Travel · Industry
Turn more enquiries into departures, without growing the team to do it.
AI and automation aimed at one gap: a traveller’s enquiry, and someone acting on it.
The problem
The journey leaks in the same four places.
Different products, different markets, different sizes of team - the operational failures repeat. Each of these is worth measuring before anyone proposes a tool.
01Revenue leaks between the enquiry and the review
The first reply usually decides the booking.
Travellers ask several operators at once, so a reply that waits for someone free loses the booking.
Acquisition spend converts unpredictably, and nobody can say why.
Budget is measured where the enquiry arrives and judged where the payment lands, with a manual stretch in between.
Reviews and repeat trips are left to whoever remembers to ask.
The cheapest demand a travel business has arrives after a good trip, and asking for it is somebody’s quiet-afternoon job.
02The people who design trips spend the day on admin
Consultants answer the same questions all day.
Inclusions, requirements and document chasing take the hours meant for building itineraries.
Serving more travellers costs proportionally more people.
Nothing routine is automated, so coverage across hours and languages becomes a staffing decision rather than a system one.
03The riskiest work runs on memory and inboxes
Documents and requirements depend on who remembers them.
Passports, forms and visa conditions are chased by hand, and a missed requirement surfaces days before departure.
A disruption becomes a queue.
A cancellation arrives as a burst of near-identical questions, and policy applied from memory gives two travellers two answers.
04Leadership sees the funnel in pieces
The demand is spread across systems that do not talk.
Enquiries, quotes, bookings and post-trip contact each live somewhere different, so a plain question takes a day to answer.
There is no baseline, so no change can be judged.
With no recorded response times or conversion by stage, improvements get argued rather than measured.
The method
Turning business problems into the right solutions.
Understand how the business actually works.
Before proposing a solution, we map the workflow as it exists today - not how it's supposed to work on paper.
- People and responsibilities
- Processes and handoffs
- Systems, tools and the data between them
- Manual and repetitive work
- Decision points and exceptions
- Time, cost and operational dependencies
OutputA clear view of the current workflow, its dependencies and its operational reality.
Proof
Where we have done this.
Travel · India · Production
An enquiry at 11 PM waited until morning. The traveller did not.
Travezco sells fixed-departure group tours and fully customised trips, and every enquiry arrives on WhatsApp. At peak season that is 10,000–14,000 a month against a team of twelve - over 400 conversations a day, on top of running the trips already sold. We rebuilt the whole enquiry-to-review journey so that speed and quality stopped depending on how busy the team happened to be.
Read the case study →Have an operational problem worth solving?
Bring us the process that's expensive, slow, manual or difficult to scale. We'll spend 30 minutes understanding it and telling you - honestly - whether AI or automation can meaningfully improve it.