Podcasts about corporate travel

In this episode of Masters of Moments, host Jake Wurzak sits down with Greg Kennealey, CEO of Peregrine Hospitality, for an in-depth conversation on building and operating a diversified hotel platform with a focus on performance, alignment, and long-term value creation. With a career that includes time at Strategic Hotels and KSL Capital, Greg brings both institutional experience and an owner-operator mindset to the conversation. They discuss the evolving landscape of hotel investment, from pandemic-driven shifts in demand and staffing, to the renewed importance of leisure travel, stress-testing models, and driving performance across both luxury resorts and extended-stay properties. Greg also breaks down the founding of Peregrine, their vertically integrated approach, and how alignment and talent are central to outperforming in any market cycle. They also cover: How the best hotel companies earned loyalty by prioritizing staff during COVID Lessons from KSL on underwriting, capital planning, and long-term investing The rise of experiential and independent resorts—and where they see opportunity Why owner-operator models outperform in today's capital environment The critical role of KPIs like labor margin, guest satisfaction, and revenue flow Designing phantom ownership structures to retain and reward top hotel talent Building a culture of accountability and innovation from the ground up This episode is a masterclass in hospitality execution, told through the lens of someone who has scaled both iconic resorts and margin-driven select-service portfolios—and believes the best teams win every time. Links: Peregrine Hospitality - https://www.peregrinehg.com/ Greg on LinkedIn - https://www.linkedin.com/in/greg-kennealey-946b715/ Connect & Invest with Jake: Follow Jake on X: https://x.com/JWurzak 1 on 1 coaching with Jake: https://www.jakewurzak.com/coaching Learn How to Invest with DoveHill: https://bit.ly/3yg8Pwo Topics: (00:00:00) - Intro (00:01:32) - Resilience and Challenges in the Hotel Industry (00:03:12) - Investment Strategies and Stress Testing (00:04:59) - Balancing Leisure and Corporate Travel (00:08:21) - Operational Challenges and Innovations (00:34:13) - The Role of Location in Hotel Success (00:38:51) - Conviction in Hotel Investments (00:41:07) - The Complexity of Hotel Ownership (00:41:48) - The Owner-Operator Model (00:44:49) - Sales Strategies and Exit Timing (00:47:21) - Rapid Acquisition Challenges (00:50:12) - Building an Entrepreneurial Venture (00:54:24) - Operational Oversight and KPIs (00:58:40) - Managing Labor Costs (01:01:26) - Investing in Experiential Resorts (01:09:02) - Food and Beverage Strategies (01:15:52) - Future Goals and Favorite Hotels

Dr. Matthew Bunson and Joan Lewis join for their insight into the happenings in Rome after the death of the Holy Father. Plus, Joseph Pearce gives understanding on how to embrace the sadness, suffering and goodness of the Catholic faith at this time...and Nate Wine of Corporate Travel advises travelers to Rome this week as events shift and hold after the death of Pope Frances

Dr. Matthew Bunson and Joan Lewis join for their insight into the happenings in Rome after the death of the Holy Father. Plus, Joseph Pearce gives understanding on how to embrace the sadness, suffering and goodness of the Catholic faith at this time...and Nate Wine of Corporate Travel advises travelers to Rome this week as events shift and hold after the death of Pope Frances

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Share Marriott's perspective on responsibility and oversight of tech and digital strategy, trends we see in the hospitality industry as it relates to the supplier side of the business. The podcast is hosted by Suzanne Neufang, CEO of GBTA, aligned with Tammy Routh, who is President of the GBTA Allied Leadership Council and Senior Vice President of Marriott International.   Moderators and Speakers: Moderator – Suzanne Neufang, GBTA CEO Tammy Routh, Senior Vice President – Marriott International Drew Pinto - EVP and Chief Revenue and Technology Officer - Marriott International     Music track is Space Jazz by Kevin MacLeod  Licensed under Creative Commons: By Attribution 3.0 License 

Corporate travel policies are more than just a set of guidelines—they define how employees travel, how companies manage costs, and how organizations adapt to an ever-changing business environment.  And they are an essential and fundamental element of the day-to-day work and long-term approach of every travel buyer. With shifting workforce dynamics, new expectations around flexibility, and ongoing efforts to balance cost control with traveler satisfaction, however, policies are evolving faster than ever.  In this podcast, GBTA Board members and industry experts discuss the latest trends, the challenges companies face in enforcing policies, and what the future holds for corporate travel programs:  Rosemary Maloney, Senior Director, Corporate Travel, The Freeman Company, and GBTA Board, Vice President  Carlos Almendros, Director, Strategic Sourcing Travel, Card and Marketing Manager, Cisco Systems, and GBTA Board, Direct Seat, At Large  Carol Fergus, Director, Global Travel Events and Ground Transportation, Fidelity International, and GBTA Board, Direct Seat, At Large  Katie Virtue, Head of Sales and Marketing, Festive Road, and GBTA Board, Allied Seat, At Large   The group's discussion includes insightful and actionable insights related to travel policy evolution including:  Balancing cost and employee experience   Policy enforcement vs. flexibility   The current state of air travel policies   Adapting to changing workforce needs   The future of travel policy customization     Music track is Space Jazz by Kevin MacLeod  Licensed under Creative Commons: By Attribution 3.0 License 

In this edition of Business Matters, Chris Ashmore finds out more about the big range of courses and supports on offer at the Local Enterprise Office Donegal, and also delves into the corporate travel sector. First up, he has been speaking with Brendan Hegarty, Head of Enterprise, Local Enterprise Office Donegal, and hears about how […] The post Business Matters – EP 229: Courses and supports at Local Enterprise Office, plus Travel Counsellors and corporate travel appeared first on Highland Radio - Latest Donegal News and Sport.

Send us a textFr Joe Krupp interviews David DiFranco of Corporate Travel and Author and Clinical Psychologist Dr Ray GuarendiPlease use the following link if you would like to financially support Church of the Holy Family: https://pushpay.com/g/hfgrandblanc?sr...

We're live with Steve Schulkens, Shulkens Communications, talks about the upcoming Men's Emmaus Retreat, Dina Dow, Director of Evangelization and Catechesis of the Diocese of Baton Rouge, Dr. Tina Holland, President of Fran U in Baton Rouge and John Hale, spokesperson for Good News Cruise, president Corporate Travel, talks about the Good News Cruise 2026.

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In today's episode of STR Daily powered by Boostly, we explore the latest trends in Middle East travel, including Dubai's innovative tourism strategies and the evolution of luxury travel in the region. We also dive into MakeMyTrip's acquisition of Happay, a bold move reshaping corporate travel and expense management in India. Stay tuned to stay ahead in the travel industry! Are you new and want to start your own hospitality business? Join our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook group⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow Boostly and join the discussion: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Want to know more about us? Visit our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Stay informed and ahead of the curve with the latest insights and analysis

With Limo SF VIP (+1-888-888-0195) you can book corporate travel to any sporting event or special occasion and arrive in complete luxury! Find out more at: https://limosfvip.com/sport-events/ Limo SF VIP City: San Francisco Address: 1555 Yosemite Ave Website: https://limosfvip.com/ Phone: +1 888 888 0195 Email: info@limosfvip.com

Corporate travel has been ripe for disruption for quite some time, so why is it taking so long?Road warriors hate the tools they are compelled to use (and frequently bypass), travel managers hate the cat-and-mouse games they have to play to enforce policy on their employees and to police rates and configuration rules with their TMC partners. Suppliers hate the complexity involved in getting the right offers to the right customers. TMCs hate the goat rodeo of program leakage and shoe-horning new technology services on legacy tech platforms.We've seen some innovation around the edges, but it comes in fits and starts and struggles to realize the transformative traction that truly shifts the paradigm. Is it a technology challenge, a commercial challenge, or a bit of both? Will disruption come from the travelers themselves — a new generation of road warriors that refuses to go along with the status quo? Will suppliers finally gain the upper hand over intermediaries via NDC or direct booking commercial arrangements? Will AI be the straw that breaks the back of legacy tech platforms that simply can't keep up?Who is leading the way, and when will we get there?Follows:Gilad Berenstein - hostCara Whitehill – hostSteve Singh - guestGo Deeper:Hotel Chains Bet on New Ways of Selling to Corporate Travelers - SkiftFormer Expedia exec's startup uses AI to help smaller companies book travel - TechcrunchTransforming Corporate Travel: An Open Roadmap to Fixing a Broken System – MadronaBlockskye Ready for the Long Journey to Transformation – Business Travel NewsBusiness Travel Would Be Booming—if Flying Weren't So Miserable – Wall Street Journal [$]

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148: We explore the intricacies of executive travel planning and how advanced technology is transforming the black car service industry. Our guest dives into what makes executive ground transportation different from ride-share options, emphasizing the importance of reliability, professionalism, and pre-scheduling for high-level clients. We also uncover how innovative tools and proactive communication make life easier for executive assistants, enabling them to manage complex itineraries with ease. From ensuring a smooth airport connection to coordinating multiple stakeholders for seamless travel, this episode provides essential insights into how technology can help you deliver top-tier service to your executives. About my Guest: Mark More is the Head of Product and Marketing at Savoya, where he leads the development and execution of innovative marketing strategies and product offerings. With a strong background in sales leadership across various technology industries, Mark brings a wealth of experience and a customer-centric approach to his role. Before joining Savoya, he held key sales leadership positions, consistently driving revenue growth and building high-performing teams. His deep understanding of technology and market dynamics enables him to create impactful marketing campaigns and product solutions that meet the evolving needs of Savoya's clients. Mark is known for his strategic vision, his ability to translate market insights into actionable plans, and his passion for leveraging technology to enhance customer experiences. He is dedicated to fostering a collaborative environment that encourages creativity and innovation within the product and marketing teams. Outside of work, Mark enjoys cooking, playing golf and spending time with his wife and two kids. Check out Savoya and receive 20% off your first three trips! https://www.savoya.com/welcome/the-future-assistant LINKS:

In this episode, we talk to Delphine Millot, Senior Vice President for Advocacy & Sustainability at Global Business Travel Association (GBTA), who shares insights into GBTA's initiatives to promote sustainability in business travel and the challenges faced by the industry.Millot also serves as the Managing Director of the GBTA Foundation, which serves as the charitable arm of GBTA, focusing on workforce development, women empowerment, and addressing climate challenges in the business travel sector.Millot discusses:The role of GBTA in developing global sustainable procurement criteria for business travel, covering various sectors including aviation, hotels, and ground transportation.The significant impact of business travel on corporate emissions, with some companies seeing up to 80% of their scope 3 emissions coming from business travel.The importance of sustainable aviation fuel (SAF) in decarbonising aviation and GBTA's efforts to promote corporate investment in SAF certificates.Regional differences in sustainability efforts, with Europe leading the way due to cultural awareness, infrastructure, and regulatory pressures.The collaboration between travel managers and sustainability teams within companies to drive meaningful change in business travel practices.Throughout the conversation, Millot emphasises the need for a balanced approach to sustainability in business travel, acknowledging its importance while recognising the essential role of travel in global business. Looking to the future, she discusses GBTA's upcoming acceleration challenge for the global business travel industry, which aims to track and encourage progress in sustainable travel practices.If you LOVED this episode, you'll also love the conversation we had with Nora Lovell Marchant, Vice President of Global Sustainability at American Express Global Business Travel (Amex GBT). She discusses various initiatives such as a blockchain-powered SAF platform, an independently verified carbon offsetting programme and more. Check it out here. Learn more about the innovators who are navigating the industry's challenges to make sustainable aviation a reality, in our new book ‘Sustainability in the Air'. Click here to learn more.Feel free to reach out via email to podcast@simpliflying.com. For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:Global Business Travel Association Sustainability - GBTA   Sustainability Acceleration Challenge - GBTA How Amex GBT is building platforms for SAF and Carbon Offsets - SimpliFlying 

Send us a textFr Joe Krupp is undergoing knee surgery today, so we taped this episode on Wednesday at Corporate Travel with his guests Dr Ray Guarendi, John Hale and David DiFrancoPlease use the following link if you would like to financially support Church of the Holy Family: https://pushpay.com/g/hfgrandblanc?sr...Ask Ralph - Christian FinanceJoin financial expert Ralph Estep, Jr - Daily tips for balancing your faith and finances. Listen on: Apple Podcasts Spotify

In this episode of Building Texas Business, I sit down with serial entrepreneur Steve Reynolds for his perspectives on innovation in corporate travel tech. As CSO of Embers Inc., Steve shares his journey developing TripBam, an early pioneer utilizing algorithms and robotics to optimize hotel rates. He explains TripBam's strategic transformation from consumer to enterprise software, strengthening the company and positioning it for seamless integration under Embers. Steve offers valuable lessons on championing passion within high-performing teams. The importance of actively engaging customers and development staff to creativity solve problems is emphasized. We discuss the challenges of maintaining innovation at scale versus smaller startups. Steve's experiences navigating acquisitions and a turbulent industry offer cautionary advice. A theme emerges—embracing flexibility positions leaders to overcome challenges and achieve lasting impact. SHOW HIGHLIGHTS In this episode, I spoke with Steve Reynolds, Chief Strategy Officer at Emburse Inc., about his journey in corporate travel technology and entrepreneurship. Steve discussed the origins and evolution of TripBam, a platform he founded that uses algorithms and robotics for hotel rate monitoring, which eventually pivoted from a consumer-focused to a B2B model. Steve shared insights on navigating the challenges posed by the COVID-19 pandemic, emphasizing the strategic decisions that helped TripBam emerge stronger, including cost optimizations and product enhancements. We explored the importance of fostering a passionate and innovative team, highlighting the value of listening to customers and involving development teams directly in problem-solving. Steve explained the critical difference between passionate programmers and those who are merely formally trained, and how assembling a team that shares the company's vision and offering equity can drive success. The episode delved into strategies for managing company growth and financial stability, such as quick decision-making in right-sizing staff and optimizing operational costs through cloud environments. We discussed the benefits of subscription-based pricing models over transaction-based ones, particularly during economic downturns, and how this approach helped maintain cash flow during the pandemic. Steve reflected on the evolution of workplace environments and leadership styles, noting the shift from rigid, traditional settings to more flexible, results-oriented cultures. We talked about the challenges of maintaining innovation in large companies, contrasting startup environments with big company mindsets, and the importance of hiring the right people for each setting. Finally, Steve shared his thoughts on the future of the travel industry and the innovative approaches that have set new standards in modern practices. LINKSShow Notes Previous Episodes About BoyarMiller About Emburse GUESTS Steve ReynoldsAbout Steve TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode you will meet Steve Reynolds, chief Strategy Officer for Emburse Inc. Steve has built his career in corporate travel technology and in starting various companies over the four-decade career. Steve looks for opportunities to be disruptive. Steve, thanks for coming on the podcast. It's a pleasure to meet you and appreciate you taking the time. Steve: You bet Chris Glad to be here. Chris: So you know there's a lot that I'd love to get into with you. I know that you know currently you're with a company called M-Burst Travel, but that you started a company before that called TripBam. Tell us a little bit about, I guess, those companies and what they do. What is the business they're known for? Steve: Okay, and just to back up a little bit further, I guess what you could call a serial entrepreneur. Tripbam was my third or fourth venture kind of lost count, but I've been in the corporate travel tech space for 40 some odd years. And TripBam when we started 10 years ago, we recognized that hotel rates change a lot more often than people actually realize. If you were to create some robotics that went out and grabbed the rate at a particular hotel for a certain date in the future, you'd see that rate changes just about every hour and what we found is if you just keep watching it, eventually it's going to drop, especially as you get closer to check-in. So we created some algorithms, robotics, whatever you want to call it that said okay, I've got a rate of $2.99 at the Grand Hyatt in New York. I'm arriving on the first and departing on the third. I want you to just let me know when it drops and if it does, I want you to rebook it for me If everything is the same room, same bed, same cancel policy, blah, blah, blah. So that's what we did. We originally invented it for the consumer market. We put out a website and we got mentions in the Wall Street Journal and USA Today and so on. But sort of my corporate travel buddies called up and said, hey, Steve, we really need you to apply this to corporate travel. And they started writing some pretty significant checks. We followed the money, we pivoted and went all B2B at that point. And so the company grew 40% year over year for the first six years, cashflow positive within just a couple of months. I mean it was great. It was great. And then COVID came along and kind of took our knees out from under us for a bit. Chris: COVID kind of wiped out the fundamental business model for at least a little bit. Steve: At least for a little bit. But fortunately a lot of our customers were paying us subscription fees rather than transaction fees, so we were to stay afloat. We got through COVID and we actually came out on the backside of COVID in a much stronger position, both financially and you name it, because we were able to do a lot of just cost improvements, right-sizing the organization. We kind of got a little bit ahead of our skis, I think, in some areas and created some new products, just all kinds of things, pushed everything out to the cloud and such that dramatically reduced our costs and just were firing all cylinders. Chris: And then we worked out a deal with Emburse in July last year to buy the company. Okay, how does I guess what TripBand does fit within the Emburse excuse me, overall, maybe suite of products or company strategy. Steve: Yeah. So Emburse provides travel and expense to the largest of companies, to the smallest of companies, and what I mean by that? Everybody. When you go, you have kind of a booking tool to start with. Most folks are familiar with Concur. We have our own. The reservation gets created. It then needs to be watched, monitored, audited, improved upon. That's kind of where we fit in. So before the money is spent we actually see if we can actually do better than what the traveler did on their own. Travelers are not going to check the hotel rate every day. They're not going to check their airfare every hour. They're not potentially going to book the preferred property within a particular city. We fix all that before the money's actually spent. We then push all that to mobile. So you've got a companion app in your pocket where the traveler gets a ton of destination content specific to that company. So I'm going to New York, I'm staying at headquarters, what hotel should I stay in? I need to go take a client to dinner, what restaurants do you recommend? All kinds of other stuff, including safety and security perspective and so on. Then the data is all captured and fed into an expense report so that your expense report if the traveler is compliant. It's kind of pre-created and pre-approved, so the traveler in a lot of cases doesn't have to do anything and if they're compliant all the way throughout, they could actually kind of be paid as soon as their plane hits the ground. Then it all feeds into reporting and analytics so that we can improve your travel program, identify additional savings opportunities, find some fraud issues, detect all kinds of other stuff that might be a problem. We also offer a card product if you don't have one, and that's kind of the travel plus expense ecosystem that we provide. Chris: That's fascinating. I obviously wasn't aware that something like that existed, but I can see how large companies with a lot of employees traveling could see the benefit and realize a lot of savings from those services. Steve: Yeah, when you combine travel with expense, some kind of magic happens in that we have enough data and insight to be able to start pre-filling out that expense report. Otherwise, all we're counting on is card transactions and receipts, and that's really not going to do the trick. But if we can get that card information augmented with the receipt scanning and everything else that we do now, we can really do a nice job of pre-filling out that expense report. So really all you have to do is add mileage, hit, click and you're submitted. Chris: So you mentioned that you've been in this industry for 40 plus years. I'm curious how did you first get started in the corporate travel tech space 40 years ago? Steve: It was just by happenstance, I guess you could say. I was originally started as a programmer for Texas Instruments, got accepted into their executive program, which meant I could go off and get an MBA and then come back to TI, but quickly realized that the consulting firms were paying a lot more. So I ended up with Ernst Winnie, at the time with Ernst Young and my first assignment was with a travel agency in Houston, Texas, called LifeGo Travel, which doesn't exist anymore. The owner of that company hired us to come in and build some technology. It really put him on the map and he got tired of paying the bills and seeing the hourly checks that we were charging. And so he approached and said, hey, you know, do you want to come work for us? And I'm like, well, that never thought about working for a travel agency. That doesn't sound all that exciting. But he said look what if we created a company, We'll spin it off and we'll give you some equity. And I'm like, okay, now you're talking. So we left, we started up a company called Competitive Technologies and all of it was bought by American Express Travel two years later. Chris: Oh, wow. So unquestionably you had a little bit of an entrepreneurial spirit going way back then to see an opportunity. Put you in it. Steve: And a lot of it is just kind of, I guess, my personal. I don't do well at big companies. I really struggle because I get so frustrated at just the lack of progress or the lack of innovation or the speed at which things happen, so I tend to sort of find an excuse to hit the exit button, usually within a year or two. Chris: Right. So you said something in that response that I want to talk to you about, and that's innovation. I think that's there's such a common theme, I think, with entrepreneurs about. You know, and innovation can mean so many things. What do you think that you've done, as you've built several companies, as you mentioned, to create or foster and nurture a spirit and environment of innovation? Steve: You know a lot of it is just becoming a really good listener to the buyer, to whoever the customer is. And then when they say things, there are certain kernels that are aspects of what they say that you just go oh, wait a minute, okay, can we go back to that? That sounds important. You know this level of frustration. Why does that frustrate you? And if you have engineering and development in the room when those things are said, oftentimes some real magic starts to happen and we just the creativity, the innovation just comes out naturally as wow, we can solve that problem. That's not that hard, you know, let's go do that. So that's on the B2B side. That's kind of the formula, that conversation. Something falls out as far as a new feature, product, something like that, that we can start working on the B2C side. Chris: Go ahead. Well, it sounds like there's a function there of asking the right questions and really listening. Steve: Well, and just most big companies or companies they try to protect the dev engineering. They're like oh, we're not going to let you talk to customers. You guys sit over here in the back room and we'll come to you with sort of a priority or roadmap of what we think is needed. And I feel like that's just the wrong way to do it. You've got to get the dev and the engineers and the programmers in the room to hear the story, otherwise you get this telephone tag of what actually gets built isn't quite what the customer wants or was even asking for. And for most companies that's really hard. I don't know why, but they just. It's like we can't allow that to happen, but that's just not the way I operate. Chris: Well, I mean, it makes sense that people you're asking to solve the problem probably need to hear what the problem is firsthand, right? Steve: Exactly. And then it's oftentimes the dev guys are like they're coming up with much more creative solutions. If you just hand them a requirement sheet or spec sheet, they're like, oh okay, this is going to take a month. But when they're involved with the client and they actually hear what the true problem is, oftentimes they're like, oh, I can knock this out overnight, I'll have a solution to you by tomorrow. It's just a night and day sort of sense of urgency or sort of the emotion around creating the solution. They're bought in. At that point, when they hear it directly from the client, they can be the hero. Chris: Well, when you think about kind of that and getting the right developers and the right kind of team together, what have you found to be successful as far as what to look for in building the right team and then keeping the team together? Steve: Yeah. So fortunately for me I mean through all of these different companies that I've started I've been able to kind of get the band back together multiple times. A because I, you know, I'm a big believer in sharing the equity. You know, let's get everybody, if not equity, at least options, so that when there is an exit, everybody benefits, and they've all seen that so far today, knock on wood, I haven't had an unsuccessful exit where we've had to, you know, turn out the lights or whatever. My shareholders have all made money, you know, typically around 5x to 10x on their investment, which has been great. So it's easy to get the bad back together. But what I also have found out is there are certain programmers that are passionate about programming and others that are just taught programming, and there's a night and day difference on the result. If they're passionate about it, the results come out quick. I get creative solutions that nobody would think of. They're usually extremely low cost and it's just so much better than if I have someone that's college taught. I'm doing this because it's a paycheck and I took this degree because that's what somebody told me to and I was good enough to get a B in college on all my programming courses, but at the end of the day, if their heart's not in it and they're spending their time, you know, just on the side weekends and nights learning new stuff, they're not going to be very good. So give me one or two of those that are passionate and I'll put them against 10 to 20 of those that are school taught and will kick their ass every time. Chris: So yeah, well again, I think that transcends all industries and disciplines, the key being passion. Right, I think you, as the leader, are the one that has to start with the passion and then find people that share that passion to get to where you're talking about, where there's that flow within the organization. Steve: Yeah, I think development's a little bit different. I mean, you're not going to find anybody super excited about accounting or I don't know the other aspects of it, but with development there's guys that just get so into it. You know they're programming on the side. They get into hackathons, they want to prove that you know they're smarter than the guy next to them and just constantly looking for the next challenge and just coming up with those creative solutions. I don't know of any other discipline that really has that level of it, but there might be. I mean, I could be wrong. Chris: So, just going back and maybe not the first venture where you and the travel agency in Houston started, but maybe I'm just curious to know as you began some of these startups, maybe sharing some of the lessons learned through some of the challenges you found in starting that venture, whether it be raising capital as an example, or any other challenges that may come about, but I think that capital raise can be one in the startup that some entrepreneurs find daunting and maybe can't solve and never get anything off the ground. Steve: Yeah Well, I think, first off, just wait as long as possible to raise capital. You know most of them kind of build an MVP which just kind of barely works and then go out and try to raise money on it. And whenever you go down that path you just end up way undervaluing what you have. And I know people get in certain situations where they just need to have a check, you know, or it's you know, lights out. But if you can wait until you actually have a client actually generating revenue, actually having positive cash flow, whatever, and then you can show someone, look, we just need to add fuel to the fire here. This is not about keeping the lights on, this is about generating growth You're going to have a dramatically better outcome. The other thing I found out is when you take the big check too early, you start making really stupid decisions. You start hiring attorneys that are expensive, you hire a CFO before you need it, you have a head of HR, all kinds of stuff and overhead that's just not necessary and over time it makes you less and less nimble because you're so worried about payroll, you know, and less focused on just delivering a product that has a you know, a bunch of value. Keep your day job, keep working nights and weekends, wait as long as possible. I mean, I always said, look, cash is like oxygen. If you run out you're going to die. So hang on to it with both hands first. I mean beg, borrow and steal from friends and family and whatever to just get stuff. If you need a contract, go out on the web and search for a capolar plate contract. It'll be good enough to get you started. Or find someone that's a buddy, that's a lawyer, that's willing to do some pro bono work in return, maybe for a little bit of equity stuff like that. Just hang on to that cash as much as you can, for as long as you can. Chris: Well, I think there's a lot there that someone can learn from. Obviously, speaking as a chairman of a law firm, I can't endorse legal Zoom for the startup, but I understand your point. We talk to clients a lot about especially know, especially in the startup phase. Maybe you know helping them get going, but you know and being smart about how they spend their money. But make it an investment in getting at least a sound structure and they may not need right the full-blown set of legal documents, but I can promise you I've seen people start on legal Zoom and wish they hadn't, you know, a couple of years later when things were getting a little tight. But I understand your point there. But conserving cash is important to get off the ground. Steve: Yeah, I mean you don't need to come right out of the gate being in an Inc. You know and incorporated in Delaware and pay all the fees, whatever to make that happen. I mean, just start out as a low-cost LLC and then, when you're ready to sort of raise capital and become a real company, you know you use part of that capital to convert at that time. Chris: So you had mentioned earlier, you know just, I guess, going back to kind of trip BAM COVID having, at least initially, a pretty profound impact but then turning it into a positive, and I'm kind of want to take you back to that time and you maybe dig in a little bit deeper. I think it's a beautiful lesson of something where you know a lot of people just throwing up their hands because travel stopped, et cetera, which decimates your business specifically to you. But then you said we actually learned from that and became a better, stronger company because of it. And you've mentioned right-sizing, the organization stuff. But could you share a little more detail and some stories from that our listeners can learn from if and when their business faces something similar? Steve: Yeah, I think, first off, being fairly quick. You know you can always hire people back, you know. But if you keep them on the payroll and you start burning up cash just way too fast or you're starting to trend towards in the red, you just got to pull the trigger. Nobody wants to, nobody likes to do it, but it's really nobody's fault. It's just something as an executive or CEO you have to do, or a founder. So that's one. Second is, as companies grow, you kind of make stupid mistakes along the way. You get kind of inefficient. You don't anticipate the level of growth that might have been reality. So going back and saying, all right, take a step back, let's catch our breath. You know, what should we have done to kind of handle the scale better? And so, for example, just moving everything to a cloud environment, you know, putting it out to bid, switching from one cloud provider to another, whatever it is, you know you can just generate or reduce your costs dramatically. You know, rather quickly, if you just focus the time on it. Everybody gets so white hot, focused on growth and the next client and the revenue they forget to look at the rear view mirror about. You know there was a lot of costs we could have taken out, you know, which could generate even more cash going forward. Advert: Hello friends. This is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations, and business leaders. Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at BoyerMiller. com and thanks for listening to the show. So we pulled the trigger pretty quick. We right-sized the staff. We had a pretty good and, fortunately for us, this is the other. We kind of lucked into this. Our customers, for whatever reason, decided they wanted to pay a subscription fee rather than maybe a percentage of the savings or a transaction fee, to where what they were going to spend would fluctuate month over month. By paying a subscription fee, they could budget it and they were going to get a better return on investment. So we did most of our deals that way and thank God we did, because when COVID and everything went into toilet in April of 2020, we still had cash coming in the door. So we were actually stayed cashflow positive because we kind of right-sized the staff fairly quickly. And then, coming out of COVID, as the revenue started to ramp back up and our sales started to continue, we were just on a much better platform that would scale after it because it was just all right-sized and efficient and whatever, and at the same time we added new products. So we had a two-year kind of all right, just keep the lights on, market will come back around. We added an air reshopping solution. We added a bunch of analytics to audit contracts and to benchmark performance, so that we had a whole bunch more to sell coming out of COVID than going in, and so that caused another year of kind of explosive growth as a result. Chris: That's great. So, yeah, obviously part of that is give some deep thought to how you price what your product right. So that subscription-based versus transaction for you sounds like a very. Maybe it didn't seem as meaningful at the time you made it, but it turned out to be. Steve: You know that's a tough one If the ROI of your product is pretty clear, like reshopping. If you've got a rate of $2.99, I drop it to $ to $250. I've got $49 per night in savings If you pay me a couple of bucks. Okay, here's the ROI. And we could run some pilots and all kinds of stuff to prove that out. So that makes it really simple and we try to hit look, I need a ROI that when they take it to their boss the guy that's doing the budgets, you know, won't cause all kinds of frustration and concern. So four to one is usually the minimum. A lot of our customers, the larger ones, are getting eight to one, 10 to one, you know. So you could say like you've probably underpriced it. But that's okay, you know we'll claw back some of that. You know, over time when it's a product that's the ROI is a bit fuzzier. You just got to somehow convince the client that this is the potential savings. They're going to guesstimate and then from there work backwards to a price which kind of gets you back to that four to one ROI. So if I think I'm going to save you five bucks a transaction, I'm probably going to charge you a dollar to $1.50 is what I'm going to aim for. Again, to get to that four to one kind of savings estimate for Relagate. Again to get to that four to one kind of savings estimate. Chris: So part of that goes, I think, in building that customer base, really focusing on strong relationships. Talk a little bit about that and what you've done, because it sounds like over the course of the various businesses, you've done a good job of creating some very good partnerships and alliances. What are some of the things you think that have helped you foster that and keep those for so many years? Steve: I think one is you know you got to under promise and over deliver. So if they're going to sign up, you know, don't make them look bad or stupid to their boss. The other one is identifying the influencers in the market. So I'm sure every industry has some individuals that are kind of on the bleeding edge, willing to try new things. And if they do and it works, they've got the microphone or the megaphone to tell a whole bunch of others. So fortunately for me, I've been able to identify who those influencers are. I've got a reputation for just delivering as promised. So when they sign up they have confidence and then they tell their peers and a lot of our sales in the large enterprise market are peer-to-peer networking. It's not from email campaigns or other stuff that we do. Chris: The kind of part of that, the old adage of just do what you say you committed to do when you said you committed to do it right. Steve: It's just delivering as promised. Don't sell me a can of goods and all this great wonderful thing. And then when the reality is just not there, you know, don't make them look stupid. You know that's the key one. I mean, these are after 40 years they become. We have some pretty tight relationships with these folks and I want them to keep their job and we want them all promoted and moving on to the next big role, because when that happens they just take us with them and we just keep getting bigger and bigger. Chris: So you mentioned that about kind of keeping this, your words, the band back together. You've been able to do that, hiring some of the right people and incentivizing the right way. Any insights into. You know what people could think about when they're looking at their team one, trying to, I guess, evaluate whether they have the right people and then finding the right ways to incentivize them to kind of keep that core group together. Steve: To me it's if they feel like they're a part of a team and they understand the value they're providing to the customer and they see that customer's appreciation. You know they're in the conversation with the client, you know, and that's easy to do at a small company, because who else are they going to talk to? Right, you got to bring the dev and engineering. But when you start layering and bifurcating and have people you know in engineering back there in the back room, kind of stuff that don't talk to clients, that's when it gets a lot harder. But when you get them into the conversation and that sense of this is my company, this is my reputation. I'm a part of something here, you know, that's growing and doing well and whatever. It's not that hard, it's really not that difficult at all. It's just everybody wants to be appreciated and feel like they're, you know, part of a team. So that's the formula, right, I mean I could throw money at them. But I ask my employees I mean I am not the guy that's writing big checks to hire people right? I'm like look, we're going to pay a reasonable salary. You know this is not, you're not going to be broke, but you know we're in it for the long term game, and so we want to keep the cash in the company so that we don't have to go do another capital raise which is going to dilute all of us, and so your equity just keeps getting smaller, you know, over time, and the guys that actually make the money, or the investors this needs to be a collaborative team effort so they get that. Chris: I think that transparent communications is key right. So they again they understand their role on the team, they understand what the goal of the organization is and how they can help further that. Steve: You know it's always been kind of fire slow, fire quick as well. You know the people, everybody makes hiring mistakes. It happens all the time. And you know when you hire someone within like a couple of days you're like this is not feeling right. You know, don't let it just sit, don't let it be two years later when you actually kind of work them out. You have to kind of pull the trigger fairly quick because it messes up the whole culture of the company. Oftentimes, especially at a small company, it can create some real problems. Chris: Yeah, I mean that may be the most sage advice and, I think, maybe the most consistent that I hear from entrepreneurs and business owners. It's been my own experience too, that that kind of fire, you know, don't be slow to fire when you know you made a mistake and it's the hardest, maybe one of the hardest ones to do because you're dealing with people. I spoke to someone yesterday and they were like hired, someone had some uncertainty and literally what I learned was to trust my gut because on day one that they started in a conversation went oh my God, this is a huge mistake. Tried to play it out, tried to make it work and guess what? It didn't. Steve: Yeah, the thing is I don't believe resumes anymore and I don't believe LinkedIn pages at all, especially when it comes to higher dev and engineering. It's just anybody can put whatever language they want and say they've got a ton of experience. You've got to figure out a way to validate Most of our hires. There's kind of referrals and peer-to-peer sort of networking. If I find someone, I can usually find someone they know, especially in the Dallas market where we are, that's worked with them at a prior company. That sort of thing and do some back-channel checking is what really pays off for us. And we know the rock stars. We know the rock stars. We know the rock stars, but they're not that hard to kind of pick out. It's the ones that are kind of questionable. That you know. You just got to do your homework and don't count on the resume. Chris: That's a really good point. It's a hard thing to do, though, and it may be easier in programmers. But, to you know, I totally agree with resumes, and profiles can be, you know, massaged, but it's sifting through and kind of through the smoke to really get to what's behind the curtain. Steve: Yeah, yeah, yeah, I mean. And Zoom calls, I mean people hire on Zoom calls or whatever. Like dude, you got to get them in the office face to face, go to lunch, have a couple of face to face interactions before you actually bring this person on board. You know, make them pass a coding test or something. You know something tangible. Don't just look, they're very nice people. You know they all have a. You know look great on a phone call or Zoom call, whatever, but that doesn't cut it. Chris: Yeah, I mean no substitute for personal interaction and seeing how people show up. Right. Steve: Yeah, the other thing is, since we're, you know, on a startup mode where everybody's looking at kind of the potential for equity, I'm like, look, if you're as great as you are, why don't you come on board for a month on a contract basis? Let's see how it works out, you know, and we'll go from there All right, and you really get a feel for someone and how well they're going to. We try it, we like to try it, before we buy. Let's put it that way. That's one way to do it. Chris: just talk about you know specific kind of leadership styles and and how you would describe your leadership style, and maybe how you would describe it today versus maybe 20 years ago as you you were emerging as a leader, and how you think it's changed oh, my god, it's night and day. Steve: so first company way back when. Maybe it comes as a surprise or not, but it was a coat and tie environment. Okay, guys, we've got to put on the ties and whatever. That was just so stupid. Checking office hours and all that crap and tracking vacation time just seems so silly. Now, if you can get the job done, I don't care what you wear, I don't care what you look like, I don't care what you wear, I don't care what you look like, I don't care where you do the work, I don't care if you have to take vacation on a pretty regular basis for whatever reason. I don't care if you're going off and disappearing to watch your kid play soccer, I do not care anymore. Just here's the job. Here's kind of an expectation. You know, as long as I understand, you're trying hard to get it done as quick as possible. We are good. You know, it's kind of a thing. So all that other stuff was just noise. That was just stupid, anyway it's. I mean back when I started in this, I mean programming and development and all that and the whole tech world was fairly new, so nobody knew what they were doing or how to manage these folks and it evolved over time, but fairly quickly. I mean, by company two, ties were gone. By company three, office was gone. I mean I've been virtual for 25 years. Unfortunately, we had offices but we just I think they were a waste of money but we did it for optics more than anything. Chris: Yeah, so it sounds like more kind of a traditional and somewhat of a command and control, starting out to now a little more, much more flexible and providing autonomy as long as people deliver on the expectations that they're communicated with. Steve: Which comes down to you just hire the right people, right, if you can get kind of get that sense for what the kind of folks that are going to do well. So, for example, if I see, if you can get kind of get that sense for what are the kind of folks that are going to do well. So, for example, if I see that you've got you spent 20 years at a really big company, you are not going to do well at a startup. I could guarantee you You're used to other people doing work for you. You know you're just kind of the sit back in your office and sort of you know, tell folks what to do. That ain't going to happen. You need to get your hands dirty. You might have to write code. You got to do PowerPoints, you got to do Word docs all that stuff yourself. Big company folks just tend to lose that ability, let's say, or it's beneath them and that's not going to work. Chris: Yeah, I mean it's almost. Yeah, that's not in my role. Mentality versus everything is in everyone's role. Mentality, right, it's almost. Yeah, that's not in my role. Mentality versus everything is in everyone's role. Mentality right, it's about getting a job done, no matter what it takes. Steve: And I think that drives me crazy at a big company because, you know, unfortunately for others, I tend to poke my nose into others' lanes and I get told a lot Steve, stay in your lane. Nothing bugs me more, you know, than to hear that. But that's the big company way. Chris: So you've gone through a few companies and you're now, I guess, inside of a larger company. Now Are you finding it easy to kind of have that mentality of flexible leadership and innovative environment? Steve: In the new company? Yes, I would have to say no, it's kind of as I expected. You know, with other acquisitions you start. You know, this kind of here's how it happens. However, embers, I believe, is trying hard to carve out a role where I can exist, let's put it that way. So my title right now is Chief Strategy Officer, and it's a bit nebulous, kind of by design. I can sort of make it what I want and as a result of being chief strategy officer, I can get outside of my lane and people can question it. I'm like everybody needs strategy. That's my title, I'm going to get in your lane, kind of stuff you know. So I tend to kind of bounce around to lots of different projects, objectives so on. I kind of help make sure that it's cohesive, you know, across this travel and expense story, you know. But at the same time I don't have a lot of direct reports, which is great. That usually doesn't go too well either. So so far, so good. Chris: Fingers crossed, that's great, yeah, we we kind of covered kind of the challenges of COVID If you think back prior to that, any other challenges along the way with the first two or three companies, everybody, yeah, yeah, I think people some of those are the best lessons we learned or some of the challenges we go through. I'm just curious to know any kind of lessons from a challenge that you could share with the listeners that might help them when they face something similar. Steve: Oh my God. I mean everybody's made mistakes and if they got lucky along the way and if they don't admit that they're lying, I mean some of the bigger ones. 9-11, we had a solution that was processing about 80% of all corporate travel reservations made in the US. 9-11 hit and we went to zero within about 24 hours, so that was kind of a gut check. Fortunately, travel bounced back fairly quickly, but it made us take a step back and realize how nimble we were If something like that were going to happen again. So that's one, and you know, and there's all the kind of day-to-day stuff. I mean there's fraud, there's employee HR issues that happen. You know there's. I'm not going to get into details on that, but you know you just kind of all right, let's deal with this. You know, don't just look the other way and take care of it. I think the latest I mean the big one right now is just, you know, the whole third party hacking and getting into your network and holding you hostage, stuff like that. You know that's made everybody just super anxious and nervous and to the point where companies are kind of shutting down their network so much that individuals can't do the job. You know, which is causing concern and it's what else are you going to do? I mean, if some employee can click on a link and bring down your network, do? Chris: you just turn off email. You're right, it's creating such a challenge. Everybody, all companies, are being attacked every day from all kinds of angles, and it just takes one and but you also? You can't operate out of fear and you can't let it stop you from doing your business. Steve: Well, they say there's two kinds of companies out there. There's those that have been hacked and those that don't know they've been hacked. So just kind of keep that in mind and I think it's fairly true. I think, you know, it's just almost too easy to get into someone's network and poke around and kind of see what's going on these days. Chris: It's so scary, but I thought you were going to say those who have been hacked and those that will be hacked, but I guess already have you, just don't know it. Well, see, I really loved hearing your story. It's a fascinating industry, and one that you don't really hear much about, but you definitely. It sounds like for 40 years you've been crushing it at it, so congratulations to that. Well, thanks for that. Steve: But also the one thing people don't know about corporate travel is that it sits on a backbone of legacy technology that's probably 40 years old. That has not changed. The GDSs are antiquated, the travel agency systems are antiquated. It's not that hard to come up with something innovative and new in this environment. So I just got lucky to where I got into it and I'm like this thing is so bad. I mean anything you do is going to be innovative. And so we just started coming up with new stuff solving clients' problems and it just kept evolving from there. Like this thing is so bad. I mean anything you do is going to be innovative. And so we just started coming up with new stuff solving clients' problems, and it just kept evolving from there. Chris: Yeah, that's really. You know so many entrepreneurs I've talked to. It's what you just said solving the customer or client's problem. Because what I said earlier, it goes back to asking the questions and listening and then trying to solve that problem. Steve: So many great ideas that come from that across so many industries. Yeah, and just to set up a little process to where you talk with your customers on a regular basis or a group of clients or people you trust and it just happens naturally, it's really not that difficult. Chris: Well, let's turn to a little bit on the lighter side before we wrap this up. I always like to ask people like yourself what was your first job? Steve: oh, my first job, let's see. Uh, I worked at a pet store at junior high. Well, actually first job was mowing yards, right? So everybody every kid did that just to get my allowance money. Then I worked at a pet store in junior high for a short period but fairly quickly realized waiting tables made a lot more money. So I told a guy I was 18, when actually I was 16, and they never really checked. They hired me as a waiter. I was actually kind of a part-time bartender, so I was serving liquor in Houston the strawberry patch I'll probably get them in trouble back when I was 16 years old and just made a ton of money as a, you know, a high schooler. So that was kind of the first. And then, you know, got into computers and writing code at a very early age. I was part of a program at Shell where they gave us mainframe time to go in and kind of play around and then went off to Baylor for computer science and then went to TI and then went to A&M for grad school. Very good, very good. Chris: So okay. So, being a native Texan, do you prefer Tex-Mex or barbecue? Steve: That is not a fair question, because both are pretty dang awesome, but, being in Texas, I think we've got some of the best barbecue on the planet. So Pecan Lodge here in Dallas is, I think, kind of the best, and there's a lot of Tex-Mex, though that's really good as well, yeah, I agree on all points. Chris: I haven't heard of Pecan Lodge before, so I'll have to check that one out. Steve: Yeah, it's in Deep Ellum, so next time you fly in, go in out of Love Field, and it's not too far, it's a 10-minute drive from there. Chris: Deal Noted. And then last thing is you know you've made early in the career, probably never did this and maybe have done since. But if you could take a 30 day sabbatical, where would you go and what would you do? Steve: I actually got a 30 day sabbatical. So a guy hired me or not hired me, but when he brought me on board to run a company he said hey, you know, I threw in there. Just, I read it in a magazine that it was the hot thing for techies to ask for, so I threw it in there and they accepted it. I guess they thought I'd never make it to my five-year anniversary. Anyway, I did and I took the kids and family, went all the way throughout through Europe. So we went to Italy, paris, france, austria, switzerland, whatever you know, just really unplugged for that 30 days. Actually it was a 90 day sabbatical. That's what I took. Wow, so I got a little bit more time. Yeah, it was great, it was great. So if that were to happen today, I'd probably look to do something similar, but nowadays if I want to take 90 days, I probably could just got to ask for it. Chris: Very good, very good. Well, steve, thanks again for taking the time to come on and love hearing your story and all the innovation you brought to the travel industry. Steve: All right. Well, thanks for having me, chris, I really enjoyed it. Good conversation. Chris: Thanks, well, we'll talk soon. Steve: Okay, you bet. Special Guest: Steve Reynolds.

Eileen Crowley, Vice Chair and US Transportation, Hospitality and Services Leader at Deloitte joins the show to discuss the drivers of increased business travel, how higher costs are impacting the return to business travel, and why corporate travelers are opting out of using their companies' travel booking tool. Hosted on Acast. See acast.com/privacy for more information.

Deloitte indicates that nearly 3 and 4 corporate travel managers expect their company's business trip spending to grow this year. As is trip frequency w/ 20% of business travelers expected to take 6 to 10 trips this year compared to 15% in 2023. Conferences and trade shows are the big draw w/ more than 6 and 10 business travelers planning to attend at least one this year.

Generative AI, Blockchain and Self-Sovereign Identity (SSI) are transforming traveler experience and service delivery. How should travel managers prepare their programs to take full advantage and avoid big risks? What's the current state of play and future prospects over the next year and beyond?To launch CWT and BTN Group's industry white paper 'Emerging Technologies in Corporate Travel' Cobb & Hutch Consulting's Karen Hutchings, Microsoft's Steve Clagg, and Travlr ID's Gee Mann and Ian Spearing dissect how these advanced technologies intersect with business travel management. Discover how these innovations are transforming travel management, enhancing traveler experiences, and driving cost savings and efficiencies. Find out: How to apply GenAI, Blockchain and SSI to managed travelWhat is the reality and promise of each applicationHow to prepare your program to capitalize on new techVisit mycwt.com

Presented by Brand USA Episode Notes A growing number of companies have reduced their travel budgets in recent years, but that hasn't slowed down business travel's rebound, writes Reporter Christiana Sciaudone.  Roughly 60% of travel buyers said their companies have cut their travel budgets in the past few years, according to a recent BCD Travel survey. In addition, 96% said their companies have introduced cost control policies.  However, Sciaudone notes 2024 is shaping up to be a strong year for business travel. The global business travel market is expected to hit pre-Covid levels this year, according to British data analytics firm GlobalData. Roughly 220 million outbound business trips are projected to take place in 2024, up from 174 million last year.  Next, American Airlines announced it's reached a conditional purchase agreement with startup ZeroAvia for 100 hydrogen-electric engines, writes Airlines Reporter Meghna Maharishi.  American CEO Robert Isom said the hydrogen-electric engines would help the company be more sustainable. ZeroAvia develops engines for commercial aircraft that can emit close to zero emissions. American joins rivals in making investments in ZeroAvia's hydrogen-electric engines in recent years.  However, a major issue with engines is that they can only power smaller aircraft. Maharishi notes most of the investment has been limited to regional jets since technology isn't yet ready for hydrogen-electric engines to power larger planes.  Finally, sports network ESPN has entered the experiences sector by launching a tour of Major League Baseball venues, writes Travel Experiences Reporter Jesse Chase-Lubitz.  ESPN's first tour — which runs over Labor Day weekend — will include stops at three stadiums and exclusive access to the network's headquarters. Chase-Lubitz notes ESPN will make a determination about running more tours based on the success of its initial offering. An ESPN spokesperson at the Disney-owned network said it had seen growing demand for experiences tours.  Get more travel news at https://skift.com Producer/Presenter: Jose Marmolejos

We dive into New York City's stringent short-term rental regulations and the limited number of approved host registrations. We also explore the slow adoption of generative AI in corporate travel and its current impact. Please leave a vote on if you would like for us to continue our daily podcast after our initial 30 day trial. Your Vote Matters

PACE, Fexco's sustainability data and analytics product suite, has launched PACE Data Services. This new product suite provides insights for the airport and corporate travel sectors to measure, manage and mitigate their emissions. Built on PACE's data platform, a global benchmark for the aviation industry, the service aligns with carbon reduction regulations by using live flight tracking data to monitor over 99% of commercial flights and analyse over 370,000 routes. PACE's suite of data and analytics is already relied upon by most of the aviation finance sector and the largest financial institutions in the world, like JP Morgan and SMBC. PACE Data Services will provide airports with a cohesive and precise view of their flight-related emissions. This data will be critical to enabling airports to better manage and mitigate their emissions. In fact, Heathrow's most recent sustainability report for 2023stated that 99% of its emissions came from Scope 3 emission reduction targets. In the corporate travel sector, PACE's data will enable more informed decision-making when it comes to both booking travel and providing more accurate reporting of corporate travel emissions. Recent research from Deloitte shows one in three companies is seeking guidance from travel management companies to reduce their carbon footprint. In one use case alone, which would have a significant impact on decision-making for corporate travel management, PACE data reveals considerable variations in CO2 emissions per occupied seat - up to 50% - on the same popular transatlantic route across different aircraft. These differences are primarily due to factors such as aircraft seat configuration and aircraft type. This new offering from PACE enables both these sectors to comply with evolving regulatory frameworks, such as the EU's Corporate Sustainability Reporting Directive (CSRD). These regulations require the provision of accurate, independently verified, and robust reports on their plans and progress in reducing emissions. Since its launch in 2022, PACE has become the only Irish company to meet stringent independent aviation measurement standards, including the recent Pegasus Guidelines "This new service builds on PACE's rapid growth, driven by demand to address carbon emissions across the aviation value chain," said Cathal Foley, CEO of PACE. "This will enable airports and corporate travellers to better understand how we fly better while continuing to support ambitious growth strategies. PACE's vision is to be the global leader in the spaces we operate and deployour data to enable meaningful change." "We are an island and so the aviation sector is a vital part of Ireland's economy, both as a contributor and an enabler of economic growth. But aviation, like all sectors, will have to transition to a new low-carbon future. It is very exciting to see an Irish company positioned to help transform this sector by utilising its exceptional data and analytics to inform better conversations across the aviation value chain. Measurement is critical to understanding the real impact of carbon reduction measures and claims," said Minister Eamon Ryan, TD, Minister for the Environment, Climate, Communications and Transport. "Ireland has globally acknowledged aviation expertise, and it is fitting that a successful Irish multinational like Fexco is leading the way in meaningfully enabling the sector to make better decisions on its journey to net zero emissions." See more stories here.

The prices of plane tickets, hotel rooms and ground transportation for business travelers are determined by an array of industry and macro-economic factors like capacity, leisure travel volume, inflation, and fuel charges. This year, is there a new driver in the mix? Over 60 countries have, or will head to the polls in 2024, the biggest global election year in history.  CWT's Emma Woodhouse talks to Chris Ely, Research Director of the Global Business Travel Association (GBTA) and Shawn DuBravac, NY Times bestselling author, futurist, economist and analyst about the CWT GBTA Global Business Travel Forecast,  whether elections and precarious geopolitical environments will impact the cost of travel, and what companies and organizations of all sizes can expect in the months ahead from their budget allocation.Find out:The near-term pricing outlook for airfares and hotel average daily rates,  plus why.The relationship between AI, the changing nature of work, and implications for the value and purpose of business travel.What to expect regionally from the price of travel Spend wiselyHow will 2024 pricing change your corporate travel program? Assess your spend and allocate your budget wisely using our calculator.Visit mycwt.com

In this episode of Founded & Funded, Madrona Managing Director Steve Singh and Christal Bemont, CEO of Direct Travel, Madrona's newest portfolio company, delve into the acquisition of Direct Travel and its pivotal role in revolutionizing the $1.4T corporate travel ecosystem, along with  @Spotnana , Troop, and Center.   Full Transcript: https://bit.ly/3wxBFuT   (00:00) Intro (01:19) Direct Travel: Transforming Corporate Travel Management (03:56) The Challenges of Modern Business Travel (07:43) The Perfect Trip: A Vision for Seamless Travel (10:06) Spotnana: Building the Next-Generation Travel Platform (16:27) Integrating Solutions: Center and Troop's Role in the Travel Ecosystem (20:58) Direct Travel's Strategic Vision and Integration (25:15) Realizing the Perfect Trip: Timeline and Expectations

MMAC Senior Advisor Tim Sheehy joins Wisconsin's Midday News to discuss corporate travel returning to pre-covid levels, property tax assessments, the Bucks being down 3-1, and a successful season for the Admirals.

Welcome back to the Know Where You Want to Go Travel Podcast, where we dive into the joy of traveling and help you discover new destinations. In today's episode 25, host Cam DeJong reflects on the journey of the podcast since its inception in March 2019. Cam shares the success of popular episodes, such as the deep dive into the cruise industry's comeback and a guide to Curacao, revealing a focused future on travel tips and destination insights, particularly on Curacao and Virgin Voyages. Cam also discusses the exciting introduction of guest speakers in upcoming episodes to broaden the conversation and provide diverse insights. Join us as we celebrate this milestone and set the stage for exciting new adventures in travel exploration. Make sure to check the show notes for links to top episodes and valuable travel resources. Stay tuned, and let's get inspired to travel smart and discover more!

Welcome to What's Up in Business Travel for Week 16 of 2024.  This is a weekly podcast from BusinessTravel360,  where we update you on what's up this week in the world of business travel.  This podcast is great for those who need to know what's happening all in under 15 minutes.Topics covered during this podcast -ARC: March Agency trips declineDelta unveils NDC strategyBuyers report NDC induced pushbackIndia's travel and tourism industry growsWyndham unveils loyalty program for corporationsUnited launches preferred seat type waitlist featureIHG adds Apple AirPlay in 60 hotelsWestJet launches “Extended Comfort”Flyers are buying what they are seeingAeronology launches American NDC contentMastercard app adds virtual cardsCTM adds AI to Lightning OBTRiskline & Travelr ID bolster traveler safetyAir New Zealand announces new SAF purchaseBuyers Alliance commits $200M to SAFEU countries on track to meet EV targetsTune in every Monday morning to get your weekly update.  We hope you will make this a regular part of your week and listen in while you on the move or sitting back and sipping your coffee.You can subscribe to this podcast by searching 'BusinessTravel360' on Google Podcast, Apple Podcast, iHeart, Pandora, Spotify, Alexa or your favorite podcast player.This podcast was created, edited and distributed by BusinessTravel360.  Be sure to sign up for regular updates at BusinessTravel360.com - Enjoy!Support the show

John Hale from Corporate Travel and David Jurcak (President of the Grand Hotel) join us to promote the Grand Getaway this summer. Michael New talks about the demand for chemical abortions. Joan Lewis has the latest Pope Francis news.

John Hale from Corporate Travel and David Jurcak (President of the Grand Hotel) join us to promote the Grand Getaway this summer. Michael New talks about the demand for chemical abortions. Joan Lewis has the latest Pope Francis news.

Fr. Josh Johnson talks about the Grand Getaway coming up this summer from Corporate Travel. Chris Faddis tells us how transgender ideology is harming the vulnerable. Gail Buckley Barringer has our Bible verse of the week.