Executive ground transportation
How Savoya added 5% to its effective headcount without adding payroll
The mission-critical executive ground transportation company automated work its own technology teams had tried to solve for years — then put digital teammates to work across sales, operations, supplier management and marketing.
10,000
Hours projected in 2026
5%
Effective headcount increase
40%+
YoY EBITDA growth
Fully delegated
Inbound order entry
“In 2026, we're going to see about 10,000 total man hours of productivity saved. A 5% head count increase, essentially is the way I look at it, across the company without spending any more money.”
A mission-critical service running on manual work
Savoya connects Fortune 500 enterprises with elite drivers around the world. Its customers depend on the company for executive ground transportation, where a delayed or incorrectly entered order quickly becomes a client-service problem. But many of those orders arrived by email and had to be keyed in by hand.
The company knew it needed to automate inbound order entry. Its technology teams spent years trying, but the problem resisted a traditional software approach: customer emails varied, the data was unstructured, and the process depended on context an experienced operator carries in their head. Eventually the effort was tabled. The same pattern appeared elsewhere — sales managers spent hundreds of hours a month building custom client rates, suppliers submitted information in dozens of formats, operations teams manually checked reservations and vehicle details, and a senior marketing leader spent two hours a day watching Google Ads dashboards.
The work was necessary, but it kept skilled people inside repetitive processes — and forced the company to choose between investing engineering time in customer-facing features or internal efficiency.
Convey solved in weeks what traditional development had not solved in years
Savoya started with its long-standing inbound-order problem. Digital teammates learned how the team read incoming customer emails, extracted the right details, and entered each order into the operating system. Within weeks, a process that had stayed manual for years was automated end to end.
Once that proof point was live, adoption spread. Digital teammates began building custom client rates for sales, translating supplier emails into structured information, checking reservations and vendor confirmations, scoring vehicle age, logging vendor-fault cases, and confirming FlightBridge orders.
In marketing, a senior leader built his own Google Ads teammate. It monitors performance and produces reports so he can spend his time making decisions rather than watching dashboards — without writing a line of code or waiting on engineering.
“For years, our technology teams were trying to build a solution that would automate inbound order entry, but we couldn't figure it out. So ultimately we tabled that, and Convey was able to do it within weeks.”
The people closest to the work became the builders
Savoya's rollout did not depend on a central engineering team or a permanent bench of consultants. Employees in each function taught digital teammates how their real work gets done — including the edge cases, judgment calls, and exceptions that are difficult to capture in a conventional software specification.
Leadership treated adoption as change management, not a software rollout: teams were incentivized and compensated on their use of Convey, and employees saw building teammates as a career-enhancing skill — a way to take on more valuable work rather than a threat to their roles.
That framing created a broad base of builders across the organization instead of keeping automation confined to one champion.
“You can just talk to the system and walk it through your process that you do every day and it learns very fast. Even somebody who might be apprehensive to use technology is able to automate their processes in a matter of hours.”
Working inside Savoya's existing systems
Savoya's teammates work inside the tools and channels the business already runs on — from inbound email and its order platform to supplier communications and Google Ads. There was no requirement to replace the systems of record or redesign the company's workflows first.
That gave Savoya a way out of a familiar technology tradeoff. Product and engineering leaders no longer had to choose between building customer-facing functionality and automating internal work. Operators could build and improve their own digital teammates while the product roadmap stayed focused on the customer experience.
The results
Savoya expects Convey to save approximately 10,000 hours of work in 2026 — capacity Dominic describes as a 5% headcount increase without additional payroll. The impact extends beyond labor savings: the company is seeing EBITDA growth north of 40% year over year, which he attributes in part to that operating efficiency.
Orders and supplier updates move in real time. Sales managers get custom rates without spending hours building them. Marketing acts on performance instead of collecting it. Employees are freed to work on higher-impact problems while the company stays lean and accelerates its product roadmap.
For Dominic, the outcome is ultimately competitive advantage.
“When I go to bed every night, I'm worried about what my competition might be doing that I don't know about. With a tool like Convey, I can rest easy knowing I'm already doing the best. Now I go to bed thinking, how much further am I ahead of everybody else?”
Every rollout started with one painful process.
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