Why today’s travel managers are more strategic than ever

Payments have always been at the heart of corporate travel.

But today, the travel manager’s role has changed. In fact, it’s changed a lot – moving far beyond booking tickets and keeping costs down.

Travel managers are now so much more.

They’re strategists, collaborators, and problem-solvers. They’re balancing traveler wellbeing with company culture. Sustainability goals with budget limits. And real-time data with real-world crises.

This is a shift that mirrors the wider transformation of corporate travel management itself

And it sets the stage for us to take a closer look. In this article, we’ll go over how responsibilities are expanding, how technology is reshaping the role, and how travel managers are stepping up to meet the challenge.

From logistics to leadership

For years, the travel manager’s role was mostly logistical. Booking flights, negotiating rates, managing suppliers – it was considered a back-office task, more administrative than strategic.

That picture has changed.

As corporate travel has become more complex and global, expectations have risen. Even just when it comes to budgets, global business travel spending is projected to reach $1.64 trillion in 2025, up from $1.48 trillion in 2024^[1].

So they’re dealing with more responsibility, on top of ever-increasing budgets.

Today, travel managers are expected to take on other responsibilities well outside of their original remit^[2].

That includes:

• Keeping travelers safe: Duty of care is now about proactive crisis management. Global disruption, health risks, local safety – travel managers sit on the frontline. They set up emergency response plans, keep in contact with employees abroad, and work with security and HR to anticipate risks.
• Driving sustainability: Companies expect greener choices^[3]. That means anything from choosing rail over air to carbon offsetting. It’s no longer a “nice-to-have” – travel managers are increasingly measured on how well they can align travel policies with corporate ESG targets and report on emissions.
• Collaborating across departments: Travel now touches HR, procurement, finance, and leadership – which means more stakeholders, more expectations, and more strategic influence. For example, HR might push for wellbeing policies while finance focuses on ROI – and the travel manager sits in the middle.

So yes, the scope is bigger – and so is the pressure. But it also means that travel managers have far more visibility and impact inside their organizations than ever before, and that can only be a good thing.

The power of data and technology

Where would we be without data?

Data is the currency of modern travel management. Without it, you’re flying blind. From tracking spend across regions to forecasting traveler demand, the ability to harness data effectively has become a defining skill.

Payments and integration

Virtual cards and central billing mean spend can be tracked, controlled, and reconciled faster. That’s a huge relief for finance teams, who no longer waste hours piecing together spreadsheets from different systems.

Analytics and reporting

Real-time dashboards have taken the place of quarterly spreadsheets. Leaders now look to travel managers to do more. And that’s spotting trends, forecasting costs, and flagging savings before they ever hit the balance sheet.

They’re also expected to share these insights with senior leadership – helping them to shape broader business strategy.

Automation and AI

Routine approvals, risk checks, and even traveler communications are being automated more and more, freeing up time for strategic work. AI is starting to predict travel disruptions or recommend smarter itineraries, adding a proactive edge to the role.

Seamless systems

Travel booking, expenses, and payments need to talk to each other. The expectation is for one joined-up ecosystem, not a patchwork of tools.

This means fewer errors, less duplication of effort, and a smoother experience for travelers.

In other words, it’s less admin, more insight – and the ability to act on it quickly.

Putting travelers first

For all the focus on costs and compliance, one thing hasn’t changed. Travel is still about people.

That’s why travel managers are expected to:

• Cut the friction in approvals and expenses: Simpler processes mean smoother journeys. Less stress, fewer delays.
• Balance the books, but don’t burn out your people: Saving money matters. But not if it comes at the cost of wellbeing.
• Keep morale and productivity high: Long or complex trips make this tough. Perks like lounge access or flexible rebooking help. So does giving employees the tools to work effectively on the move.

And that means finding ways to personalize experiences using data.

Whether it’s flexible booking options, pre-negotiated amenities, or clearer expense processes, traveller satisfaction is now a metric of success.

When employees feel supported, they’re more productive and more likely to see business travel as an opportunity rather than a burden.

Resilience in an uncertain world

The pandemic showed just how critical travel managers are in moments of crisis. But disruptions haven’t stopped. Geopolitical events, extreme weather, strikes – uncertainty is the new normal.

Today’s travel managers need:

• Ability to adapt to sudden change, such as rerouting dozens of travellers when a strike occurs or ensuring repatriation during emergencies.
• Resilience to keep programs running when plans collapse. That includes maintaining supplier relationships, protecting traveler wellbeing, and controlling costs even when the unexpected happens.
• A focus on ROI that reassures leadership while still delivering a good traveler experience. Travel managers are under pressure to demonstrate not just cost savings but also the business value generated by travel.

It’s a balancing act. It’s all about keeping people moving while proving the program’s value – and being ready to pivot at any moment.

Smarter support for travel managers

At AirPlus, we’ve seen firsthand how the role has evolved.

That’s why our solutions are designed to give travel managers more control and less complexity:

• Virtual cards: Flexible, secure payments for suppliers and travelers, with spend tied to a single trip or transaction. They add security by limiting exposure to fraud and making reconciliation easier.
• Central billing: A consolidated view that makes reconciliation easier for finance. Instead of chasing multiple systems, managers get one clear invoice for all travel spend.
• Data and reporting: Clear, actionable insights support smarter travel strategies. Our tools make reporting simple. You can analyze spending patterns, forecast budgets, and spot opportunities for savings or sustainability gains.

In short, we make payments and reporting smarter and simpler – so travel managers can focus on the big picture, not the paperwork.

The future of the travel manager

The travel manager is no longer just an organizer. They’re a strategist, a partner, and often a change leader inside their business.

With the right tools and data, travel managers can deliver on every front.

They can handle cost, care, sustainability, experience – you name it. And in a world where corporate travel is more complex than ever, that makes them truly indispensable.

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^[1] https://amadeus.com/documents/resources/research-report/business-travel-trends-2025-compressed.pdf

^[2] https://news.bcdtravel.com/travel-managers-take-on-new-challenges-survey-reveals-evolving-roles-and-responsibilities/

^[3] https://www.amexglobalbusinesstravel.com/uk/blog/sustainable-air-travel/