Turning travel operations into €50K in annual savings.

Situation

The company’s existing travel-booking solution was creating operational friction and was no longer the right fit for the organisation. Rather than continuing to work around the limitations of the existing system, I led the evaluation and transition to a new travel platform.

My approach

I owned the initiative across multiple functions and worked closely with senior stakeholders to ensure the solution was commercially and operationally viable.

• Identified recurring pain points in the existing travel process
• Researched and evaluated alternative providers
• Managed cross-functional compatibility and requirements checks
• Worked closely with the CFO on the commercial case
• Partnered with HR and other internal stakeholders on change management
• Coordinated the transition and internal rollout
• Supported communication and adoption across the organisation

Impact

This project demonstrates how I approach operations: identify recurring friction, understand the wider business impact, bring the right stakeholders together and own the solution through to implementation.

• €50K in estimated annual travel-booking savings
• Reduced recurring operational friction
• Created a more scalable company-wide travel process
• Led the initiative from problem identification through implementation

Executive partnership at scale

Alongside this project work, I supported the CEO and six C-level executives across complex and frequently changing priorities. The challenge was not simply diary management. It was maintaining continuity and executive effectiveness while the leadership team, priorities and organisation were evolving.

• Managed multiple senior executive calendars simultaneously
• Coordinated complex international travel across three time zones
• Balanced competing leadership priorities
• Acted as a coordination point across senior stakeholders
• Onboarded three newly appointed C-level executives