As corporations of all sizes turn to international markets for growth, the search for a global travel management solution becomes more important. But is there such a thing as a truly global TMC? Maybe it’s just semantics. There are many TMCs that claim to be “global,” but what does that actually mean? Is it a singular travel management company operating with multiple offices in different regions, or is the model a collection of more or less independent, regional partnerships existing under the umbrella of one TMC? Does the TMC “outsource” technology functions to local vendors, or is the same technology interface and platform shared by all users around the globe?
For travel managers, knowing the scope and reach of a TMC is vital for the purpose of driving trip success. Effectively overseeing the complexities of an international corporate travel program can mean identifying business objectives first, and then aligning the right TMC to execute multiple facets of the mission. When seeking the ‘right’ TMC, how do travel managers assess whether it is an appropriate cultural and economic match for their organization?
Fitting In
The value of cultural synergy between a TMC and its client should be a key priority, especially when evaluating a provider of global services. “Cultural fit often comes down to alignment in values, communication style, and the ability to collaborate effectively,” explains Erica Antony, chief product officer of CWT. “Ask yourself: Does the TMC understand your priorities? Do they bring ideas to the table that reflect your organization’s ethos and objectives – whether that’s sustainability, employee wellbeing or innovation?”
Anita Salvatore, Corporate Travel Management CEO North America, advises, “For cultural fit, I’d suggest looking beyond the sales pitch. How do they treat their people? Do they invest in leadership development or offer cross-functional training? On the economic side, do they offer flexible, scalable pricing models? Can they help you uncover real savings and insights – not just manage logistics? The right TMC should feel like an extension of your team, not just another supplier.”
Talking to the right stakeholders in a TMC is also crucial when communicating your organization’s goals and preferences, especially if you need to gauge more ‘intangible’ factors such as how risk-averse the TMC is, or if it has a tech-forward approach. “Workshops are a great way to measure cultural fit. Set up workshops to facilitate open communication so you can get to know your potential supplier,” suggests Teri Miller, EVP global client team at BCD Travel.
“I am a big advocate for holding a small-group alignment call ahead of any formal TMC presentation during the RFI or RFP process,” says Chloe Carver, corporate travel practice lead at Acquis Consulting Group. “Share your company’s values, mission and culture. Explain how travel helps support your business objectives, detail your T&E program goals, and discuss your traveler preferences and habits. Give the TMC a real chance to understand your organization.”
The Bigger, The Better?
We know that every travel program is
unique. Each one carries its own cultural signature, while varying in size and scope.
These individual features will often influence what kind of TMC is best for an organization.
For example, the size of an organization’s travel program can dictate what kind of TMC it is looking for, especially if the organization intends to grow its travel program or go international. “However, global scale is meaningless if it comes at the expense of personal service,” warns Christal Bemont, CEO of Direct Travel. “In some models, you can quickly become just another account number in a vast portfolio. Look for a partner who pairs the reach, technology and content you need to grow internationally with the ability to deliver consistent, personalized care to every traveler – regardless of your size or spend. The best partners make you feel like their most important customer while moving the industry forward.”
It’s not always global outreach or scope that’s forefront on a travel manager’s mind, but rather a TMC’s expertise in event management, or in special niche markets such as entertainment or sports. Other times, differentiators can come in the form of a TMC’s regional expertise or its knowledge of remote destinations that require 24/7 support.
Travel managers should be careful not to “sacrifice” regional proficiency in their quest for a truly global TMC. Local expertise can come in handy for everything from cultural norms to ground transportation. Additionally, it’s often the local arm of the TMC that offers flexible pricing options, too. “We don’t believe in a “one size fits all” approach. We leverage our global footprint to offer localized support with agents who understand the culture and policies,” reflects Miller.
“When you hear ‘global’ and ‘TMC,’ what model comes to mind?” ask Lisa Stanford and Will Tate from Gold Spring Consulting. “Everything from every country is the same? All major things from every country are the same? All major things from all major countries are the same? Some major things from some countries are the same? A global travel program implies common standards, systems, policies and processes. It can indicate a shared corporate culture around the world, with sensitivity to different aspects of local business. In this sense, global represents commonality. Just for fun, contrast this with ‘international,’ which implies flag-planting around the world and is more about presence than commonality.”
Tech Traps
Moving beyond the ever-changing variables of size, scope, culture and expertise, there does seem to be one strong point of intersection: Technology. This has become the most important factor for travel managers when choosing a TMC. But how is this technology knit together across the globe, spanning across different regions; even in those places where “universally accepted technologies” may not exist? And how does a TMC guide an organization on adopting a particular technology?
While the goal of a TMC may be to connect global and local technology so that the end-to-end process is seamless, that is easier said than done. “Many regions have different supplier landscapes, regulations and tech maturity levels,” says Bemont. “When integrating the best technology, whether universally deployed or regionally adapted, into one consistent framework, hybrid approaches often provide the most flexibility and are the most cost effective for clients. In a market where technology is evolving almost daily, the key is to choose a platform that won’t box you in. Look for open architecture that can integrate with your existing ecosystem and quickly adopt new capabilities as they emerge.”
While a robust travel management technology can help govern the day-to-day minutia of overseeing itineraries, traveler profiles, price comparisons and policy functions, it can also assist with broader tasks such as expense management solutions. Greeley Koch, 490 Consulting managing director and Acquis Consulting advisor, agrees that this process can look messy. “Global travel isn’t neat, and neither is the tech landscape that supports it. A hybrid or network model accepts that reality and still delivers what matters: Control, data, and supplier leverage. Travel managers don’t need a one-size-fits-all solution – they need a one-goal-fits-all strategy, backed by tech that connects the dots and delivers where it counts.”
Push-Pull Dynamics
The quest for finding a truly global TMC isn’t a static process. In fact, the relationship between travel buyers and their TMCs is constantly evolving. According to a May 2025 GBTA survey, “a majority (58 percent) of travel buyers are open to switching TMCs within the next year, suggesting that improvements are clearly needed in this sector.”
What are the reasons behind this tension between TMCs and buyers? First, it goes back to the concept of potential ‘mismatching.’ “Cultural alignment is so key to longer term success,” say Stanford and Tate. “Unfortunately, travel news outlets routinely offer insights of failed sourcing efforts, often mimicking the ‘they just did not get us’ sentiment.”
To address this disconnect, the Goldspring consultants recommend a measured approach. “First, the buyer must understand and document the current company culture. Often, these will need to be summarized into 10 or less components, to streamline and clarify the most important elements,” according to Stanford and Tate. “Once clear, these can be formalized into a rubric to compare and contrast the buyer company culture to that of their prospective suppliers. These comparatives create a deeper sharing with the potential vendors and how to better align, as needed and desired.”
Furthermore, the times they are a-changing, and fast, and TMCs are trying to stay ahead of the curve. At the end of the day, especially with new shifts in content distribution, including NDC, and the rapid advance of AI, TMCs must be adaptable in order to align with an organization’s goals, a requirement which often times feel like a moving target. “Look for a TMC that has a proven record of offering strong tech solutions, partnerships, and commitment to innovation,” Miller advises. “A partner with a demonstrated record of investing earnings back into technology will grow with you.”
Think Global, Act Local
When searching diligently for a truly global travel management company, buyers are looking beyond just booking capabilities. They are also exploring those partnerships and technology that will grow and scale, along with cost savings and the quality of the traveler’s experience. However, expansion comes with its own shadows.
“Expansion multiplies every problem exponentially, so don’t scale a broken program,” Carver urges. “Before expanding, establish clear objectives, success metrics, and governance frameworks for your current footprint. Start by auditing your existing data quality and program performance, then build the infrastructure you’ll need for multi-currency, multi-region reporting. Another focus area is the balance between global standards and local cultural and legal requirements. Align on what elements of your program should be consistent globally, then build in flexibility for cultural differences and local regulations. Your TMC should be your partner in this process, so leverage their expertise where you can.”
For those TMCs whose goal is to achieve global scale, fortunately, there are several routes to do so. “TMCs can grow organically, by building wholly owned operations for full control and consistency in new markets,” explains Salvatore. “They might expand through strategic acquisitions or mergers, which can accelerate growth and bring local market or niche expertise into the fold quickly. Then there are partnership models, where a central brand works with regional affiliates. This offers speed and agility in a geographic footprint that fast-growing multinational businesses may value.”
In short, a TMC should have the infrastructure to mature with your organization in numerous areas, including data analytics, policy compliance, risk management, supplier optimization and overall change management. “A good TMC will guide you through that evolution, acting as a strategic partner, not just a service provider,” Antony counsels.
“Going global isn’t about owning every outpost – it’s about delivering consistent outcomes,” Koch maintains. “Corporates don’t care who owns what, as long as the data flows, the discounts hold, and their travelers are supported.”
