“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change,” said Charles Darwin — who knew a thing or two about evolution. This is especially true in corporate travel.
The modern travel manager is a far cry from their counterpart of a decade ago. What was once a role centered on logistics, cost control, and policy enforcement has evolved into a strategic business function that intersects with sustainability, employee experience, risk management, and digital transformation. “Travel managers are no longer just managing logistics,” says Carrie McCabe, Vice President, Enterprise Customers, CWT, “they’re contributing to broader business goals.”
What’s changed?
The global pandemic spotlighted the importance of risk management and business continuity. At the same time, travel managers are now expected to align with sustainability goals, support the well-being and values of a new generation of employees, and contribute to broader organizational metrics.
Meanwhile, technology is overhauling everything. Emerging technologies in corporate travel outlines how travel managers are using data to make smarter decisions, track KPIs in real time, and collaborate more effectively with departments like HR, finance, and procurement.
Next Stop: re-evaluating the traditional relationship
What does this mean for the traditional client-travel management company (TMC) relationship?
“As the scope of travel managers’ roles have grown, so have their expectations of TMCs,” says Rob Coomer, CWT’s Senior Director, Global Customer Management. “This has meant we’ve had to broaden our own product and service offering and areas of expertise. That, in turn, means building and strengthening partnerships with innovative companies specializing in different areas such as sustainability, safety and security, and tax and immigration compliance, to bring greater value to our clients. The sheer complexity of the travel industry has made the need for close collaboration between stakeholders across the industry essential when we think about creating new solutions to meet the needs of travel programs — whether it's introducing new sustainability options, expanding access to New Distribution Capability (NDC) content, or making business travel more accessible for people with disabilities. “
Despite these changes, some organizations still treat their TMC as a transactional vendor, hired to book travel and manage costs. But this outdated model no longer serves the needs of modern, global travel programs.
To realize the full value of managed travel, companies must move toward strategic partnerships with their TMCs. This means engaging early in the planning process, setting shared objectives, and maintaining open lines of communication. “We achieve the best results when we align with clients on broader organizational goals from the outset,” says McCabe. “Whether it’s optimizing spend, driving sustainability, or enhancing employee experience, that alignment is key.”
3 steps to a smarter partnership
So, what does a modern, strategic TMC-buyer relationship look like? It starts with a mindset shift, from vendor management to value co-creation. Here are three ways to evolve the relationship:
1. Collaborate on data and insights
Travel programs are increasingly data-driven. With AI, insights are more accessible than ever, not just for travel managers, but for stakeholders across the business.
CWT’s AI-powered analytics are transforming how travel managers respond to global change. Through its enhanced Analytics platform, CWT enables near real-time insights by scanning and analyzing booking data, traveler locations, and key performance indicators. This allows travel managers to quickly identify and respond to disruptions such as geopolitical events or natural disasters, supporting proactive risk management and traveler safety obligations.
CWT’s AI capabilities help uncover trends in fare fluctuations and traveler behavior, enabling smarter decisions around booking windows and supplier negotiations. These insights are surfaced through intuitive, natural language queries and customizable dashboards. Beyond operational efficiency, AI tools support strategic planning by highlighting shifts in travel patterns, emissions data, and policy compliance helping organizations adapt their travel programs in real time.
2. Employ consulting expertise
Consulting capabilities help clients use their insights to forecast effectively, and navigate complex trade-offs. For example, CWT Solutions Group’s ECO framework helps organizations balance employee well-being, climate impact, and performance KPIs. This kind of strategic guidance is becoming a key differentiator.
3. Integrate travel with meetings & events (M&E)
There are clear benefits to combining the management of business travel and M&E, particularly when it comes to negotiating supplier agreements, managing traveler safety, and optimizing budgets. A unified approach can maximize buying power and ensure that travel and meetings strategies are aligned with broader company goals—whether those are cost containment, sustainability, or employee engagement.
At the same time, combining business travel with meetings & events is an opportunity for those managing travel programs to move into broader, more strategic roles as employee collaboration or mobility managers. In addition to benefiting the organization, it expands the influence of the travel function and its team.
That said, the strategy needs to be deliberate. Organizations should ensure they have the right governance structures in place, with clear accountability and collaboration across travel and meetings stakeholders. Buyers who view travel and meetings through a strategic, unified lens, supported by a TMC with strong M&E capabilities, will be best positioned to drive greater value, insight, and impact across their programs
“Ultimately, the future will favor TMCs that invest in strong advisory capabilities, flexible service models, and a deep understanding of each client’s evolving business priorities,” says McCabe, “And travel managers who engage their TMCs strategically will be better equipped to drive value, resilience, and innovation across their organizations.”
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