The Amazon Flywheel: How Australian Corporate Travel Can Rethink the Journey

Corporate travel in Australia is at a crossroads. As businesses navigate tighter budgets, shifting employee expectations, and an increasingly complex global travel ecosystem, the pressure to innovate has never been greater. At the recent FACTS conference in Sydney, Massimo Morin, global head of travel at Amazon Web Services (AWS), delivered a presentation that was part strategic masterclass, part wake-up call, offering insights that could reshape how companies approach business travel.

Morin, who brings over 30 years of experience in the travel sector, opened with a provocative question: “What differentiates your business?” In his experience, many travel providers aspire to be “the Amazon of travel”, but few fully understand what that entails. He argued that success in travel — and indeed in corporate travel — requires more than flashy technology or loyalty perks. It demands a holistic approach where people, processes, and technology are aligned to serve the customer.

“You must invest in your people and your culture. Remove any technological constraint. Ask your people what they can do to improve your business, and then pick the technology that fits your bill,” Morin advised. This philosophy underpins what he calls the “flywheel of travel growth”, a concept adapted from Amazon’s own operational model. At its core, the flywheel starts with understanding the customer, delivering personalised service, enhancing the experience, and cultivating loyalty. Each element feeds into the next: satisfied travellers return more frequently, join loyalty programmes, and drive revenue growth. Operational efficiency reduces costs, enabling reinvestment into further improving the travel experience —  creating a self-reinforcing loop.

For corporate travel managers in Australia, the implications are clear. Business travellers expect seamless, personalised experiences, from booking to arrival and beyond. Morin highlighted opportunities to engage travellers at every stage, beginning the moment a ticket is purchased. “As soon as the customer buys a ticket, they are your customer. You have a lot of opportunity to engage with them and actually support them throughout the whole journey,” he said. Whether through digital concierges, mobile apps, or integrated messaging platforms, travel providers can proactively guide passengers, reduce stress, and build loyalty.

The presentation also delved into the transformative potential of AI. Morin spoke of generative and agentic AI as tools to streamline operations, improve customer communication, and personalise offerings. Yet he cautioned against adopting technology for its own sake. “Many companies say that what they need is not a clever technology, but a better way of using it and making it useful for their businesses,” he noted, citing research from The Economist that highlights a common “trough of disillusionment” in AI adoption.

One compelling example came from TUI, a global tour operator. By using AI to generate marketing campaigns, the company was able to produce messages that performed four percent better than those created by human teams — and do so in seconds at a fraction of the cost. For corporate travel managers, this represents more than marginal gains: the ability to target thousands of specific customer cohorts, optimise campaigns in real time, and free staff for higher-value activities. Morin stressed that AI should always be tied to measurable outcomes. “Don’t look at the technology in isolation. Look at the problem you are trying to solve and then work backward from that. Make sure you can measure success,” he said.

Yet Morin reminded the audience that, despite technological advances, some fundamentals of travel never change. Travel is experiential, stressful, and often disrupted. Airlines can mitigate these challenges by anticipating problems and supporting passengers proactively. Whether through mobile apps, AI-assisted guidance, or human agents, the goal is to remove friction and create memorable, seamless experiences. “Travel will always be experiential. It will always be stressful. There will always be disruption,” he said. Understanding this is key for corporate travel managers who aim to deliver value while protecting the wellbeing and productivity of employees.

Operational complexity was another focus. Running an airline — or managing corporate travel at scale — is inherently complicated. Morin emphasised that efficiency is not just about cost-cutting; it is about freeing resources to invest in customer experience. The AWS travel team uses technology to identify bottlenecks, streamline processes, and empower frontline staff. For Australian corporate travel programs, this could translate into faster approvals, better risk management, or smarter itinerary planning — reducing headaches for both travellers and travel managers.

Morin also highlighted the rising importance of technology leadership within organisations. Citing AWS CEO Andy Jassy’s move from technology chief to company CEO, he noted that technology is no longer a back-office function — it has a seat at the strategic table. In travel, this shift is evident as chief digital officers increasingly transition into customer-focused roles, demonstrating that operational excellence, technology strategy, and customer experience are inseparable.

For corporate travel managers, the key lesson is that innovation is not a one-off project. It is a cultural mindset that starts with people, understands the customer, and leverages technology to solve real problems. Generative AI, digital concierges, and connected apps are tools, not panaceas. Success lies in integrating these tools into a coherent strategy that enhances service, drives efficiency, and creates measurable business value.

Morin’s insights point to a future where corporate travel is smarter, more responsive, and more human. By understanding who the traveller is, why they are travelling, and what experiences matter most, Australian companies can create programs that delight employees, streamline operations, and ultimately contribute to the bottom line. In his words: “Instead of asking ‘how can I compile this report better?’, ask 'how can I make more money?’. Then set your strategy and give yourself food for thought.”

For Australia’s corporate travel market, the message is both urgent and empowering. The tools and strategies to transform the travel experience are available today. The challenge is to align culture, process, and technology around the customer — spinning the flywheel of travel growth, one personalised journey at a time.