Julie Oliver, Take2Eton’s new CEO, was recently interviewed by The Business Travel Magazine. In the conversation, Julie shares her thoughts on stepping into the role, the opportunities ahead for Take2Eton Group, and the future of business travel. Read the full interview below.
When Julie Oliver took over as CEO of Take2Eton Group in August, it was fourth time lucky for the travel management company’s founder and Chairman Chris Thelen. “Chris and I have spoken many times about working together, and it nearly happened four times in the last 20 years,” says Oliver. “Over recent years when we spoke there were still things I wanted to achieve at Reed & Mackay, so the timing was off. However, this year it felt like the stars were aligned!”
After 30 years of continuous service at Business Travel Direct (BTD) then Reed & Mackay, which acquired BTD in 2019, Oliver was drawn to Take2Eton because of “the combination of heritage, ambition and timing”.
“It’s a business with deep service roots through Eton Travel, entrepreneurial energy through TakeTwo, and a genuine opportunity to create something distinctive in the market with personality – and to work with Chris,” she explains.
“Chris is so unique in this industry. He is one of the few true entrepreneurs and I really wanted to work with him and see what we could create together. I also loved the brand story of this being Chris’s second time around after the success and sale of Chambers, then married with Eton Travel – such a great company with a long heritage.” Oliver was also enticed by the opportunity to help shape and scale a premium independent business rather than simply manage an established model.
“The market is changing quickly, and I believe there is a clear gap between large global TMCs that can feel impersonal and smaller providers that may lack the infrastructure or ambition to support complex international clients. It was about getting back to my own roots as well. That really excites me.”
In her new role, Oliver wants to help the business grow “without losing what makes it special”. “This is where Chris and I will work really hard to bring personality to the business,” she explains. “I also like a flat structure, as layers of management mean key decisions get delayed or lost. We want to be a fast yacht, not an oil tanker, so that is very much in my mind too.”
She believes TMCs are facing pressure on several fronts. “Client expectations have increased significantly. Travellers want speed, flexibility and consumer-grade technology, while corporates need control, compliance, duty of care and cost visibility. Travellers want a leisure type of experience when booking,” she notes. “Service economics are challenging. Many TMCs are trying to deliver more complex support in a market where pricing is still often compared transactionally. That creates pressure on margin, talent and service quality.”
Meanwhile, technology and AI are changing the landscape. “The challenge is not simply adopting technology, but knowing where it genuinely improves the client and traveller experience without removing the human judgement that is critical during disruption or complex travel,” says Oliver.
“Finally, differentiation is a real challenge. Many TMCs sound similar. The winners will be those that are clear about whom they serve, what they stand for, and where they add measurable value and create real value in their partnerships with clients.”
But she also sees opportunities for TMCs who adopt the right approach.
“The biggest opportunity is to move from being seen as booking providers to strategic partners in business mobility, engagement and productivity. Travel is no longer just about getting people from A to B. It’s linked to growth, client relationships, employee experience, risk management, sustainability, culture and events. TMCs that can connect those areas will become much more valuable to their clients,” she explains. “There is also a major opportunity to use technology and AI intelligently – not to replace service, but to make service faster, smarter and more personal. Better data, proactive disruption management, traveller intelligence and integrated reporting can all strengthen the value proposition.”
For independent TMCs, in particular, she sees a strong opportunity to offer enterprise capability with a more personal, accountable service culture. “Many clients want global reach, but they also want to feel important and to have access and influence – and we want that too!” she adds. “There will always be those companies that see travel as transactional, but they won’t be the right customer for us, and that is fine too. We want to partner with our clients, not just on an operational level. We want them to see us as a completely trusted partner they can rely on to do what we say.”
This partnership approach led to the recent appointment of Max Hensser as Chief Customer Experience Officer. “We want our clients to feel truly heard. I want them to feel they can pick up the phone to Chris, Max, myself or any of our senior team and influence our roadmaps and service offering. That’s where true partnership comes to the fore,” she says. “The TMC of the future will need to be consultative, technology-enabled and deeply service-led. It will not be enough to process bookings well; TMCs will need to help clients make better decisions and become a true business partner.”
After 30 years in business travel and events, Oliver feels excited to be part of the industry at this pivotal time. “Client needs are changing, technology is advancing quickly, and businesses are reassessing the true purpose and value of travel. That combination forces everyone to be better,” she observes. “What excites me is that business travel still depends on people. Technology will improve speed, insight and efficiency, but trust, judgement and service still matter enormously – especially when something goes wrong or when the traveller is senior, time-poor or mission-critical.
“A chatbot has its place, but the frustration can reach boiling point when I get stuck in a chatbot loop, asking to let me speak to a human! I am sure I can’t be the only one who feels like that.”
“Business travel still depends on people. Trust, judgement and service still matter enormously”
