When your business hinges on people and performance, and those people are increasingly scattered across continents, it turns out one thing still binds the whole operation together—travel. Yes, actual boots on tarmac. And as the end of the financial year (EOFY) looms large in boardrooms across the country, corporate travel is once again being recognised not as a luxury but as a lifeline.
As Australia’s third-largest travel buying group, CT Partners has declared that businesses ignoring professional travel support in 2025 do so at their peril. In an era of geopolitical instability, economic unpredictability and global logistical mayhem, the message is simple: if you think booking a corporate trip is still just about comparing fares online, you’re missing the point—and probably the plane.
“Travel’s no longer about convenience,” says CT Partners’ CEO, Matt Masson, from his Sydney headquarters. “It’s about capability. If something goes wrong mid-journey—who’s responsible? Who gets your people home safely, who negotiates rebooking access, and who manages risk exposure? That’s where our members come in.”
CT Partners CEO Matt Masson
And come in they have. Representing 33 of Australia’s largest independently owned travel management companies and premium leisure agencies, CT Partners services the needs of over 1.4 million travellers annually, wielding a collective buying power as influential as it is strategic. With over 60% of their air bookings in premium cabins and a Total Transaction Value (TTV) now comfortably north of $2 billion, the group isn’t just booking travel—they’re commanding it.
But behind those staggering figures lies a more pressing reality. The EOFY period has brought new concerns: board-level risk reviews, evolving duty of care obligations, and an executive class grappling with cost containment without compromising continuity.
“Risk is no longer theoretical,” says Baris Celik, Director of Operations APAC at TAG, one of CT Partners’ heavyweight members. “It’s reputational, it’s operational, it’s financial. The cost of a missed flight? Maybe a few hundred dollars. The cost of a lost client because your executive couldn’t make the meeting? Try hundreds of thousands.”
This sentiment is echoed across the network. Celik notes that many businesses still view travel as a line-item expense when, in fact, it should be a performance enabler.
“A delayed arrival isn’t just inconvenient. It could lead to lost business or staff being stranded in volatile locations. That’s why we invest heavily in round-the-clock support and scenario planning. Our job starts before anything goes wrong—and it doesn’t end until everything’s back on track.”
And therein lies the shift. Travel managers are no longer glorified booking agents but strategic advisors in risk mitigation and return on investment.
Enter EOFY. As companies pore over spreadsheets and performance dashboards, a travel audit is quickly becoming as important as any line in the P&L statement. Are your people travelling for the right reasons? Are they doing so safely? And critically, what is the return?
For Matt Masson, the questions are straightforward. “If you’re reviewing your travel program this EOFY, ask three things,” he advises. “One—how well is your provider managing disruption? Two—what reporting do they offer around spend and ROI? And three—how proactive are they in delivering better-value options before you even ask? That’s where CT Partners members shine. We have the tools, the clout, and the foresight to deliver.”
There’s also a dose of reality-check advice from Andre Moten, Chief Commercial Officer of the Connections Travel Group, who says we’ve entered “a period where decision-makers are under pressure to protect every dollar while protecting every person.”
“A robust travel program can do both,” Moten states firmly. “But it must be built with scale, foresight and flexibility. You want real-time data? We deliver it. You want board-level duty of care reporting? Done. You want someone who can actually negotiate with airlines and hotels for access and flexibility? That’s us. Because let’s be honest—the cheapest fare is rarely the safest or smartest choice.”
While AI-driven automation and booking platforms have their place, the human touch—especially when the unexpected hits—is irreplaceable.
Whether it’s navigating airspace closures, weather disruptions, or labour shortages (and really, when isn’t it?), CT Partners members are proving themselves as the sort of corporate travel consigliere every risk-averse CFO dreams of.
Indeed, in the age of travel disruption, where a storm in Singapore or strike in Paris can derail an entire sales quarter, having an experienced operator on speed dial is no longer a perk—it’s essential infrastructure.
And businesses are listening.
According to CT Partners, 2025 has already seen a measurable uptick in demand for corporate travel reviews, especially in sectors like legal, finance, mining and consulting, where precision, safety and timeliness are paramount.
“We’re not going backwards,” says Masson. “If anything, the complexity of modern business travel is increasing. So is the scrutiny. That’s why we exist—to make sure our clients are prepared, protected, and profitable.”
So, if you’re still treating travel as a side hustle to HR or IT, you might be overlooking one of your company’s most significant performance levers. And as the EOFY winds blow through Australia’s boardrooms again, the wise are already booking smarter.
Because in 2025, it’s not just about getting there. It’s about getting it right.
By Christine Nguyen
