Interview with Rafael Isún
CEO Travel Advisors Guild
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Rafael Isún
CEO Travel Advisors Guild
Passionate about the tourism sector—where he has built his entire professional career—Rafa Isún has served as CEO of the Travel Advisors Guild association since 2024. He began his career at Viajes Mediterráneo, Hotel Majestic, and Derby Hotels Collection, where he worked as Commercial Managing Director for more than ten years. He then moved to the travel agency Patterson Travel as Managing Director and later, as a founding partner, launched Verum Hotel Development, a company focused on delivering end-to-end hotel projects on a global scale.
Today, his primary activity is as an independent consultant in the tourism industry, which he combines with his role as an adjunct professor at EADA (International Master in Hospitality Management).
Travel Advisors Guild brings together Spain’s leading high value-added travel agencies. What do you see as the key differentiators that define member agencies versus major digital platforms or mass-market sales channels?
I would highlight several factors. First, membership allows agencies to access commercial terms that would otherwise be very difficult—or even impossible—to secure. At the same time, members become part of a platform that enables them to make their voice heard in the most important industry forums. They also gain advantageous access to cutting-edge technology that requires major investment and would be hard to undertake alone. Training, reputation, and exclusive events are among the additional benefits available to members, enabling them to be as competitive as large groups—while still delivering a level of personalization in client relationships that digital channels simply cannot match.
In a context where artificial intelligence and automation are gaining ground, how are Travel Advisors Guild agencies adapting to preserve the human value and personalized guidance as key elements of the client experience?
Turning our backs on a reality as increasingly present as AI and process automation would be a serious mistake. That is why at TAG (Travel Advisors Guild) we focus on putting every possible tool within reach of our members—tools that help them handle mechanical, low value-added tasks—so they can concentrate on human service and the contribution of expertise, which is where they can truly differentiate themselves. It is also worth noting that, years ago, recognizing the importance of technology, we acquired a 40% stake in a leading company in the agency ERP software space, and today we are the market leader.
Service personalization has become a global trend. How does the organization promote shared strategies or tools so members can strengthen service for the most demanding travelers, with higher expectations of exclusivity?
In addition to what I mentioned earlier, TAG has launched its own brand, “Nativo,” designed to bring together and provide special benefits to those member agencies that specialize in high-end, tailor-made travel. This strengthens an extremely personal way of serving clients—most often by appointment—and enables those agencies to speak with a single voice in the market when engaging with the most relevant players in the premium segment.
Travel Advisors Guild has built strategic partnerships with major hotel chains, airlines, and international operators. What criteria does the organization use to select partners and ensure these collaborations create real value for the end customer?
For us, it is essential that several criteria are met with our partners. First, the product must meet our members’ needs with the highest standards of rigor, professionalism, and quality. The level of service and support provided to our members is equally critical. Once these variables are secured, we move on to negotiating commercial terms on the one hand and added benefits for our members’ end clients on the other—always in that order.
From your perspective, how has the profile of the premium traveler evolved in recent years—especially after the pandemic—and what new behaviors or demands are shaping contemporary luxury tourism?
By definition, this type of client has shown an extraordinary capacity to adapt to changing environments and circumstances. In my view, their core behaviors have not changed significantly. What has shifted is a stronger emphasis on protecting the trip against potential incidents of any kind, ensuring that they can recover part or all of their investment if necessary. The level of sophistication and knowledge regarding travel typologies has essentially remained the same, as has their high degree of expectation.
Sustainability is now a cross-cutting priority in tourism. How is this concept integrated into Travel Advisors Guild’s overall strategy and into the day-to-day operations of member agencies?
In a non-negotiable way. We embraced sustainability as a guiding philosophy some time ago, convinced that travel must be sustainable—or it will not be viable in the long term. For years, we have implemented 360-degree sustainability policies across all our actions. We hold Biosphere certification, ISO 14000 accreditation, and are part of Green & Human—an organization for which I personally serve as an ambassador. In addition, for the past two years, we have produced an annual sustainability report, even though it is not mandatory, as a clear statement of intent.
You lead an organization with a strong professional identity. What are the main management and internal cohesion challenges involved in balancing entrepreneurial independence with belonging to a prestigious collective brand?
In that respect, I consider myself fortunate. The association is governed by a nine-member Board of Directors, with the General Assembly serving as the highest decision-making body. Communication with board members is fully fluid, and the cohesion among all associates makes daily management much easier for the executive team. A non-negotiable principle at TAG is that we are “an association of peers” that speaks with one voice. Moreover, we earned the sector’s respect many years ago, which significantly facilitates our work. This year, we celebrate our 30th anniversary.
Spain’s tourism sector is undergoing a phase of recovery and transformation. What role do you believe Travel Advisors Guild should play in building a more competitive, ethical model aligned with new consumer habits?
For us, the answer is straightforward because this is embedded in our DNA and widely recognized as such. We fully embrace all initiatives that move in that direction. Clear evidence of this commitment is our membership in organizations such as yours and UN Tourism, where we are the only Spanish association of independent travel agencies to hold membership.
In your opinion, which technological trends will have the greatest impact on travel intermediation over the next five years, and how can agencies leverage them without losing their consultative essence?
As mentioned earlier, the massive emergence of AI will have a tremendous impact on all processes—even on trip design and agency management. TAG will remain actively involved, equipping our members with the necessary resources and implementing the appropriate tools at every stage, always with the utmost rigor.
Continuous training is essential in such a dynamic market. What programs or initiatives does Travel Advisors Guild promote to enhance talent, professionalism, and innovation among its teams and members?
We have several initiatives in this regard. One is the “Oxigénate” program, which twice a year brings together owners and senior executives of our member agencies in a non-urban setting for a full day of training on cross-cutting topics relevant to any business leader, allowing them to step away from their daily sector-specific routines. This year, the focus will be precisely on AI and its practical application in travel agencies. In addition, we organize numerous seminars and webinars—both in-person and virtual—covering a wide range of topics, including legal, technological, product, and destination-related issues. We also provide access to specialized training funded through Fundae or dedicated programs.
In terms of communication and positioning, how does Travel Advisors Guild project a coherent image that combines exclusivity, modernity, and trust—both toward the end client and international partners?
Not without considerable effort. Over the years, we have developed a distinctive and highly personal communication style that consistently reinforces those core pillars. We must acknowledge that our direct impact on the end client is limited, as it is our member agencies who engage with them directly. Nevertheless, we publish our magazine Universo three times a year, featuring content specifically designed for our members’ end clients. Each edition—both print and digital—is personalized with the name of the respective member agency, allowing them to distribute it to their clients as their own communication tool.
At the same time, we ensure that our corporate identity remains as up to date as possible. Our communication design is reviewed annually, and on occasion we engage a press agency to amplify major milestones, such as our acceptance last year as Affiliate Members of UN Tourism.
Crisis management has become increasingly relevant in light of recent global events. What lessons did Travel Advisors Guild draw from that period, and how have you strengthened your resilience protocols and support mechanisms for member agencies?
Indeed, exceptional circumstances in recent years have tested us all. As an example, during the greatest crisis in the history of travel—the Covid-19 pandemic—TAG kept its entire team fully active. Every day we orchestrated different initiatives to keep the morale of our members as high as possible despite the dramatic situation. We created games, raffles, contests, webinars with suppliers offering prizes, shared information on government support measures, and much more. It was a period that truly tested the resilience and capability of both our team and our members.
From your leadership perspective, how do you envision the future of quality tourism in Spain and Europe, and what role will specialized agency networks play in maintaining competitiveness and prestige?
I believe the health of quality tourism is stronger than ever. Economic stability and a growing cultural and travel awareness among society are driving this segment to what may be its best moment, alongside the increasing emphasis on sustainability, which is intrinsically linked to what we define as quality tourism. In the short and medium term, I foresee continuity in this positive trend. Networks like ours will undoubtedly continue contributing—through sustainable and rigorous practices—to ensure that remains the case.
On a personal level, what values and motivations drive you to lead an organization like Travel Advisors Guild, and how do you balance business vision with your passion for travel and human relationships?
Personally, I could not imagine being in a better place to combine all those passions. Sharing the values mentioned throughout this interview is essential. Together with an extraordinary team and outstanding member agencies, I consider myself truly fortunate—and on top of that, I am fairly compensated. What more could one ask for?
We sincerely thank Mr. Rafael Isún for the candor, strategic clarity, and long-term vision he has shared in this interview, which undoubtedly enriches the dialogue on the future of quality tourism in Spain and Europe.
At the Tourism and Society Think Tank, we particularly value Travel Advisors Guild’s commitment to professional excellence, comprehensive sustainability, and the human-centered application of technological innovation. We firmly believe there are significant synergies between our organizations to foster joint reflection, specialized training, and the generation of applied knowledge for the premium segment. We look forward to advancing collaborative initiatives that strengthen value-driven intermediation, business ethics, and a competitive, responsible, and socially legitimate tourism model on the international stage.
The authors are responsible for the choice and presentation of the facts contained in this document and for the opinions expressed therein, which are not necessarily those of Tourism and Society Think Tank and do not commit the Organization, and should not be attributed to TSTT or its members.
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