Discreet. Independent. Accountable to you alone.

We don't manage bookings. We don't sell technology. We exist to protect the interests of the organizations we partner with, and only those organizations.

Discreet. Independent. Accountable to you alone.

We don't manage bookings. We don't sell technology. We exist to protect the interests of the organizations we partner with, and only those organizations.

Business team collaborating in meeting room with whiteboard and notes on wall and table.

Built Around You. Operating in the Background. Always.

The Standard

When you engage StratTrav, you don't get an individual. You get a team of industry veterans with decades of buy-side experience embedded in your program, continuously monitoring performance, and fully aligned with the success of your policies and contracts. Every engagement is built from the ground up around your organization's specific structure, vendors, and objectives. There is no template. There is no standard playbook.

We don't book travel. We don't deliver reports that collect dust. We don't rely on quarterly check-ins to justify our retainer. We operate quietly in the background on your behalf, monitoring performance, identifying opportunities, and surfacing only the insights that require your attention. When something needs to be acted on, we act on it. When it doesn't, you never hear about it.

Ongoing accountability. Not one-time analysis.

Every program is different. We build around yours.

Your TMC manages bookings. We manage the strategy.

Your travelers' experience and your bottom line are both non-negotiable.

Middle-aged man in glasses working on laptop beside a window with a relaxed posture.

"Not a consultant. Not a vendor. The one party in your travel program with nothing to gain but your trust."

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"We take on a limited number of engagements at any given time."

We Are Selective. Intentionally.

The partnership model StratTrav operates on requires genuine integration with your leadership team. That means we carry real accountability for your program's performance, and that only works when the fit is right. We take on a limited number of engagements at any given time to ensure every client receives the depth of oversight and strategic attention they are paying for.

We work best with organizations where a CFO, General Counsel, COO, or head of finance feels the weight of an unmanaged travel program and wants it resolved, without adding headcount, without running a lengthy procurement process, and without onboarding another vendor they'll have to manage themselves. They want someone embedded, accountable, and invisible. That is precisely what we are built to be.

01

No One Owns Travel

Travel owned by finance, operations, or an executive assistant by default. No internal travel expertise. Vendor relationships unmanaged. Contracts auto-renewing unchallenged. The program runs itself, which means it isn't running well.

01

No One Owns Travel

Travel owned by finance, operations, or an executive assistant by default. No internal travel expertise. Vendor relationships unmanaged. Contracts auto-renewing unchallenged. The program runs itself, which means it isn't running well.

02

Travel Reflects the Brand

Law firms. Investment firms. Consulting practices. Private equity. Organizations where the quality of your travelers' experience is a direct reflection of your firm's standards and where the cost of getting it wrong is measured in more than dollars.

02

Travel Reflects the Brand

Law firms. Investment firms. Consulting practices. Private equity. Organizations where the quality of your travelers' experience is a direct reflection of your firm's standards and where the cost of getting it wrong is measured in more than dollars.

03

Leaders Who Want It Handled

The CFO who knows travel is costing more than it should but has no bandwidth to fix it. The COO who inherited a vendor relationship nobody set up correctly. The General Counsel who wants someone accountable for the program who isn't on the org chart. They don't want updates. They want outcomes.

03

Leaders Who Want It Handled

The CFO who knows travel is costing more than it should but has no bandwidth to fix it. The COO who inherited a vendor relationship nobody set up correctly. The General Counsel who wants someone accountable for the program who isn't on the org chart. They don't want updates. They want outcomes.

04

Outgrown Their Program

Revenue has grown. Headcount has grown. The travel program hasn't. The TMC was selected when the company was a third of its current size. The policy was written by someone who no longer works there. The contracts haven't been touched in years. The program is overdue and the longer it runs unmanaged, the more it costs.

04

Outgrown Their Program

Revenue has grown. Headcount has grown. The travel program hasn't. The TMC was selected when the company was a third of its current size. The policy was written by someone who no longer works there. The contracts haven't been touched in years. The program is overdue and the longer it runs unmanaged, the more it costs.

Most Large Programs are Running on Autopilot. The Cost is Significant.

Of organizations cannot accurately calculate their true TMC cost once transaction fees, GDS charges, and ancillary fees are factored in.

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Of organizations cannot accurately calculate their true TMC cost once transaction fees, GDS charges, and ancillary fees are factored in.

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Of organizations cannot accurately calculate their true TMC cost once transaction fees, GDS charges, and ancillary fees are factored in.

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Of companies with $25M+ in annual travel spend have no dedicated travel director, with ownership defaulting to finance, operations, or no one at all.

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Of companies with $25M+ in annual travel spend have no dedicated travel director, with ownership defaulting to finance, operations, or no one at all.

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Of companies with $25M+ in annual travel spend have no dedicated travel director, with ownership defaulting to finance, operations, or no one at all.

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Of travel budgets exceed projections annually, driven by policy gaps, unenforced compliance, and vendor contracts that haven't been actively managed.

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Of travel budgets exceed projections annually, driven by policy gaps, unenforced compliance, and vendor contracts that haven't been actively managed.

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Of travel budgets exceed projections annually, driven by policy gaps, unenforced compliance, and vendor contracts that haven't been actively managed.

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