Damian Borg learned travel in its back rooms and front lines. He knows the game because he’s played almost every position. He now leads with the common sense and clear vision born of seeing the travel industry whole. He doesn’t lead from the sidelines. He takes the field.
Damian wrote tickets by hand in a Parramatta travel agency until his wrist ached. He was on work experience, doing the kind of work that crushed any illusion that travel was all glamour. Soon after, he was in the Globus mailroom, folding, stapling, boxing documents and hauling them to the post office. Day after day, he sent other people’s travels into the world, while he stayed back in the fluorescent hum of that room. This is where Damian first experienced travel, weight in the hands before it was wonder in the world.
Doing the work that had to be done taught him how things fit together. The boy in the mailroom learned that leadership is not a title, but a willingness to carry the box yourself.
“That grounding, starting at the very bottom, shapes everything about how I lead, how I work, how I’ve moved through the industry,” he tells Karryon.
Damian was the third of four boys in a European family in Western Sydney, where work was practical, life was local, and the idea of crossing oceans belonged more to the distant notion of ‘one day’ visiting the homeland.
At the namesake hotel in Reykjavik — where Icelandic cool meets personal connection
“Our parents hadn’t travelled outside the country. None of my relatives had. I was one of about 50 cousins and the first to go overseas by myself,” he remembers.
At eighteen, Damian boarded a plane to Scandinavia alone to visit a Swedish pen pal. He wandered foreign streets for three months without a map of what was to come. And he loved it. Still loves it.
Lessons from the field
“I was a very quiet kid,” he says of the boy who played rugby league, who learned the give and take of a team, who discovered that in a team even the quietest voices are lifted.
Damian’s approach to leadership feels like it owes more to those muddy football fields than boardrooms: keep the ball moving, work together to move forward, keep driving the play even when the odds are against you. In sport came the lessons of accountability, trust and resilience that would anchor his future work.
“When you’re in a team, it’s all-hands-in,” he says.
“Others count on you, they depend on you not to drop the ball.
“As a captain, I had to know when to lead, but then also when to ‘follow’.
“It’s the same in business. You just don’t know what your team is capable of until they are tested… and I see the same truth every day in my team. When challenges come, they don’t shy away, they rise together, push harder, and often surprise even themselves with what they can achieve.
“That’s the beauty of a great team: you’re never just measuring individual strengths, you’re multiplying them. When trust, resilience and purpose align, the impossible suddenly feels possible.”
Learning on the job
There is still a small flicker of unease when Damian talks about education. “Sometimes I can feel embarrassed about the fact that I didn’t go to university,” he admits.
“These days, you can’t open up a job ad without it asking for a degree, but that shuts out people like me.”
He shrugs, then smiles. “Back in my day, it wasn’t the be all and end all. You either got into a trade, you joined the police force, or you got a job at the bank. I applied for the bank and they knocked me back because I said I’d love to work for Westpac Travel.”
Travel, it seems, had already chosen him.
Sheikh Zayed Grand Mosque, Abu Dhabi — pure elegance
Over nearly four decades, Damian’s career has traced a wide arc through the travel industry. From the mailroom at Globus, he moved through reservations and groups, then into sales roles at Club Med and Contiki. Each step brought a bigger brief, fresh lessons and a deeper conviction that he should only work for products he truly believed in.
His litmus test is simple. “Would I sell this to my family and friends?” If not, he won’t.
The cost of success
Before long, that drive to keep moving forward also carried a personal price.
“If I could say what my greatest regret is, it’s the fact that I wasn’t always there for my family, in particular my kids, when they were younger,” Damian says.
“I missed the opportunity to take them to school, pick them up, coach their netball team or their football team. Because I just wasn’t reliable.
“Life as a sales rep might look glamorous with all the travel, but the reality is long stretches away from home and the people you love.
“I’ve learned to manage my time better, though the industry calendar makes balance tough. So here’s to all the BDMs out there, the unsung heroes who give so much of themselves, often without thanks. My advice to agents: value your BDMs, because every booking comes at the cost of time with those they cherish.”
Now, with older children, his twin daughters and a son, Damian shows up as often as he can.
“I’m fortunate that my kids have also discovered a passion for travel. They may not be selling it like me, but they share that same excitement I had when I was younger about experiencing everything the world has to offer.
“They’re always planning the next adventure, and of course, it’s even better when Dad picks up the bill! The best part is being able to share this passion together now as adults, creating memories that mean even more.”
That regret, and the way he has worked to live with it, has become part of the way he leads and makes decisions.
What makes a leader
During COVID, Damian remembers getting a phone call.
“Mark Richards from Carnival Cruise Lines rang just to see how I was. That’s what our industry is all about.”
For Damian, that solidarity matters more than rivalry. He’s never been afraid to engage with competitors, recognising the mutual respect that exists for what each brings to the industry. In his view, it’s this respect and openness that strengthens the whole sector, not just individual players.
“Let’s get back to common sense,” Damian urges.
“Real progress comes from acknowledging the strengths of others in the industry, respecting what they do, and using that perspective to keep raising the bar in your own work.
“This industry lives and dies on relationships.”
First NCL famil in 2017 – great memories — Norwegian Escape sailing from New York to Bermuda
He embraces AI and analytics, but knows they’re not enough.
“The analysts can confirm the numbers, and AI can polish the edges; it can even make me look smarter.
“But numbers alone don’t create success. It’s what we do with them as a team, how we come together and act on them, that turns data into progress.”
Eight years into his time at NCL he is still fired by fresh directions and new ways forward.
“We’ve got so many opportunities to pursue,” Damian says.
“We can’t sit on our hands and expect what we did yesterday to work tomorrow.”
If his story says anything, it’s that leadership isn’t a carpeted climb of titles and degrees. It’s the churn of a rugby field where you learn to keep the play alive. It’s writing tickets by hand under fluorescent light. It’s regret carried and channelled into doing better now. It’s travel, seen both as labour and as witness.
And it endures. Nearly four decades on, from a 16-year-old in a mailroom to the director’s chair, Damian Borg knows exactly where he began. And he lets that beginning guide him still, from a quiet kid to one who learned that voices carry further when they rise together.
Silversea’s Silver Cloud has embarked on its Grand South Pacific Expedition 2025 – a 75-day sailing covering 58 destinations across 11 countries.
Departing from Fremantle (Perth) on 21 August, the voyage will conclude in Valparaiso, Chile, on 2 November 2025. Guests will travel through Australia, Indonesia, Papua New Guinea, the Solomon Islands, Vanuatu, Fiji, Tonga, the Cook Islands, French Polynesia, Pitcairn Island and Easter Island, with three overnight calls in the Abrolhos Islands, Pitcairn Island and Easter Island.
The expedition will be supported by up to 25 experts providing tailored enrichment on topics ranging from wildlife to culture. “From the remote shores of rarely visited gems like Palmerston Island, Adamstown, and Robinson Crusoe Island, to the iconic Kimberley Coast, Bora Bora, and Easter Island, the variety of experiences available to our guests during the Grand South Pacific Expedition 2025 is entirely unique,” said Bert Hernandez, president, Silversea.
Two exclusive events will take place during the journey. In Darwin, travellers will experience the wetlands of the Northern Territory at Finniss River Lodge. On Easter Island, guests will visit Toki Rapa Nui, a cultural centre led by pianist Mahani Teave, with performances and community engagement.
The 254-guest Silver Cloud is equipped with 20 Zodiacs and 10 kayaks for exploration, alongside four dining options and butler service in every suite.
Silversea has also announced future Grand Voyages, including itineraries in the Mediterranean, Australia, South Pacific and South America between 2025 and 2027.
Good news! The Maharashtra government has announced the launch of a new Ro-Ro (Roll-on, Roll-off) ferry service that will connect Mumbai with the Konkan region. The services are set to begin on September 1 and are expected to significantly cut down travel time. Here are the details, including ticket prices and more.
Following the success of the Mumbai-Alibaug ferry, the Maharashtra government has now introduced another Ro-Ro service to connect Mumbai and Konkan. As per a report by Live Mint, this new route will drastically reduce travel time and offer commuters an alternative to the heavily congested Mumbai-Goa highway, especially during peak festive periods.
The Ro-Ro ferry will cut travel between Mumbai and Ratnagiri to just 3 hours. Passengers heading to Sindhudurg will arrive in only 5 hours, almost half the 10-12 hours usually taken by road.
As per reports, the fares have been kept affordable so that more people can use the service. The ticket prices are as follows:
Economy Class– ₹2,500 per person
Premium Economy– ₹4,000 per person
Business Class– ₹7,400 per person
First Class– ₹9,000 per person
The ferry also has provisions to carry vehicles. The charges are set at ₹6,000 for cars, ₹1,000 for two-wheelers, and ₹600 for bicycles. This allows families to take their own transport along, making travel even more convenient. Moreover, the ferry can carry 656 passengers, 50 four-wheelers, and 30 two-wheelers.
This ferry service is being hailed as South Asia’s fastest Ro-Ro. It is part of a major initiative by the Maharashtra government to improve inter-city travel convenience. The project has received all 147 necessary permits and has been implemented with world-class safety standards.
The launch comes as a huge relief for devotees travelling from Mumbai to Konkan during Ganesh Chaturthi. With the incomplete Mumbai-Goa highway causing traffic snarls that last for hours, this new ferry will cut down travel time from 10-12 hours by road to just 3-5 hours by sea.
For more such snackable content, interesting discoveries and the latest updates on food, travel and experiences in your city, download the Curly Tales App. Download HERE.
This Partnership Now Connects Travelers to More Routes with Greater Flexibility
TAIPEI, Aug. 26, 2025 /PRNewswire/ — EVA Air and Southwest Airlines Co. (NYSE:LUV) have entered a new interline agreement effective immediately. This collaboration now connects EVA Air passengers in four key cities: Los Angeles (LAX), San Francisco (SFO), Seattle (SEA), and Chicago (ORD) to other cities in the United States with Southwest Airlines’ extensive network. The partnership expands connectivity across the United States and provides travelers with increased convenience and access to a wider range of destinations.
This strategic agreement creates an integrated network across the participating gateway airports of both airlines. Passengers can now book a single itinerary including flights operated by both carriers, with coordinated ticketing and through-checked baggage service to their final destination. Travelers will also receive boarding passes for all segments of their journey at the first point of departure, making connections more straightforward and efficient.
“This partnership positions EVA Air for long-term growth in an evolving market by combining resources with Southwest Airlines,” said EVA Air America Head Office Executive Vice President Andrew Su. “Together, we’re streamlining operations, connecting with a broader range of travelers, and responding more swiftly to changing market needs. Beyond simply adding flight options, we are dedicated to reimagining how we serve our passengers and providing travel experiences that are more personalized, more flexible, and thoughtfully designed around their needs.”
“Our relationship with EVA Air brings new opportunities for access between Asia and the United States through our unmatched domestic network,” said Southwest Airlines Chief Operating Officer, Andrew Watterson. “We’re grateful for this new partnership and the additional dimension it brings to our ongoing work to bring more choice in travel experiences with global reach.”
Beyond facilitating travel logistics, this interline partnership aims to offer competitive fares and broaden access in key routes, enhancing transpacific options for travelers throughout the United States. Now in effect, tickets are available through EVA Air’s website, booking platforms, or major travel agency platforms. Through a unified booking process, customers can access interconnected networks that link major cities in the U.S. and Asia, unlocking new travel opportunities. Through its key U.S. gateways in Los Angeles, San Francisco, Seattle, and Chicago, the partnership connects customers with Southwest Airlines flights to more than 30 destinations, including Denver, Las Vegas, Nashville, Tampa, Baltimore, and more.
EVA Air currently offers 89 weekly flights to major cities in the U.S. and Canada, making it the Taiwanese airline with the most destinations and frequent flights in North America. By the end of the year, this number will reach 94 weekly flights. Through our partnership with Southwest Airlines, passengers will have access to more than 100 cities across the United States, delivering comprehensive air services to a global customer base.
For more information on EVA Air’s routes and to book flights, please visit www.evaair.com.
ABOUT EVA AIR:
A Star Alliance member, EVA Air was founded in 1989 as Taiwan’s first privately owned international airline. EVA Air is also an affiliated company to global container-shipping leader Evergreen Line. It flies a fleet of more than 80 Boeing and Airbus aircraft to around 60 international destinations throughout Asia, Oceania, Europe, and North America, including Los Angeles, San Francisco, Seattle, Houston, Chicago, New York, Vancouver, Toronto, and Dallas-Fort Worth starting on October 3, 2025. The airline continues to expand its global network through strategic alliances and interline agreements, reinforcing its presence in the North American market. EVA Air’s partnerships include a codeshare agreement with Star Alliance members Air Canada (AC), Avianca (AV), Copa Airlines (CM), and United Airlines (UA), as well as collaborations with major carriers such as Alaska Airlines (AS), JetBlue Airways (B6), Hawaiian Airlines (HA), Sun Country Airlines (SY), and WestJet (WS). Travelers can learn more about EVA and schedules, book, and buy tickets at www.evaair.com.
ABOUT SOUTHWEST AIRLINES CO. Southwest Airlines Co. operates one of the world’s most admired and awarded airlines, offering its one-of-a-kind value and Hospitality at 117 airports across 11 countries. Southwest took flight in 1971 to democratize the sky through friendly, reliable, and low-cost air travel and now carries more air travelers flying nonstop within the United States than any other airline1. By empowering its more than 72,0002 People to deliver unparalleled Hospitality, the maverick airline cherishes a passionate loyalty among more than 140 million Customers carried in 2024. Southwest leverages a unique legacy and mission to serve communities around the world including harnessing the power of its People and Purpose to put communities at the Heart of its success. Learn more by visiting Southwest.com/citizenship.
Based on U.S. Dept. of Transportation quarterly Airline Origin & Destination Survey as of Q1 2025
Full-time equivalent active Employees as of June 30, 2025
You must be logged in to post a comment Login