What role does talent development and continuous learning play in equipping teams to meet the evolving needs of hospitality clients and deliver long-term value? 

DV: We don’t have a traditional classroom learning model, but we are constantly learning — in real roles, in real time, solving real problems.

Hospitality tech evolves rapidly, and our people have had to evolve right alongside it. A great example of that was during COVID. While many businesses paused, our teams used the time to reimagine and rebuild our product suite. It was bold and ambitious — and it paid off. That moment truly captured what going beyond means: not just surviving tough times, but using them as a springboard to accelerate forward.

That mindset still guides us. Our people are stretched — but they’re proud of what they’re building. My role is to support them through that growth, whether it’s mentoring a new leader, offering someone a stretch opportunity, or just being available when they need a sounding board – any time, day or night.

TDM: Looking ahead, what workforce trends or challenges do you see shaping the future of hospitality tech, and how is Agilysys preparing its teams to stay ahead?

DV: Customer expectations are rising fast. Operators want integrated, intelligent systems that unlock new revenue and elevate the guest experience. That puts pressure on us — to be faster, more connected, and more agile internally.

One trend I’m watching closely is how people want to work and grow. Flexibility, purpose, and well-being are no longer ‘nice to haves’ — they’re expected. At Agilysys, we’re not chasing trends for the sake of it. We focus on what matters: offering people the chance to speak up, to try something new, and to be part of something meaningful.

We may not offer flashy perks, but we have something deeper — trust, knowledge, and commitment. That’s how we stay ahead: by investing in people who are resilient, who care, and who adapt when things shift.

TDM: What does ‘Going beyond’ mean to you?

DV: To me, Going Beyond isn’t just a brand message — it’s how we show up, every day. It means leaning in when things get tough, saying yes when something seems hard, and showing up with heart.

It’s checking in on a colleague after hours, making sure a new hire in Thailand has everything they need on day one, or staying up late to support teams in the UK or USA. It’s not always glamorous, but it’s real — and it makes a difference.

That’s the culture I’m proud to be part of. Hospitality Technology to Go Beyond isn’t about platforms or products — it’s about people, purpose, and making an impact together.

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