Challenge
The group operated dozens of revenue streams across subsidiaries, joint ventures, and legacy booking platforms. Leadership could read consolidated financials but could not trace which products, channels, and systems produced margin — which made prioritization and investment conversations slow and contentious.
Approach
Mapped each revenue surface to the systems that recorded it — booking engines, partner APIs, corporate programs, and ancillary lines — so finance, product, and operating units could share one vocabulary.
Ran structured interviews with business-unit owners across multiple countries to separate durable revenue from campaign noise.
Delivered a repeatable modeling approach the client's own teams could rerun each quarter without relying on an external black box.
Outcome
The result was a shared operating view of how money moved — pricing, channel mix, and attach — so prioritization and technology investment could follow that reality instead of a consolidated number.
Revenue strategy, discovery, and platform work for enterprise travel.
Proof
Fortune Global 500
A cross-business-unit model leadership could use to prioritize investment across finance, product, and operations.
Client-specific financial figures are shared privately where appropriate.