Company Type: Technology provider
Regions Served: Global
Target Market Segment: SMEs, large national companies, multinational companies
Select Corporate Users: Government of the Netherland, Government of Israel
Users/Seats: Not disclosed
Annual Bookings: Not disclosed
Annual Transaction Volume: Not disclosed
Set-Up / Implementation Fees: Scope-based implementation fees
Ongoing Fixed Charges: Not disclosed
Transaction Charges: Volume-based subscription fees
Update Frequency: Continuous delivery
EXECUTIVE TEAM
- Omri Amsalem, CEO
- Ella Sterk, CFO
- Eran Shitrit, CPO
- Samuel Moura, CTO
- Rotem Perelman, Chief of Staff & General Counsel
- Kai-Gordon Weiland, Chief Sales Officer
WHAT THE COMPANY SAYS
The industry digitized the booking and left the servicing alone. Atriis is built to close that gap. Atriis is a shared platform. The traveler and the travel agent work in the same environment, on the same trip which makes collaborative servicing possible, rather than a hand-off between two disconnected systems. Behind it sits multi-source content: GDS, NDC, direct airline, hotel and rail in one place. AI supports both sides: self-service for the traveler, productivity and insight for the agent.
Atriis is independent and open. The result: choice, service quality and economics stop being trade-offs.
NDC Content: GDS (Amadeus NDC, Sabre NDC, Travelport+), direct connects with suppliers (Air Dolomiti, Air France, Austrian, British Airways, Brussels Airlines, Discover, Iberia, ITA, KLM, Lufthansa, Swiss, United).
Air Content Strategy: Our NDC strategy is based on the demand and value creation for our clients.
Hotel Content: GDS, direct connects (Premier Inn, Travelodge), hotel aggregator (Booking.com, Expedia Partner Solutions, ehotel, GoGlobal, RateHawk, Amadeus Value Hotels, Amadeus Multi Channel)
Hotel Content Strategy: Our hotel content strategy is based on the demand and value creation for our clients.
Technology & Innovation Road Map
One principle governs it all: Every release must make the shared traveler-agent model work better. If it only improves one side of the screen, it doesn’t make the roadmap.
- Near term: Deepen AI-assisted booking, changes, cancellations, disruption handling and reporting, including benchmarking, trend identification and what-if analysis. Improve non-GDS reliability with suppliers and partners, prioritize strategic integrations and automate profile and identity management to accelerate onboarding.
- Mid term: Introduce end-to-end virtual servicing with built-in human escalation, expand local supplier access, and deepen payment, expense, sustainability and duty-of-care integrations. Enable multinational programs to use local TMCs with consistent policy, reporting and duty of care.
- Long-term vision: Continuously manage trips, anticipate disruption and present options, combining automation with human judgment so travelers experience seamless technology and care.
Approach to AI
Atriis says its AI work concentrates in three places.
- Servicing. Support for changes, cancellations and disruption, drafting the options, absorbing the routine, escalating what genuinely needs judgement. The agent stays accountable for the trip.
- Self-service. A conversational layer for the traveler that resolves simple requests properly, instead of handing them a form and a queue.
- Insight. AI-supported reporting allowing benchmarking, trend identification, what-if analysis, so a program owner can ask a question rather than commission a report.
Key Technology Differentiators
Atriis says its differentiators are architectural rather than feature-based, centered on one platform and one trip for every stakeholder. Travelers, arrangers, approvers, program administrators, travel managers and servicing agents work in the same environment on the same trip record, regardless of source. Agents can book, change and service the full itinerary on one screen. This removes, rather than automates, system hand-offs where agent handling time and service costs accumulate. Its architecture is independent of any GDS, mega-agency or expense platform, and no content channel is privileged. The multi-tenant structure works in both directions: a TMC can operate many corporate programs under its own brand, while a corporation can manage several regional, specialist or local agencies on one platform with one policy, profile set and data set. This reversibility supports global consistency without requiring consolidation into a single mega-agency or sacrificing local market expertise. Unlike a closed-loop or end-to-end product, final content decisions in every market remain with the client.
Personalization and Policy Features
In Atriis, policy and personalization share one profile. Travelers can be managed in-platform, self-register, sync from corporate HR systems or come through a TMC’s profile technology, supported by an open, bi-directional HR API.
Identity, organizational, financial, payment and travel-document data come from the system of record rather than relying on travelers to maintain them. Traveler-entered updates also flow back, so profile data can move in either direction.
Traveler-level personalization covers airport, seat, cabin, meal, supplier, room, car and loyalty preferences. Free-text notes and custom fields capture program-specific needs, and entries can be validated against external databases.
Policy is assigned by traveler and can vary by trip purpose, project or cost center. User groups and organizational units let one company manage different rules across divisions, entities, countries and multiple TMCs from one platform.
Because agents and travelers share the platform, agent-made changes are checked against the same policy and trip record as self-bookings, rather than leaving the policy engine when a trip reaches the service desk.
WHAT THE CONSULTANTS SAY
Atriis, according to one consultant, “is a great choice for programs with EMEA presence who are interested in being at the forefront of possibilities.”
The tech company pioneered the concept of agents and travelers using the same platform which results in consistent experience and servicing capabilities, a concept that has now been adopted by other booking platforms (eg. Navan, Spotnana). One consultant called this its most appealing aspect.
The OBT is not widely sold on a direct corporate agreement, so customers are usually dependent on the reseller TMC. This may undercut the value of its “reverseability” claims for bespoke region-by-region strategies.
Atriis rates highly for content among consultants: “It was early to the multi-source idea and they do connect broadly—multiple GDSs, LCC and direct connects pulled into one shop, which works well for programs spread across a lot of small markets. Rail and ground are limited in North America.”
Another said: “They were building APIs to suppliers before most tech bought into the potential of NDC. They always seem to be two steps ahead of the competition.”
The user experience could be seen as a weakness. It is “functional rather than polished” but the final look and feel depends upon the TMC that deploys it. Airline fare rules displays are a particular challenge.
Atriis has “very comprehensive and flexible messaging options.” One consultant said, “Messages can be triggered by very specific events and presented in different formats to be more impactful.”
Atriis has a highly configurable policy and approval engine and is able to manage quite complex policy requirements, including for different types of trip. “Approval is multi-level and can be highly-tailored.”
On reporting, Atriis “covers the basics” but most programs pair it with TMC reporting or third-party data.
Atriis wins “where bigger names do not serve these markets.” It loses tenders in the U.S. “on brand recognition and on the fact that the experience varies by deploying TMC.”
Atriis faces a challenge said one. “To stay competitive they either need to remain steadfastly independent and be supported by TMCs that offer their clients choices, or form alliances with strategic TMC and expense partners.”