ITB Berlin’s 60th anniversary gathered thousands of leaders across the travel ecosystem. In the corridors, on the exhibition floor, and during countless conversations, one thing stood out:
The complexity of managing business travel is increasing.
The industry is navigating economic pressure, technological acceleration, geopolitical uncertainty, and shifting expectations around sustainability. At the same time, the role of travel managers and the structure of travel programs are evolving rapidly.
To capture the mood of the industry, we asked a group of travel leaders and partners two simple questions:
Here is SQUAKE’s ITB Pulse, based on perspectives from leaders across the business travel ecosystem.
Among the many interviews conducted during ITB Berlin, some of the perspectives featured in this article include:
One of the clearest insights from ITB is that there is no single trajectory for the business travel industry. Different markets, regulations, and technology environments shape the industry in different ways.
Ziad Minkara, CEO of S4BT, highlighted just how fragmented the global business travel landscape can be.
“The business travel industry is very different across countries. There isn’t one single answer globally.”
He also pointed to operational challenges emerging from the growing complexity of the travel technology ecosystem.
“We’re currently seeing real challenges with integrations between major travel platforms, which creates friction across the industry.”
At the same time, major technological shifts are underway.
“AI is becoming a huge topic, but many companies are still figuring out how to actually use it and what to do with it.”
Alongside these technological shifts, companies are also dealing with immediate geopolitical realities.
Philipp von Lamezan, CEO & Co-founder of SQUAKE, noted that external risks are increasingly influencing travel operations.
“There is clear external pressure on the industry right now. Geopolitical risks are much closer than many anticipated, and companies are dealing with very immediate challenges — even situations where they need to bring employees out of high-risk regions.”
Beyond these immediate concerns, organizations are also exploring how to increase efficiency and manage risk more effectively, particularly through new technologies such as AI.
While technology and sustainability are key topics, many companies are currently operating in a challenging economic and geopolitical environment. This reality is influencing how organizations prioritize travel initiatives.
Robert Loeschke, Managing Director Germany & Head of DACH at Tumodo, described the moment as complex but full of opportunity.
“The environment is fragile on the one hand, but also vibrant on the other. Economic and geopolitical developments will continue to challenge the travel industry this year.”
These pressures also influence how sustainability is prioritized within travel programs.
“Sustainability remains vital, but given the current economic situation it is not always the number one factor in decision-making right now.”
Despite this, Loeschke believes sustainability will remain an essential element of travel management as conditions stabilize. He also expects continued consolidation and mergers across the industry, as companies adapt to market pressures.
AI was one of the most frequently mentioned topics across conversations at ITB. But the discussion is moving beyond hype toward practical implementation. In particular, leaders see AI enabling deeper automation and connectivity across the travel ecosystem.
Oliver May, Partner & VP Sales at meetago group, highlighted a major shift toward agentic operating systems.
“We are seeing a huge shift toward connected and automated systems. The entire lifecycle of meetings and events — from sourcing to booking to payment and accounting — can increasingly be automated.”
Historically, business travel technology has been fragmented, with multiple systems operating independently. Now, AI-driven platforms are helping connect those systems and streamline processes. This shift is especially relevant for meetings and events, which remain a crucial component of corporate travel.
“Bringing people together remains essential. Face-to-face meetings are critical for company culture and for building strong business relationships.”
Even in a digital world, human connection remains a core driver of travel demand.
Another theme that surfaced repeatedly: companies are reassessing when and why travel is necessary.
Enrico Hahn, Head of Strategic Alliances & Partnerships at Lanes & Planes, described 2026 as a year of reflection for many companies.
“There’s a real rethink happening right now. Companies are asking: what travel is truly necessary, what business impact does it have, and what is the purpose of each trip?”
This shift does not necessarily mean less travel. Instead, it signals a move toward more intentional travel programs, where trips are tied more directly to measurable business outcomes.
For suppliers across the ecosystem, stability and strong partnerships are becoming increasingly important.
Marco Kalter, Regional Director of Sales at BWH Hotels, highlighted the importance of maintaining reliable relationships between partners.
“For hotel brands and partners, stability is key. Maintaining strong relationships and long-term partnerships will be critical for the industry going forward.”
At the same time, companies are rethinking how travel policies support employees. Rigid policies are gradually giving way to more flexible approaches that prioritize traveler well-being.
“The days of fixed travel policies may be behind us. We need more flexibility and more focus on the well-being of the traveler.”
This reflects a broader shift toward travel programs designed around both company objectives and employee experience.
If there was one idea nearly everyone agreed on, it was this:
The industry needs more collaboration.
Ziad Minkara encouraged the sector to stop being overly critical of itself and instead focus on collective progress.
“We tend to be very harsh on ourselves as an industry. Instead, we should focus on working together to grow the ecosystem.”
Enrico Hahn echoed the same idea from a technology perspective.
“Every company has its own angle, but collaboration can unlock real innovation. We should be more open to partnerships across the industry.”
In a fragmented ecosystem, cooperation between suppliers, platforms, and travel buyers will be essential to solve industry-wide challenges.
Across conversations at ITB, one reality stood out: the expectations placed on travel managers continue to expand.
As Philipp von Lamezan, CEO & Co-founder of SQUAKE, explains:
“Companies are dealing with immediate operational challenges today, but at the same time they are looking at how to improve efficiency, mitigate risk, and adopt technologies like AI in meaningful ways.”
At the same time, the scope of travel management itself is widening.
Dan Kreibich, Co-founder of SQUAKE, sees travel managers increasingly responsible for areas beyond traditional travel management.
“The scope of travel management is expanding. Mobility and related areas are increasingly falling under travel managers’ responsibilities.”
The industry also continues to face challenges around standardization, particularly when it comes to carbon methodologies.
“We still see too many different approaches to carbon methodologies across the industry. Greater alignment would help companies manage emissions more effectively.”
Across the conversations, several themes consistently emerged:
1. AI is moving from discussion to implementation
Automation and connected platforms are beginning to reshape travel operations.
2. Companies are reassessing the purpose of travel
Trips are increasingly expected to deliver clear business value.
3. Sustainability remains part of the agenda
Even in challenging economic conditions, emissions visibility remains important.
4. Collaboration will shape the industry’s progress
Partnerships across the ecosystem are becoming essential to address fragmentation.
For travel managers, the challenge is no longer just managing trips, it is running a travel program that works across financial, operational, and ecological dimensions.
This requires better visibility into travel decisions, emissions, and costs across multiple suppliers and systems.
SQUAKE helps companies build sustainable travel programs that work financially, operationally, and ecologically, enabling emission calculations, climate contribution options, and more informed travel decisions across the travel ecosystem.
Because in practice, sustainable travel programs must deliver more than reporting, they must support better decisions.
Key trends include AI adoption, increasing automation, more intentional travel decisions, and continued focus on emissions visibility.
AI is helping automate processes across sourcing, booking, expense management, and event planning while enabling better decision-making for travel managers.
Yes. While economic conditions can influence short-term priorities, emissions transparency and climate targets remain important for many organizations.
SQUAKE supports travel and mobility companies with end-to-end emission calculations and curated climate projects that can be integrated directly into booking and customer experiences, helping organizations bring credible carbon transparency to their offering while also creating new revenue opportunities and reducing operational costs.
Interested in discussing how sustainability is evolving across the travel ecosystem? Get in touch with Team SQUAKE.
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