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Mathieu, let’s start with a general observation. Why does payment management in business travel still seem so underdeveloped compared to other areas of corporate finance?
Mathieu Volondat : It’s a finding shared by many CFOs and travel managers. The operational burden linked to payments accumulates gradually, until a significant portion of the finance team’s time is spent handling exceptions rather than steering expenses. What appears to be a simple constraint for the traveler becomes, at the organizational level, a structural problem. The payment tools and processes have not kept pace with the maturity reached by other financial functions.
Quelles en sont les causes profondes ?
À quoi ressemble cette configuration unifiée ?
● The centralized payment for preferred suppliers, airlines, hotels, rail operators, with visibility on each transaction at the moment it occurs
● Business expenses with virtual cards parameterized by supplier or by team, tailored limits, and automated reconciliation of transactions
● Collaborator cards, physical and virtual, for teams needing travel flexibility, with a mobile app enabling receipt capture
The result is a setup in which the traveler moves without friction, while the finance leadership retains its control levers without tying up its teams on an ongoing basis.
L’authentification forte est devenue un vrai point de friction en Europe. Vous avez évoqué les exemptions SCA/3DS prévues pour le secteur du voyage. Qu’est-ce que cela change concrètement ?
When travel purchasing cards can be used without 3DS challenges, companies can build truly reliable workflows. The payment goes through, the data is captured immediately, and the back office no longer has to chase after exceptions. The result is fewer manual interventions and, most importantly, a higher acceptance rate where it matters.
La lutte contre la fraude est toujours un exercice d’équilibre. Quels contrôles sont les plus utiles en travel sans dégrader l’acceptation ?
The pragmatic approach is to contextualize. If a card is intended for a hotel chain or a TMC, restrict it to that scope. If it is linked to a travel period, align the dates. You reduce the risk surface and preserve a good approval rate, because the authorization logic matches the use case.
Même quand les paiements passent, c’est souvent la réconciliation qui fait dérailler les programmes. Quelles données et quels reportings faut-il pour une réconciliation rapide et fiable, y compris sur les refus et les remboursements ?
Les dépenses de voyage sont par nature difficiles à anticiper. Comment maintenir un cadre de politique voyage dans cet environnement ?
Qu’est-ce que cela change concrètement pour les équipes financières au quotidien ?
With Pliant, every transaction is visible as it happens. Payment refusals come through in real time. Policy breaches are blocked at the source rather than detected afterwards. And because each card is configured with its own rules, the system enforces policies without the finance team having to intervene systematically.
The reduction in administrative burden is measurable: less time spent on reconciliation, fewer expense reports to process, and a consolidated view of travel spend available at any point during the month.
Pour un directeur financier qui évalue des solutions, quels sont les critères de sérieux à prendre en compte, et que représente Pliant sur ce plan ?
For CFOs, the benefits are concrete: better control of spend, more reliable data, streamlined reconciliation, and a simplified traveler experience without requiring a overhaul of existing systems. The solution also includes a cashback mechanism on card spend, which provides a direct financial return on top of operational gains.
Un dernier mot pour les travel managers et directeurs financiers présents au Forum des Pionniers ?
👉 Discover the Pliant solution for business travel.
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