TRIALS & TRIBULATIONS
As in previous years, the 2025 Travel Manager Salary & Job Satisfaction survey included two open-ended questions, inviting respondents to share their biggest challenges of the year and the most significant industry developments they think will impact them in 2026. The responses revealed several recurring themes.
Qualitative survey responses reveal that macroeconomic changes have impacted Europe’s corporate environment, with numerous buyers citing the likes of “new management”, “culture change”, and “company politics” as significant challenges in 2025. Consequently, effective internal stakeholder management – and the delicate juggling act required to align diverse stakeholder expectations – remains a persistent challenge for many buyers.
One travel manager highlighted “leadership dynamics that need to be navigated and addressed at each change in structure”, while another said their biggest challenge is “trying to make management understand that managing business travel is not like organising a holiday”. Similarly, another travel professional pointed to “line managers who have no concept of the travel management responsibilities that factor into my role,” which they stated is “a hinderance”.
Multiple buyers cited increased industry consolidation – particularly among TMCs – as contributing to market uncertainty, which may lead to a rise in RFP activity in 2026. Meanwhile, rapid advances in technology have left some travel buyers struggling to adapt to the pace of change. This is particularly felt when it comes to content distribution and applications of AI within managed travel.
One buyer commented: “Everything is so short-lived; constant change everywhere”. Another travel manager highlighted the continual challenge of keeping up with technological advancements, especially while “trying to work my way through the organisation’s processes to get the tech introduced for our travellers”.
Buyers expressed both optimism and caution towards AI. Cutting through the noise is a key concern, with one buyer stating they are “applying pressure on external suppliers to identify those which are adapting with speed and those that are not”. Another said they are weighing up “expectations versus the deliverables and capabilities” and questioning “how travel suppliers will use AI to really support the travel programme and [to] be more relevant”.
Another travel buyer added: “One of the biggest changes I foresee in the coming year is the integration of AI-driven tools and predictive analytics into global travel management. These technologies will transform how we manage traveller safety, optimise costs and personalise the travel experience. For example, AI can predict disruptions, suggest alternative routes, and automate compliance checks, which means my role will shift from operational tasks to more strategic oversight [to ensure] these tools align with company policy and deliver measurable ROI.”
Travel managers anticipate ongoing economic and geopolitical instability in 2026, with security and risk management remaining central concerns. Survey respondents noted an “unsettled world” and increased “protectionism from various governments” as factors that are likely to add pressure on companies to further cut costs next year.
While numerous buyers reported doing more with less in 2025, one respondent said the focus of their company’s travel programme has “moved entirely to making transactional savings, taking away most of the strategic element of my role.” Another said they are looking to “define and implement a stricter travel policy with mandatory bookings through our travel agent – for everyone” to better manage costs.
Sustainability was a top concern for buyers in 2024, but it became less of a priority in 2025, with cost management taking centre stage. In 2026, regulatory changes in Europe will influence whether companies shift their attention back to sustainability or focus elsewhere. Meanwhile, advancements in technology, artificial intelligence, and ongoing industry consolidation are expected to be the main topics on the corporate agenda.
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