Top Takeaways from GBTA Convention 2026

1. Sourcing TODAY’S TMCs and OBTs demands new approaches.

   Rapidly evolving tech stacks and supporting operations changed the questions needed to choose these providers. New measures (e.g., AI, host-level supplier integrations) required a different level of analysis to both judge “fit for program” and “fit for the future.”
   

2. Stakeholder insights builds your program’s roadmap

   Gaining their insights underpins the fundamentals of influence (versus mandates). First, trust is built while also creating a championing group, bonus value above the “what is working and what is not” that pave your program’s future road. Once these are connected to your company’s strategic drivers, success is the most common result.
   

3. Perhaps one size DOESN’T fit all?

   Rapid evolution begets some suppliers move ahead, some maybe not so much. Buyers may lean toward best-in-class solutioning, versus one supplier “fitting all.” The promise of selecting different suppliers: higher engagement, compliance and satisfaction. Yes, there will be additional costs from data fragmentation, integrations to corporate tech,  and multiple supplier management.  A trade-off more buyers seem ready to make.
   

4. Trust and Transparency

   Evolving TMC/OBT financial and deep airline/hotel relationships create both opportunities (favored pricing, unique offers) as well as challenges (will my preferred suppliers remain preferenced over supplier preferreds?).  Baselines must be established BEFORE supplier changes are enacted to ensure all parties are aligned towards supplier management. Throw in AI hallucinations and buyers are wise to be concerned.
   

5. AI and Strategic Travel Management

   AI is moving incredibly fast (this post is likely to be outdated by the time you read it!) Today’s successful use cases are travel policy (category specific) in the booking path, chatbots, and all data comparatives for opportunities (expense, card, TMC, supplier direct, ERP). MCP versus orchestration layers remains the biggest obstacle.
   

6. AI and Airlines

   Carriers to continue continuous pricing (based on demand, trip disruptions, loyalty, channel buying and preferred TMCs/Corporates) while buyers respond with predictive pricing, dynamic policies.
   

7. AI and OBTs

   Search may be soon dead as permissioned AI reads all correspondence to recommend itinerary that balances corporate policy with travel preference.  As travelers adjust responses to recommendations, AI will more accurately match, and soon most recommendations will be perfectly acceptable.  Guardrails will be required to ensure the right balance of traveler preference to company travel management are upheld.
   

8. Leadership improves with more empathy Trust shows up in one of two choices: competence/reliability vs. integrity/empathy). Empathetic leadership and cross-functional communication is what keep teams from burning out.
   

9. Travel Program Communication is a must

   Shifting from enforcement to influence (treating the program like a brand with its own voice) works when buyers do not hold formal authority. Company cultural alignment is fundamental while leaning into diversified channels (town halls, AMAs, Travel Fun Fridays) builds trust. Consider these the big 3: lead with why to build alignment, commit to consistent styles and channels to ease the finding of your information, and enter your audience (travelers and stakeholders) in every message.
   

10. Strategic Meetings Programs create extraordinary value

    While often siloed, this vital component should be integrated with transient travel to build leverage, improve duty of care, and empower the strongest supplier relationships possible.  Consider these key steps. Defining goals (cost savings, risk management) and recruiting stakeholders as allies — not stripping planning duties from the admins who may love the work. Progress beats perfection: start small and clear, sequence the pillars without doing everything at once, start where you have the best access to people and data. Data provides business cases, creates leadership buy-in, and budgets can be optimized for control, consistency, and value.