This is a guest post by Mario Gavira, Chief Marketing Officer at Travelier.com. Mario explores how AI is forcing travel companies to rethink what they’re really offering and why simply improving tools won’t be enough.
I’ve been lucky to know Mario since our time working together at eDreams Odigeo. His perspective is always clear-eyed and thought-provoking. Grateful to him for sharing this piece with us.
I recently fell down a rabbit hole reading Simon Taylor’s brilliant piece, “AI is Rewiring the Economy,” and it stopped me in my tracks.
While the travel industry is busy buzzing about how AI can make our booking engines 10% faster or our customer service chats slightly less robotic, we are ignoring a structural tsunami that is about to hit all industries. We are obsessing over efficiency, but we aren’t talking about solvency.
Taylor argues that AI isn’t just a tech upgrade; it’s a “rewiring” of value. This creates a fundamental question: What happens to your business model when the technology you use also destroys the purchasing power of the people buying them?
Here are the 3 phases Taylor describes in the piece and how monetization will evolve:
“Phase 1 (Today): We’ll apply AI to existing commerce – better ads, smarter checkouts – but volume remains low because fewer people can afford to buy
Phase 2 (2027): Winners emerge by commoditizing knowledge work, creating abundance in services, while scarcity emerges in consumer spending
Phase 3 2030+: Consumer-facing AI shifts from facilitating purchases to optimizing human outcomes.” — Simon Taylor
By 2030, we will face a paradox: an abundance of cheap services, but a scarcity of consumer cash. The only way to generate revenue from a poorer global customer base is to stop selling “Luxury” and start selling “Necessity.” People will not spend money on “fun”; they will only allocate resources to things that tangibly improve their survival—health, self-fulfillment, and well-being.
As Taylor puts it: “The companies building for ‘Gross Domestic Flourishing’ instead of Gross Domestic Product get to define it.”
Why Travel is the Ultimate “Flourishing” Engine: Travel is uniquely positioned to win in this outcome-based economy because it is the ultimate “pattern interrupt.” Travel physically acts as a visceral reset for the brain and body. Whether it’s the physiological benefits of forest bathing or the cognitive plasticity gained from navigating new cultures, travel is not just a leisure activity—it is the single most effective vessel for self-realisation. It isn’t just a break from work; it is the infrastructure for becoming a better human.
The New Business Model in Travel: Architecting the “Better Angel”
This is where the rubber meets the road. If the economic model changes, the relationship between the travel company and the traveler must undergo a radical transformation.
To survive, travel brands must evolve into new roles. Some examples how Travel Brands can reposition themselves are:
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The Chief Vitality Officer:
Stop acting like a booking agent and start acting like a doctor. In this model, you aren’t selling a “vacation”; you are selling a biological intervention. The AI rigorously selects destinations and itineraries not for their “Instagrammability,” but for their proven ability to lower cortisol, improve sleep latency, or boost cardiovascular health. You don’t sell the trip; you sell the outcome.
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The Architect of Ambition:
An “Architect” designs the structure that makes success inevitable. Here, travel becomes the vehicle for the user to become the person they want to want to be. The travel company uses data to curate experiences that force creative breakthroughs, deep work, or skill acquisition. The metric of success isn’t “did they have fun?”, but “did they grow?”
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The Destiny Steward:
In a world of infinite choice and limited means, the ultimate luxury is curated constraint. The Destiny Steward uses AI to align every spending decision with the user’s long-term life goals. If a customer has limited funds, the Steward ensures those funds are directed only toward travel experiences that compound in value—networking, education, or family cohesion.
The Final Thought: The Era of Radical Customer Centricity
In a few years, AI agents will act as the gatekeepers of commerce. These agents will filter the world for us, selecting products and services based strictly on outcomes, not marketing. An AI agent doesn’t care about your glossy Instagram ad or your catchy slogan; it cares about measurable outcomes. It will ask: Does this trip measurably improve my principal’s health? Does this itinerary actually lower their stress levels?
Growing revenue in this world requires radical customer centricity. You are no longer fighting for attention; you are fighting for alignment. To win, you must optimize each individual service as a flourishing experience for your travelers.
