In today’s fast-changing business landscape, travel managers are being called to lead in new and strategic ways. Direct Travel’s podcast series, Altitude with Attitude, explores this shift through the lens of real-world experiences.

For the inaugural episode, SVP of Corporate Marketing Chris Taylor is joined by Sarah Hayden, Travel Lead at ZS. The pair discuss what it takes to build a modern travel program that balances cost, care, and adaptability. Their conversation offers timely insights for travel managers looking to elevate their impact, align travel with broader company goals, and navigate the complexity of today’s business environment.

Listen to the full podcast, and follow along as we unpack the top takeaways below.

Redefining the Role of the Travel Manager

Travel shouldn’t be the hardest part of a business trip. Eliminating friction is crucial so that travellers can focus on what matters when they’re on the road, like building relationships, winning new business, and driving results. This is where the modern travel manager steps in.

“We’re here to support our travellers while they’re on the road, because travel is such a strategic part of a business. It touches so much, from compliance and customer experience to cost savings and procurement.”

— Sarah Hayden, Travel Lead, ZS

Today’s travel managers must balance cost control, employee experience, and operational efficiency, and they’re shaping the future of business travel in real time. They are responsible for overseeing a complex ecosystem of suppliers, technologies, and internal stakeholders. Travel managers must ensure every part of their program works in sync. If systems don’t talk to each other, the company loses visibility — and with it, the ability to support and protect travellers on the road.

Supporting Company Culture & Client Success

Your people are your organization’s greatest differentiator, especially in today’s competitive landscape. Business travel plays a critical role in bringing company culture to life, allowing employees to be present with clients, or work shoulder to shoulder with colleagues. Travel is a business imperative that fuels customer loyalty and drives growth.

“We learned the importance of working right next to our clients, not just virtually, but being in person with them and helping them solve their problems side by side. This became a huge selling factor for why a client wants to work with us.”

While virtual tools can help maintain momentum, there’s no substitute for being in the room. In-person collaboration builds trust, deepens relationships, and reinforces a company’s commitment to solving client challenges together.

Building a Travel Program with Flexibility  

One size rarely fits all in a business environment, and this is especially true when it comes to travel. Rather than forcing employees into a rigid system, focus on building a program that reflects how your team actually wants to travel. Begin by considering these two questions:

• Do my travellers want a self-managed experience?
• Will they also benefit from hands-on support?

Building a flexible program means supporting both of these preferences. As Hayden points out, “Why resist what our people want? Instead, embrace it and put a program in place that brings them options for how they want to book their travel. Why create more friction for our folks?”

Balancing Traveller Experience with Program Discipline

A flexible program doesn’t have to come at the expense of structure. Travel managers should develop a framework that prioritizes the traveller experience while also maintaining cost control and compliance. To make this possible, every supplier and programming decision should be held accountable to three pillars:

1. Positive Traveller Experience: Partner with airlines, hotels, and rental car providers to secure perks that help travellers arrive comfortable, confident, and ready to perform.
2. Smart Financial Decisions: Make every travel booking a reflection of both cost-conscious planning and the trust others place in your financial stewardship.
3. Strong Duty of Care: Ensure traveller safety through real-time location visibility, reliable communication, and integrated technology for rapid response.

A successful travel program should serve both the business and its travellers. With the right guardrails in place and a clear set of guiding principles, it is possible to build a program that checks every box.

Leaders in Motion

As the demographics of our workforce shift, so do the expectations around business travel. Today’s travellers have a wide range of preferences, habits, and comfort levels. This diversity means travel programs can no longer be one-size-fits-all. Those who manage travel for their organization should regularly check in with and collect data from their travellers. This feedback can inform the criteria used to evaluate new partners and technologies.

By embracing flexibility, prioritizing the traveller experience, and selecting the right partners, travel leaders can build a program that not only meets today’s demands but evolves with tomorrow’s expectations.

To hear even more insights from the Altitude with Attitude podcast, listen to the episode in its entirety.