Challenger carriers cannot match flag-carrier AI spend, so they compound advantage with selective bets. We map your commercial, operations, and customer functions against agentic use cases, then identify the three-to-five plays with the highest ROI given your stack, data posture, and team. Buy-versus-build-versus-partner is recommended honestly. Output: a 24-month investment plan and a vendor short list.
Practice 01 · 7 Services
Strategy & Advisory
The C-suite work. Buyers are CEOs, CIOs, CCOs and CDOs at airlines, CPOs and CROs at vendors, and operating partners at PE and VC firms. Mike is the named deliverable.
This practice sits where the most consequential decisions are made: which platform to run, where to place the AI bets, whether a target is worth buying. The center of gravity is vendor-neutral judgment under real budget constraints. Not a roadmap that assumes flag-carrier spend.
PSS Selection or Renegotiation#
8–12 weeks
Vendor-neutral PSS evaluation across the incumbents and the cloud-native entrants. For carriers locked into legacy contracts, we also run a renegotiation playbook informed by real pricing, terms, switching cost, and exit risk. Mike has evaluated and operated against Sabre, Amadeus, Navitaire, Radixx, IBS iFly, Hitit, Mercator, and Accelya FLX.
Pricing on request
OMS / OOSD Selection#
10–16 weeks
Vendor-neutral evaluation of order-management and offer-and-order systems against your actual target retail state: RFP design, vendor scoring, commercial-term review, transition planning. Honest about IATA One Order maturity and what is production-ready versus roadmap. Coverage spans Mosaic, Nevio, Datalex, FLYR, PROS, and Accelya.
Pricing on request
NDC & Distribution Strategy Review#
6–10 weeks
Direct-versus-indirect channel-mix analysis, NDC partner strategy, GDS economics, EDIFACT and interline approach, continuous-pricing readiness, and loyalty integration. Built for carriers seeing distribution-cost or channel-mix problems they can no longer ignore.
Pricing on request
PE/VC Due Diligence, Travel-Tech Targets#
3–6 weeks
Commercial and product diligence for investors evaluating a travel-tech target: TAM and competitive position, product architecture and technical debt, customer concentration and renewal risk, AI and modernization readiness, and integration economics. Mike has been on the buyer, seller, and integrated-asset side of three transactions.
Pricing on request
Fractional CPO or CTO#
6–12 months
Senior product or technology leadership embedded part-time inside a vendor or carrier: post-acquisition org integration, building a product operating model from scratch, or mentoring a new VP into the role. Mike works to a clear exit plan with a named successor by month nine.
Pricing on request
Board Advisory Seat#
12–24 months
A named advisory seat with quarterly board attendance, monthly office hours, and on-call access, reserved for two-to-three companies at a time so attention is real. Suited to seed and Series A travel-AI startups and PE-held travel-tech vendors building a product function.
Pricing on request
Open a strategy conversation.
Exploratory, no pricing pressure. The first hour identifies whether there is something worth doing.
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