TORONTO — The COVID-19 pandemic upended the global travel industry in a way few could have imagined. Agencies were shuttered, travellers were stranded, and planes were grounded for months on end. Yet amid the turbulence, the industry’s resilience shone through. And now, with travel back in full swing and the benefit of hindsight, many in the trade are asking how to prepare for the next crisis – whether it’s another pandemic or a different kind of global downturn. We asked five industry experts what they learned from the pandemic years and how they’re future-proofing their businesses.

VALUE YOUR EMPLOYEES

For Salma Siddiqui, President of Uniglobe CBO Travel in Ottawa, the pandemic underscored how essential adaptability is in times of uncertainty. “The COVID-19 pandemic presented unprecedented challenges that could not be anticipated or fully understood in advance,” she says. “The evolving nature of the situation required adaptability from key players, including governments at every level, as they developed and implemented new procedures.”

Siddiqui believes that one of the most important lessons from the pandemic was the value of employment stability. “Rather than resorting to layoffs or terminations, organizations should prioritize job retention,” she explains. “This approach fosters unity and reinforces the message that we are together through thick and thin. Supporting staff not only builds morale but positions an agency for a faster recovery once the crisis subsides.”

She also stresses the need for contingency planning. Setting aside a reserve fund, she says, should be considered a key best practice for agencies of all sizes. “A small step like this can significantly enhance financial resilience and readiness in the face of unforeseen events.” While the industry has moved on from the height of the pandemic, Siddiqui warns against complacency: “It’s crucial to remember that COVID-19 remains a persistent threat globally. We need to stay vigilant and ensure the lessons we learned are not forgotten.”

ENGAGE YOUR CLIENTS

Monica Johnstone, Owner of Uniglobe Travel Innovations in Mississauga, tells Travelweek that the crisis reinforced one message above all others: be ready for anything. “Primarily, it’s important to have some cash reserves for a rainy day,” she says. “I had to borrow money to keep my team whole, and while I’m still paying that back, it was worth it.”

Johnstone’s team also focused on keeping their clients engaged even when travel was halted. “We sent weekly updates not only on what we knew about the pandemic but also took the pulse of our clients,” she says. “We shared recipes from other countries and updates on our team members, all to keep our name front and centre.”

She advises agents to take a proactive stance. “Know your business, know where you can cut expenses when necessary, and act quickly,” she says. “Clients and team members both need the assurance that the agency will survive. Make sure you are always in a reasonably secure financial position so you have funds available for the next event.”

DIVERSIFICATION IS KEY

In Saskatoon, Jamie Milton, President of Uniglobe Carefree Travel, shares a similar story of perseverance. “Covid taught me never to give up and to search for unique solutions,” she says. “No matter how bad things got, with a little perseverance an answer always seemed to come through.”

Milton’s agency made a deliberate decision to keep staff on board during the downturn. “The number one thing we did right was find creative ways to keep nearly all our staff employed,” she recalls. “We reduced hours and took advantage of government programs to supplement wages so when things eventually turned around, we didn’t have to hire and train staff and rebounded immediately.” The agency also sought local opportunities, working with tourism partners to sell staycations and local attractions until international travel resumed.

To mitigate future disruptions, Milton believes diversification is key. “We have a good mix of corporate, leisure and group business, and it’s split evenly between employees and independent consultants,” she says. “We don’t have all our eggs in one basket, and that’s been very helpful.”

While the possibility of another global crisis looms, she remains confident in the industry’s ability to adapt. “We can’t live in fear of the future. We’ve survived 9/11, SARS, economic downturns and Covid – we’ll survive whatever comes next. We are an awfully resilient industry.”

MAKE BOLD MOVES

Cathy Larsen, CEO of Departures Travel in Sidney, BC, recalls how the pandemic hit her newly opened office at a particularly vulnerable time. “We quickly went into survival mode,” she says, making bold moves that included selling office furniture, finding another business to take over the lease, creating weekly live chats with suppliers and launching Mystery Departures – surprise local travel packages that kept clients engaged and excited.

Beyond creativity, Larsen highlights the power of collaboration and advocacy. She worked closely with local agencies like Ensemble and organizations like ACTA to raise awareness about the challenges facing travel agencies. Larsen also maintained ongoing communication with government representatives – the Canadian Federation of Independent Business, the Canadian Chamber of Commerce, the Business Improvement Association and their Member of the Legislative Assembly, Elizabeth May – to lobby for support.

All this, she says, reflects the importance of making quick, creative decisions. “Global events are ever changing, which makes a good travel advisor’s job more difficult – but also more important and valued,” she says.

USE YOUR TIME WISELY

Shalene Dudley, Owner of Latitude Concierge Travels in Oakville, ON, learned the pandemic was as much a personal test as a business one. “I had to put up boundaries and step back for a month to focus on business planning, rebranding and wellness,” she says. “I took the time to rebuild my business plan and learned how other businesses – even ones outside of the travel industry – were surviving the pandemic.”

Not one to rest on her laurels, Dudley also used the downtime to complete a certified wedding planning course, expand her agency into a golf division, applied for grants and transitioned from a host agency to full independence with its own IATA and TICO designations. “The pandemic showed me that even in crisis, there are opportunities to strengthen and diversify your offerings,” she says.

A firm believer in being prepared and adaptable, Dudley recommends having a risk management and communication plan – “even a simple one to refer to when the next natural disaster, pandemic, resort closure or flight cancellation occurs” – and taking steps to succeed as a travel professional with proper incorporation, business accounts, ongoing education and deliberate partnerships can help minimize any potential fallout. “Even if you have a niche, you should continue your education about other brands, destinations and products – you never know what the next trip your clients are looking for.”

LOOKING AHEAD

While none of the experts believe another pandemic is imminent, all agree that the industry must remain vigilant. “Anything is possible,” Johnstone says. “There will always be challenges, and we are already seeing the impact with the current geopolitical environment. But we adapt and learn and are stronger moving forward.”

Milton echoes the sentiment: “All we can do is make the best decisions we can, given what we know in the moment, and be willing to be flexible and nimble.”

Siddiqui cautions never to underestimate the ongoing implications of the pandemic, even now when the industry has navigated through its initial phases. “As we move forward, it is essential to maintain vigilance and treat the situation with the seriousness it warrants, ensuring that lessons learned are not forgotten.”

And if there is another pandemic, which Dudley thinks is likely, it will probably be managed far differently than the last one. “The industry has learned to be more agile and prepared so next time, we can pivot our businesses for the benefit of our clients and ourselves.”

This article appears in the Oct. 23 issue of Travelweek. To read the issue, click here.