If there was one unmistakable message from the GBTA Business Travel Forums held in Brisbane on 11 March and Perth on 18 March, it was this. Risk is no longer an edge case in corporate travel. It is the operating context.

Across two cities, more than 160 attendees and over 60 senior travel and expense leaders came together at a moment when geopolitical instability is actively shaping travel decisions in real time. The result was a series of conversations grounded not in theory or policy design but in operational reality.

Festive Road’s GM for APAC and Global Operations attended both forums. What he heard repeatedly was not anxiety, but recalibration.

Geopolitical pressure tests programmes not principles

Geopolitical crisis and duty of care surfaced in every session at both forums. Not as an abstract risk category, but as lived experience.

Travel managers spoke about relocating employees at short notice, managing rapidly shifting airspace constraints, and coordinating across multiple suppliers often outside standard operating hours. Travel management companies shared how they have had to scale crisis response teams quickly, reroute travellers across unfamiliar corridors, and operate with incomplete information.

The subtext was consistent. Many programmes were built for disruption as an event, not as a condition.

The numbers that changed the tone of the room

Data played a decisive role in anchoring these conversations, particularly in Perth where Solomon Patha, Procurement Manager at BCI Minerals, delivered a keynote that cut through with precision rather than hype.

Two figures in particular stayed with the audience.

87% of corporate travellers say they are comfortable with AI booking travel on their behalf. Yet only 46% of corporate travel programmes have adopted AI enabled booking capabilities.

The data was presented as global industry research. While some in the room questioned the adoption figure, the gap itself was the point. Traveller readiness is outpacing programme evolution.

A second statistic sharpened that message further.

93% of travellers say their travel management company must innovate with technology or they will seek one that does.

In the context of geopolitical volatility, innovation was not framed as convenience. It was framed as responsiveness, speed, and better judgement under pressure.

Visibility remains the weak point

That theme was reinforced by early findings from a Deloitte commissioned study, presented by Joe De Fazio, Head of Corporate Sales at American Express, based on responses from 1,000+ APAC corporate travel programmes.

Up to 35% of employees are operating non compliantly. At the same time, more than 60% of respondents say corporate travel is a strategic priority for business growth.

The contradiction was not lost on the room. Travel is increasingly critical, yet opacity persists precisely where clarity is most needed. In periods of instability, that gap is not just administrative. It is operational.

What else is shaping the APAC agenda

While geopolitical risk dominated the forums, several adjacent themes added texture to the discussion.

Predictive travel and proactive booking models are gaining traction as organisations look to anticipate disruption rather than react to it. Payments and expense visibility are increasingly being reframed as risk tools, not just cost controls. Sustainability remains firmly on the agenda, particularly in Brisbane. Workforce mobility and FIFO travel continue to define the conversation in Perth, reflecting the realities of the resources sector.

Taken together, these themes point to a shift that is less about transformation and more about resilience.

An industry in quiet recalibration

The tone across both Brisbane and Perth was notable for what it was not. There was little appetite for sweeping promises or future casting. What emerged instead was a methodical reassessment of what holds up when assumptions fail.

Using journey mapping and requirements to inform Stay, Go, or
Rethink choices

As mandated change following TMC acquisitions and mergers continues to reshape travel programmes across the industry, designing the programme first provides the insight needed to make deliberate Stay, Go, or Rethink TMC-related decisions.

Regardless of the path you choose, clarity starts with understanding your programme requirements.

Overlay this with traveller experience, stakeholder needs across HR, Finance and Sustainability, technology and data requirements, and internal capability.

This map becomes the reference point against which Stay, Go, and Rethink are evaluated.

Strong decisions come from strong questions:

• What must our programme deliver in three years’ time
• Where is flexibility non-negotiable
• What data and insight do we need, and how quickly
• Which priorities come first: cost, experience, or care for people and planet

There is no perfect match. Trade-offs are inevitable. Clarity on priorities is what makes those trade-offs work. Eliminating options that do not align with company objectives is progress.

Time is often the biggest constraint. Mapping requirements, surveying travellers, and aligning stakeholders takes effort while managing daily operations.

Executive support is critical. Any change must clearly support wider business strategy and priorities.

Budget will influence the decision. Stay is often the least costly short-term option, while Go or Rethink requires investment of time or money.

External support can help remove the heavy lift, clarify the business case, and accelerate decision making.

Disruption needn’t narrow your options. It can expand them.

Whether you stay, go, or rethink, the advantage lies in making an intentional choice grounded in your programme requirements and business objectives.

The most resilient travel programmes are designed to adapt.

If you value support assessing options, defining requirements, or managing change, Festive Road can help at every stage of the journey.

From strategy and supplier evaluation to ongoing outsourcing support, a clear map helps build trust, enable better decisions, and create lasting impact.

Choice Still Matters. How Travel and Expense Leaders Adapt and Decide What Comes Next

TMC acquisitions are creating one of the most disruptive moments the corporate travel industry has seen in years.

For many buyers, change is no longer optional. Travel programmes are being migrated, operating models reshaped, and long-standing relationships redefined, often with limited clarity on what comes next. Travel Managers are left asking a fundamental question.

Will this new reality still deliver what our business and travellers need?

As more organisations actively shop, or prepare to, in 2026, this moment represents far more than a supplier change. It is a rare opportunity to step back, reassess, and make a deliberate choice about the future of your travel programme.

Acquisitions create uncertainty by default. New technology roadmaps, new account management structures, and new priorities competing for attention.

The danger is not disruption itself. It is defaulting into a future that no longer fits.

Inaction is still a decision. And often, it is the one that locks programmes into misalignment for years to come.

There is no universally correct path forward. The right decision depends on your business objectives, traveller needs, and appetite for change.

Staying can be the right choice if it is intentional.

Key considerations include:

• What is staying the same and what is changing
• Whether existing SLAs, KPIs, and service constructs will still be upheld
• Which technologies are staying or going, and whether they still serve your programme
• How account management will change, including access to specialist roles and analytical support

This can also be an opportunity to reset expectations, improve governance, and resolve long-standing friction points.

Some organisations will decide that the new reality does not align with where they are headed.

Choosing to go requires:

• Clear alignment with organisational goals such as cost, experience, sustainability, and risk
• A realistic understanding of effort, time, and change management
• A defined view of what must be replicated and what should evolve

Without clear requirements, moving often results in recreating the same model elsewhere.

For some organisations, disruption becomes a catalyst to reassess how their programme is designed.

Rethinking focuses on understanding what your business truly requires from travel today and in the future. It often involves:

• Rebalancing control and convenience across services and technology
• Reassessing ownership of data, platforms, and decision making
• Reducing reliance on a single supplier roadmap
• Designing flexibility into the programme to support future change

This path typically requires greater investment in time, capability, and change management, but offers the strongest foundation for long-term adaptability.

Sydney, 9 March 2026 – Festive Road, the independent consultancy shaping the future of business travel and expense management, has expanded the leadership remit of Mike Orchard, who assumes the role of General Manager: APAC & Global Operations.

The move reflects rising client demand across Asia Pacific, the world’s largest and fastest growing corporate travel region, as organisations continue to invest in APAC-based leadership and global travel, meeting and payment programme capability.

In his expanded role, Mike will lead Festive Road’s Asia-Pacific growth strategy, including client and solution development across the region. He will also continue to lead global operations, be a member of the Leadership Team, and deliver senior level client consulting engagements.

The expanded remit strengthens Festive Road’s client facing leadership capacity, supporting growth and deeper engagement across a highly dynamic and innovative APAC market.

Mike brings a rare 360° view of the business travel ecosystem, shaped over 25 years across airline, TMC, consulting and buyer-side roles on three continents. His career has taken him from British Airways in London, to leading HRG’s global consulting practice, to senior regional leadership with CWT in Australia and Singapore, before “crossing the table” to lead global travel and payments for Macquarie Group and News Corp Australia. A strong advocate for industry innovation and progress, Mike sits on the GBTA APAC Advisory Board and recently helped establish the GBTA Australian Advisory Board.

Festive Road CEO Caroline Strachan predicts buyers can take control in 2026, even amid AI acceleration

If you’ve been working in travel buying over the past 12 months, you know it’s been anything but business as usual! 2025 threw surprises at everyone, shaking up routines and forcing people to adapt fast. Whether you’re navigating new tech, keeping up with company changes, or trying to make sense of mergers & acquisitions, one thing’s for sure: You’re not alone. As we step into 2026, let’s talk about what’s changed and how you can stay focused, no matter what comes next.

What industry are we even in? Travel, Expense, Payment, Hospitality? The travel players are extended into expense and the expense player strategies to own more of the travel come to life. Instead of T vs E, we’re truly in the T&E world now.

Tech overload: Automation has been around for years but in 2025 after a few years gracing conference agendas, AI exploded onto the scene, popping up in booking, expense tracking, and traveler support. It’s a learning curve, but getting comfortable with these tools can really help you and your travelers.

Supplier shuffle: With alliances, mergers, buyouts, and plenty of big changes among vendors, you’ve probably had to navigate new supplier relationships, renegotiate deals or hunt for new partners.

Consumer demand intensifies: The much lauded “consumer grade experience” is now table stakes. Travelers now expect the whole travel industry to up its game, not just business travel.

Follow the money: Travel buyers are saying “enough” to a broken commercial model and many started moving their viewpoint beyond individual suppliers into the investor landscape, where is the money being invested and what are TMCS, tech players and suppliers investing in?

“Value” and “Trust” heard on repeat. If I had a dollar for every time I heard these two words, either individually or together I’d be retiring onto a Caribbean island by now! We have a trust gap and a value gap in the T&E world.

And that’s just scratching the surface. There’s been new rules, global uncertainty, and economic ups and downs. Standing still? Not an option.

With so much happening, it’s easy to get stuck in reactive mode—just putting out fires instead of steering the ship. But travel buyers who managed to keep their focus found ways to thrive. If you’re wondering how to stay steady for 2026, here are some tips:

1. Relentlessly prioritize. Take a breather and look at your T&E program’s big picture. Are your goals still right for the company? Are your daily tasks linked to these goals? If not strike it off from your to do list.
2. Let Data Guide You. When things are unpredictable, data really helps. Use analytics to track spending, emissions, and traveler satisfaction. The facts can help with business cases for investment, to enable better decisions and guide adjustments to plans.
3. Governance is your friend. Ensure your supplier relationships are well managed. Once you have great alignment across buyer/supplier relationships, this naturally frees up time previously used to solve disputes and operational issues.

The T&E buying community is a resilient bunch. Global financial crisis, volcanic ash clouds, pandemics … you’ve faced it all. Change isn’t slowing down, but if you focus on what matters, and look after your own wellbeing, you’ll be ready for whatever 2026 brings. Remember, you don’t have to do it all alone—reach out, share ideas, and support each other. The road ahead might be twisty, but together, you’ll get where you want to go.

Here’s to a new year filled with T&E buyers leading the way!

Seven years ago, these ideas were a provocation. Today, they’re shaping how travel programmes operate. As we enter 2026, the traveller of the future isn’t coming—it’s here.

Back in 2018, Caroline Strachan was asked a simple but powerful question: “What does the real traveller of the future actually need?” Her answer distilled into three statements that still define the challenge today:

• Know me.

• Be where I am.

• Tell me only what I need to know.

You can revisit the original article here.

Fast forward to now, where are we on each of these principles?

Personalisation remains the ultimate traveller expectation, but progress has been slower than hoped. Why? The prerequisites aren’t fully in place. Without robust profile and CRM management, true personalisation can’t happen.

Where we are now:

• Traveller data exists, but it’s fragmented.
• Many programmes still rely on generic offers and static policy messaging.

What’s next:

• Move beyond reactive to proactive personalisation.
• Invest in data foundations and trust frameworks so personalisation becomes reality, not rhetoric.

Here, we’ve seen real strides. Integrations of platforms into Teams and the ability to book travel directly from Slack show what’s possible when suppliers meet travellers in their preferred environments.

Where we are now:

• Omni-channel engagement is emerging, with chatbots and app integrations gaining traction.
• Some organisations are piloting voice and virtual assistants, though adoption is limited.

What’s next:

• Understand your travelling population deeply, what roles they perform, how they work and ensure booking is frictionless in those spaces.
• Stop expecting travellers to come to you; go to them.

This is where the biggest gap and the biggest opportunity remains. Travellers still face information overload. The future lies in smart communication platforms that deliver only what’s relevant, when it’s needed.

Where we are now:

• Booking tools still present too many irrelevant options.
• Policy messaging often overwhelms rather than guides.

What’s next:

• Hyper-condensed, context-aware communication (think push notifications, not PDFs).
• Agentic AI filtering noise and surfacing actionable insights across booking and servicing channels.

Travellers now expect personalisation, seamless engagement across channels, and fewer, but smarter choices. The pressure is on travel ecosystems to deliver.

“The future traveller isn’t a concept anymore, it’s a reality. Success in 2026 will come from turning these principles into practical action, not just talking about them.”

Festive Road CEO, Caroline Strachan

If you’re ready to turn these principles into action, get in touch with our Consultants who are available to guide you as you navigate this path.

We’ve identified 6 critical areas where leading teams are focusing next and we’re delighted to have industry pioneers share their views on the findings.

Global Festive-All 2025 hosted Festive Road’s 2025 Awards that celebrate, recognise, and inspire our hive mind team. We’re thrilled to spotlight five outstanding Roaders whose contributions have shaped our journey this year. From digital transformation to client delivery, sustainability, brand excellence, and leadership, these winners exemplify what it means to Create Better for our clients, our people and our industry.

Sandra led one of the most significant digital transformations in Festive Road’s history, modernising how we collaborate and communicate across the business. From building the business case to managing external IT partners, she steered the project with clarity and resilience, always keeping user experience front and centre.

Her leadership ensured a seamless rollout that boosted productivity and strengthened internal connectivity. As CEO Caroline Strachan aptly put it, “That was the biggest tech change we have been through as a company and yet it felt like a walk in the park for us users.”

Sandra’s work is a shining example of performance that empowers people.

Congratulations, Sandra!

This dynamic project team demonstrated adaptability, curiosity, and a relentless focus on performance in a multifaceted client engagement. Navigating leadership transitions and evolving project scope, they earned deep client trust through thoughtful consulting and measurable impact.

Their ability to challenge constructively and innovate under pressure has led to continued collaboration, a testament to the long-term value they bring to Festive Road clients.

Huge congratulations to Abi, Vicky, and James for your outstanding work!

Katie’s strategic thinking and collaborative approach have driven meaningful progress in a large-scale client environment. By expanding a sustainability programme across functional teams and designing high-impact training, she’s helped embed long-term value and engagement.

Her clarity, creativity, and consistency continue to inspire.

Congratulations Katie for setting the standard in client partnership and programme excellence!

Elise has played a pivotal role in elevating Festive Road’s brand presence through thoughtful storytelling and creative execution. From shaping our presence at major industry events to refining how we engage with our industry, her work brings our impact to life with purpose and credibility.

Marketing can be fast and furious, but Elise glides through it all with calm, precision, and a smile.

Congratulations Elise, your creativity and attention to detail continue to raise the bar!

Barbara’s leadership is a masterclass in clarity, confidence, and care. She empowers clients and colleagues alike, influences strategic decision-making, and drives impactful improvements across multiple areas of business travel.

Whether representing Festive Road at key events or engaging her network, Barbara brings our values to life, making everyone feel seen, welcomed, and inspired.

Congratulations, Barbara, on this well-deserved recognition!

At Australia’s biggest ever corporate travel event, here’s what brilliant minds in travel are talking about including AI, payments, sustainability, wellbeing, and the traveller experience.

Setting the scene, FACTS (Festival of Aviation and Corporate Travel Summits) Sydney is Australia’s largest annual gathering of corporate travel, meetings & events, aviation, and travel payments professionals. This year’s event brought together over 1,600 attendees, 450 buyers, and 65 sessions, creating a dynamic space for connection, and dialogue. The message was clear: the industry is adapting rapidly to meet financial, ESG, and regulatory goals while delivering better traveller experiences.

Viewpoint from Mike Orchard, Head of People & Performance at Festive Road

Mike captured the spirit of change sweeping through the industry: “Business travel is no longer about managing trips, it’s about orchestrating outcomes. It now encompasses managing technology, culture and wellbeing as well as everything else that’s already considered best practice in travel management”

The new playbook for corporate travel is taking shape, here what’s rewriting the rulebook:

• AI moves from buzzword to backbone – Agentic assistants now handle disruptions, clean data, and amplify consultant impact.
• Modern retailing reshapes the value chain – NDC brings savings, but servicing and dynamic content remain challenges.
• Payments, expense, and policy converge – Virtual cards and automated expense aim for zero out-of-pocket travel.
• Sustainability shifts to action – SAF bottlenecks persist, but smarter choices and transparent data lead the way.
• Purpose and wellbeing become performance levers – Programmes that support recovery and connection deliver real value.

Building on these themes, Festive Road experts took to the stage to share practical insights and bold predictions for the future in two key sessions:

Moderating a high-energy panel discussion, Mike guided industry leaders through the seismic changes shaping travel management companies and technology. The discussion reinforced the urgency for transformation and the opportunities that lie ahead.

Continuing the focus on innovation, Jon Webster challenged the belief that “compliance equals control.” This discussion session explored how a traveller-centric approach can drive both compliance and satisfaction, highlighting the importance of intuitive, mobile-first processes.

If any of these insights resonate, or you’re reflecting on how to navigate what’s next, we’re always up for a conversation on how to Create Better.

Sometimes the best ideas start with a simple chat, so feel free to reach out to our team at Festive Road if you’d like to exchange perspectives or explore the art of possible together.

Toby Frowen, Consultant and M&E Expert at Festive Road

In Parts 1 and 2 of our M&E Perspectives series, we explored how technology is rapidly reshaping meetings and events, and the opportunities and challenges that come with it. Now, in this final edition, we look beyond tools and processes to the bigger picture: the strategic role of Meetings & Events. It’s time to move past viewing M&E as a service function, beyond operations, and recognise its potential as a driver of business impact, powered by purpose, data, and technology.

M&E is a service function, but it is also a strategic enabler supporting sales, marketing, learning, and more. To unlock its full potential, leaders must focus on building strong tech and data foundations. From there, they can demonstrate value and align with broader organizational goals.

Yet according to the Pulse Report 2025, only 10% of programs have a fully defined purpose aligned with organizational strategy. Let that set in. That disconnect matters. Programs that are strategically aligned with business objectives tend to secure stronger executive sponsorship, funding, and cross-functional support. This disconnect is also limiting return on investment and slowing progress and innovation. Without that alignment, M&E and T&E leaders may struggle to gain traction, adoption can lag, and even the best suppliers may miss the mark on what truly drives value.

With technology changing as rapidly as it is, leaders must prioritize the development of strong technology and data foundations. This is not a future consideration; it is an immediate necessity if M&E programs are to deliver measurable outcomes and influence executive decision-making. When technology, data, and purpose are connected, M&E is elevated and moves beyond logistics; it becomes a powerful driver of business impact and credibility with senior stakeholders as well as within the organization itself. This alignment ensures that investment in technology and innovation delivers measurable outcomes, builds credibility with senior stakeholders, and strengthens the function’s role as a strategic contributor to organizational success.

• M&E drives direct business outcomes: strategically managed programs fuel engagement, knowledge-sharing, and collaboration that build sustained competitive advantage.​
• Alignment delivers tangible results: programs that clearly link to business objectives attract more investment, secure executive backing, and realize greater operational effectiveness.​
• Measurable impact is non-negotiable: investing in technology and data analytics ensures every dollar spent is tracked against outcomes that matter most to leadership, customers and shareholders.

It takes ambitious leadership and a willingness to colour outside the lines to connect technology, data, and purpose and transform M&E from a service function into a strategic driver of business impact and earn a seat at the strategy table. Leaders who move decisively will position Meetings & Events not only as a driver of value, but as a cornerstone of organizational resilience and growth. When these elements align, M&E earns executive sponsorship, secures funding, and delivers measurable value. This is an opportunity to lead, drive change, and fuel innovation or face being relegated to a reactive role dictated by others’ agendas, where true value and influence are lost.  Failing to step up now means missing the chance to shape outcomes, earn executive trust, and position Meetings & Events as a real force for business transformation. Lead or be led.