.jpeg "Gabe Rizzi is the president of travel management company Altour")
Gabe Rizzi is the president of travel management company Altour
The corporate travel industry is having an AI moment. You can feel it in nearly every conference session, supplier pitch, product announcement and buyer conversation.
Everyone is talking about artificial intelligence, and much of that conversation is useful. AI has the potential to make travel programmes smarter, faster and more responsive. It can help teams identify patterns, reduce friction, improve service and make better decisions with better information.
But there is also quite a bit of theatre right now.
Too often, AI is presented with more fanfare than substance. It shows up in splashy announcements and with broad claims about transformation, but it’s not always clear how the technology solves real problems inside a travel programme. That is where the scrutiny needs to begin, because the real opportunity is not in who can talk about AI the loudest. It is in who can apply it responsibly, securely and meaningfully in ways that improve outcomes for clients and travellers.
Corporate travel buyers need to learn how to make that distinction. The question is no longer whether a TMC is “using AI.” That answer is almost always yes, at least in some form. The more useful question is whether AI is being applied with a clear purpose, proper oversight and measurable value.
More specifically, buyers should ask their TMC:
- What pressing client or traveller problems is AI helping solve?
- How is it making service teams, account managers or advisors more effective?
- What safeguards are in place to protect traveller data and company information?
- How are AI-enabled suppliers being vetted before they are introduced into the programme?
And perhaps most importantly, can the TMC demonstrate those tools working in a live production environment, not just in a polished demo?
These questions matter because AI should not be evaluated by how impressive it sounds in a sales conversation. It should be evaluated by whether it improves decision-making, reduces friction, strengthens service, protects data and delivers outcomes buyers can actually see.
A tool that performs beautifully in a demo still must prove it can operate at scale, integrate into existing workflows, protect sensitive information and support the people responsible for delivering service when travellers need help most – because managed travel involves real travellers, real itineraries, real disruptions, real privacy obligations and real consequences when things go wrong.
AI must be pressure tested before it is brought into a client environment. TMCs manage personally identifiable information at scale, and that responsibility requires discipline.
Supplier review processes should be demanding – and sometimes that will create friction with technology partners. So be it. That friction exists for a reason: to protect corporate clients and make sure any partner technology brought into the ecosystem has been put through the paces of trust, security and practical value.
Right-sizing AI
The industry also needs to be honest about what AI should and should not do. AI should make people more effective. It should help advisors, account teams and travel managers make better decisions, move faster and anticipate issues earlier. It should reduce unnecessary manual work and surface insights that might otherwise stay buried. Used well, AI can help move travel management from reactive service to proactive support.
But AI cannot become decoration around an otherwise unchanged model. Adding AI language to a platform does not automatically create value. Buyers should be wary of any solution that sounds impressive but cannot clearly explain what problem it solves, whose work it improves or how success will be measured.
The future of travel management will not be defined by technology alone. It will be defined by how well technology is integrated with human judgment, operational expertise and a clear understanding of the traveller experience. People still matter deeply in this business.
Technology can reduce anxiety, speed up response and improve visibility, but it’s the people who create confidence and trust when a traveller is stuck, a programme is under pressure or a disruption requires judgment.
AI is already reshaping business travel. But buyers should demand more than theatre. They should ask harder questions, expect clearer answers and look for partners who can prove their AI strategy is grounded in trust, not trend-chasing.