The evolution of the travel manager: Becoming a rockstar in the industry

A recent survey by BCD Travel found that 79% of travel managers have seen their responsibilities increase, with many now overseeing areas like risk management, expense control, and event planning. This shift means that to succeed in today’s landscape, travel managers must think bigger, move faster, and lead with confidence.

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What makes a rockstar travel manager?

“Just like a musician captivates an audience, a rockstar travel manager inspires confidence,” said Carol Del Giudice, account manager at Christopherson Business Travel. “They deliver exceptional service, and they make a real impact on the organization.”  

The top performing travel managers are many things—a leader, an innovator, and an expert in their craft. The best travel managers aren’t just keeping up with industry trends; they’re setting the stage for smoother, smarter business travel.

Here’s what separates the best from the rest:

They thrive in a crisis.
Whether it’s a last-minute flight cancellation or a major disruption, rockstar travel managers stay cool under pressure and have a plan to get travelers back on track.

They lead with empathy.
Great travel managers don’t just enforce policy—they design programs that prioritize traveler experience while keeping costs in check. Del Giudice says, “It's not just about the rules and the budget.”

‍They build powerful partnerships.
Negotiating better vendor deals isn’t just about saving money—it’s about creating strong, lasting relationships that benefit the entire organization.

They control costs—without cutting corners.
A rockstar travel manager knows how to maximize savings while maintaining quality and compliance.

They listen—and adapt.
The best travel managers don’t just hear traveler concerns—they act on them, using feedback to refine policies and improve programs. “This allows you to offer tailored solutions and build real trust in your program.” Says Del Giudice.

‍Building a winning travel strategy

Behind every legendary travel program is a rock-solid strategy. To elevate your role as a travel manager, start with these six steps:  

1. Define clear goals – Paul Foster, a strategic consultant, explained, “You want to be able to establish the goals of what you are looking to do with your travel program. So you want to make sure that those goals are very clear.” What do you want your travel program to achieve? Lower costs? Better compliance? Enhanced traveler experience? Set specific, measurable objectives.

2. Prioritize key initiatives – Some changes depend on others. Identify what needs to happen first and build a timeline to reach your goals.

3. Make the business case – Leadership needs to see the value. Present data-driven insights that showcase the impact of your proposed initiatives.

4. Analyze your stakeholders – Who will be affected? “When we talk about stakeholders, we're really referring to not only your traveling base, but also the financial stakeholders or the executive management team that, that are going to be responsible for the decisions of, of all of these changes to take effect,” said Foster.  Consider all stakeholders and make sure your strategy aligns with their priorities.

5. Set expected outcomes – You won’t always hit every target, but having clear success metrics will help guide adjustments and measure progress.

6. Continuously evaluate and improve – The best programs evolve. Review data, adjust policies, and refine strategies to keep your travel program performing at its best.
   

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Real-world rockstar thinking in action

A real-life example shows just how quick thinking and strategic planning set top travel managers apart.

A new CEO at a company asked their travel manager to evaluate whether consolidating all air travel with one preferred airline would provide long-term benefits. The travel manager quickly outlined a plan, analyzing cost savings, traveler flexibility, and loyalty perks.

They identified potential risks—limited route options, reduced flexibility, and weakened negotiating power—while also weighing the loyalty benefits and cost efficiencies. They engaged key stakeholders, including finance, procurement, and leadership, ensuring that their strategy aligned with both the company's objectives and traveler needs.  

Foster noted: “This was all done on the back of a napkin. She quickly and effectively crafted a plan that showed her strategic thinking and her ability to act fast under pressure. [She] definitely demonstrated what it meant to be a travel star rockstar.”

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Engaging travelers: the key to success

Even the best strategies fall flat without traveler buy-in. Engagement is key, and it starts with clear, two-way communication.

Communicate in multiple ways.  

As Foster pointed out, “There are much newer forms of communication that you definitely want to take advantage of.” Don’t rely solely on email. Use chat tools, internal forums, and real-time updates to keep travelers informed.

Collect and track feedback.

Whether through surveys, direct outreach, or travel data, measure traveler sentiment and adjust accordingly.

Leverage key influencers.

Executives and frequent travelers (road warriors) can be powerful advocates for driving engagement and compliance.

Think of it this way:

• The executive sponsor is the producer behind the album.

• The travel manager is the lead singer, setting the vision and making the program run.

• The travelers are the fans, shaping the success of the program.

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Delivering measurable value like a rockstar

Success isn’t just about what you implement—it’s about what you can prove. Travel managers need to showcase results with clear, high-impact metrics:

Data analysis: “When showcasing your travel programs success, focus on these high impact metrics,” said Del Giudice. “Data analysis is like getting a backstage pass at a concert. It gives you insight into your program.” See spend trends, traveler behavior, and vendor performance.

Policy compliance: The opening act. Track whether travelers book preferred vendors, follow approval processes, and meet program goals.

Traveler satisfaction: The encore. Happy travelers mean higher compliance, better vendor relationships, and a more effective travel program.

Cost savings: The headliner. Prove the value of your negotiated rates, policy adjustments, and operational efficiencies by monitoring long-term trends.

“By leveraging these key metrics, you can continuously improve your travel program, align your company goals, and deliver measurable value to your stakeholders,” explained Del Giudice.
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Are you ready to take the stage?

Being a rockstar isn’t about doing it all alone—every great performer has a team behind them. At Christopherson Business Travel, our consulting services help travel managers uncover opportunities, optimize programs, and implement data-driven strategies tailored to their unique business needs.

Christopherson takes a holistic approach—considering financial impact, company culture, traveler experience, and program history—to create sustainable, high-performing solutions. If you’re ready to amplify your travel program, orchestrate major savings, and take your role to the next level, we’re here to help.

Let’s make your travel program the headliner it deserves to be.

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