Challenge
The group operated dozens of revenue streams across subsidiaries, joint ventures, and legacy booking platforms. Leadership could read consolidated financials but could not trace which products, channels, and systems produced margin — which made prioritization and investment conversations slow and contentious.
Approach
Mapped each revenue surface to the systems that recorded it — booking engines, partner APIs, corporate programs, and ancillary lines — so finance and product could share one vocabulary.
Ran structured interviews with business-unit owners across multiple countries to separate durable revenue from campaign noise.
Delivered a repeatable modeling approach the client’s own teams could rerun each quarter without relying on an external black box.
“We don't invent numbers. What we publish matches what clients are comfortable having on the record.”
Outcome
The work produced a prioritized view of revenue levers — pricing, channel mix, and attach opportunities — grounded in how the organization actually operated, not slide-deck assumptions.
Revenue strategy, discovery, and platform work for enterprise travel.
Proof
Fortune Global 500
Revenue strategy engagement for an enterprise travel client.
Client-specific financial figures are shared privately where appropriate.