Senior Manager, Global Travel & Expense Strategy – Corporate Services Procurement

The Senior Manager, Global Travel & Expense Strategy – Corporate Services Procurement is responsible for leading the global Travel & Expense ecosystem while driving strategic sourcing, supplier management, program governance, reporting, compliance, automation, and continuous improvement across the end-to-end travel lifecycle.

This role requires a 360-degree leader who combines deep corporate travel expertise with strong procurement, sourcing, analytics, and cross-functional program management capabilities. The position is accountable for maintaining a stable global travel program while advancing a multi-year roadmap that connects travel booking, corporate card, expense management, policy compliance, supplier performance, reporting, employee experience, and AI-enabled process improvement into a more cohesive enterprise operating model.

The role will serve as the primary Travel & Expense subject matter expert within Corporate Services Procurement and will partner closely with Finance, Treasury, HR, Global Mobility, Security, IT, Legal, Internal Audit, and business leadership to improve governance, user experience, cost visibility, compliance, and supplier value.

The successful candidate must be able to manage travel as a strategic enterprise program while also executing sourcing events, negotiating agreements, managing supplier performance, leveraging Coupa and reporting tools, and building a long-term maturity roadmap for the company’s global T&E lifecycle.

Global Travel Program Leadership

• Own the global travel program strategy and operating model.
• Serve as the internal subject matter expert for corporate travel, TMC service models, travel technology, traveler experience, and industry best practices.
• Maintain and improve the travel program roadmap across air, hotel, car rental, rail, ground transportation, booking tools, duty of care, and traveler support.
• Ensure the program balances cost control, user experience, compliance, security, and operational continuity.
• Lead the transition from current-state program stability to a more mature enterprise T&E lifecycle.
• Sourcing of Corporate Meetings and Events, and/or facilitating support to needing department. 

Strategic Sourcing and Supplier Management

• Lead RFIs, RFPs, supplier evaluations, negotiation strategies, and contract renewals for travel-related suppliers.
• Manage the TMC relationship and hold suppliers accountable for service levels, reporting accuracy, escalation support, roadmap delivery, and commercial performance.
• Manage supplier governance across airlines, hotels, car rental, rail, traveler tracking, expense platforms, payment providers, and travel technology vendors.
• Establish supplier scorecards, QBRs, escalation paths, and continuous improvement plans.
• Use market intelligence and benchmarking to validate supplier strategy and future-state operating model decisions.

Travel, Expense, and Payment Lifecycle Governance

• Partner with Finance and Treasury to align travel policy, corporate card strategy, expense workflow, audit controls, and payment model decisions.
• Support evaluation of central bill, individual corporate card, company-pay, virtual card, and non-employee payment scenarios.
• Help clarify ownership between Procurement, Finance, Treasury, Travel Audit, and Employee Services.
• Identify and document process gaps across travel booking, card usage, expense reporting, audit, reimbursement, and reporting.
• Drive recommendations that reduce manual work, improve compliance, and support a better traveler experience.

Reporting, Analytics, and Business Intelligence

• Own the travel reporting strategy and partner with analytics resources to maintain a single source of truth for travel and T&E performance.
• Develop dashboards and insights covering spend, supplier performance, booking adoption, policy compliance, leakage, savings, unused tickets, hotel attachment, ground transportation, and traveler behavior.
• Translate reporting into leadership-ready insights and action plans.
• Improve data integration across CTM, card data, Oracle/iExpense, GL, HR hierarchy, and procurement reporting tools.
• Support development of a future single T&E dashboard with compliance, adoption, supplier, payment, and ground transportation visibility.

Governance and Stakeholder Alignment

• Establish a Global T&E Executive Steering Committee to create cross-functional ownership of travel, card, expense, compliance, data, reporting, and employee support.
• Partner with Finance, Treasury, HR, Legal, IT, Security, Employee Services, Internal Audit, and regional leaders to align decision rights and priorities.