PROFILE TMC Insider Drives Change in Buy-Side Role

Tell me more about how you became Blue Yonder’s global travel manager.

When I was an account manager at [the travel management company]Blue Yonder had a person who handled travel sort of down the list of their roles and responsibilities. That’s very common within companies. He leaned heavily on me in my role at the TMC, and as we built that relationship, I filled a need within Blue Yonder because they didn’t have that dedicated role. Fast forward, I knew Blue Yonder was implementing a new global travel management company, moving on from the company I had been with. A new person was managing that implementation. She was amazing, and I know she would have done it, but I really knew she could use some help. So I emailed her. I sent something like “I’m happy to help you because I’m currently, you know, not working.” And I told them even then that I thought a company like Blue Yonder would benefit from a dedicated global travel manager. I was brought on in a contract capacity in a matter of weeks.

What has been the most challenging aspect of moving from the supply side to the buy side, and has it changed your perspective of travel management?

I was stretched on the corporate side. So I just dug in. I learned a lot by building my internal network. They saw early on how valuable it was to have someone really on their side in the implementation process—working with the TMC, but who was not [employed by] the TMC, and holding them accountable for what I thought they really should provide us, especially when resources were bare bones. I’m happy to say that my role now is permanent. Through the implementation I’ve built a very strong partnership [with the new TMC] that is deeper than it was before Covid. The pandemic gave us opportunities to have deeper conversations about what we need going forward.

What role do you think technology will play moving forward?

Self-service is going to be a huge focus because of [TMC] staffing issues. So I want to make sure if I’m asking our travelers to self-serve as much as possible that the infrastructure is strong—and that the offerings we give them are strong. I need my TMC to spend money on technology, and I think TMCs are listening. They’re developing the technology and I think their roadmaps are exciting. We have to work together to make the travel experience better for our associates because they’re really feeling the pain of all of the disruptions in the industry right now. Technology will play a big role.

You report through Human Resources now, but you didn’t when you were hired. Will this change your focus?

I literally just moved to the structure under HR, so I’m super interested about how that’s going to look. I think there will be more input on policy issues now because our leadership is the decision-maker on policy. I’ve not been part of that yet, but there are things within the travel policy that I think we could do better—and now with the opportunity, I’ve brought some elements to their attention.

Like what?

We made changes during Covid to relax policy—because of the reduced flight schedules and they wanted associates to have fewer touchpoints. We need to revisit that. On the other hand, we need to look at more holistic elements of what can be expensed and think about lounge access or enhancements on ancillary purchases like seat choice. Those are very well-received by travelers. And if you look at something like lounge access for $59 a day when you have a long layover or have a disruption, the quieter space, internet access and complimentary food and beverage is a great value when you think you might pay $40 for an airport meal by itself. I haven’t yet talked with my leaders about these, but we need to revisit those aspects of policy, too—our associates are traveling for work after all. I believe we can help them do that better, without really increasing our costs, but of course it’s a challenge.