Publications

The reference work

Corporate Travel Management

Business travel as a governance discipline · cost, compliance, technology, sustainability, duty of care and data as one system

In many companies travel is the third-largest controllable spend category and the worst governed. There are enough tools. Yet the six fields of action are worked on separately, although they only take effect together. This book shows how a booking function becomes a governance discipline.

What it covers

• Six fields, one system. Cost, compliance, technology, sustainability, duty of care, and data and reporting interlock. Optimising one while ignoring the others moves the problem rather than solving it.
• Data ownership as a cross-cutting theme. If you do not control the data of your own travel programme, you cannot govern it, however good the contracts are. That question runs through every chapter.
• Applicable rather than academic. Nine governance instruments in the appendix, each with its audience, the effort involved and a version for smaller programmes.

For whom

Travel managers in large groups, in the mid-market and in smaller companies. Procurement, finance and executives who are accountable for travel programmes without working on them daily. And anyone teaching the field or growing into it.

Companion volume · Corporate Travel Management in Practice: tenders, RFPs, tools. Eleven complete tendering instruments for TMC, air, hotel, car rental, rail, booking tool, expense system, payment, reporting and travel policy. From needs analysis to signed contract.

I address the same questions through client engagements in the field of Corporate Travel & Expense, with Travel cost diagnosis and Business Travel Assessment Day.

The practical guide

Workation und Bleisure

Blended Travel im Unternehmen regeln.

67 percent of business travellers have already extended a business trip privately. 28 percent have done a workation. The rarer case is usually the regulated one. 72 percent of companies have not regulated private extensions of business trips in their travel policy. This book covers both and separates them where they diverge. A workation makes the company liable for social security, tax, occupational safety and data protection across every border. With bleisure, payroll tax, the cost comparison and the documentation decide the outcome. One question tells the two apart. Is there a business reason to be at the destination?

What it covers

• The legal position, made comprehensible. Posting of workers, A1 certificates, permanent establishment risk, the 183-day rule: what actually applies, and at what point it becomes critical.
• The distinction many skip. Workation is not remote work, not home office, not digital nomadism. The differences determine the legal treatment.
• What the research says, not what the debate claims. The evidence on productivity, loss of innovation and proximity bias is assessed soberly, including where it runs against expectation.
• A ready-to-use model policy. A set of rules with a dedicated bleisure component that fits into an existing travel policy rather than sitting beside it.
• The public framework that was missing. The Federal Ministry of Labour and Social Affairs’ 2024 guidelines run through the legal, organisational and policy chapters and are included in full in the appendix.
• Whoever governs the process has the figure. Few companies know how many business trips are privately extended. The book shows three ways to obtain a reliable figure and explains which one measures only a suspicion.

For whom

Travel management, HR, compliance, tax and legal. And managers with a request on their desk who need an answer that holds.

I address the same questions through client engagements in the field of Workation and bleisure, with Workation and bleisure check and Blended travel policy.

The blueprint

Strategisches Meeting Management

Making meetings and events visible, governable and fit for the future

Travel spend, marketing budgets and IT costs have been governed with data for years. External meetings and events remain the blank spot: spread across many cost centres, under shifting ownership, without a consistent set of rules. The blind billion. That is what the first chapter calls the figure nobody in many companies can state in full.

What it covers

• Why the gap arises. Five structural causes: missing ownership, historically grown exceptions, decentralised micro-decisions, opaque supplier pricing, absent system support.
• How transparency is built. Categorisation as the foundation: five core types of external meetings, each with its pricing patterns, supplier requirements and compliance topics.
• Governance that does not stifle creativity. Rules that steer without standardising events until they lose their effect.
• The whole path there. From the analysis phase through sourcing and contract models to metrics, technology selection and change management.

For whom

Travel and event management, procurement, finance, HR, communications, compliance, executives and service providers.

I address the same questions through client engagements in the field of Meetings and events, with Event spend diagnosis and Event governance.