Almundo: building the operational foundation for CX in travel retail
Before leading CX operations across marketplaces, OTAs and travel-tech startups, our founder developed a key part of his operational experience at Almundo, a travel agency with a strong presence across Argentina and Latin America.
Almundo went on to become one of the region’s leading travel players. CVC Corp acquired the company for approximately US$77 million. By 2018, Almundo had reported around US$425 million in bookings and US$60 million in annual net revenue.
But the most valuable lessons from this stage did not come from a boardroom. They came from the day-to-day reality of the operation: customers, teams, bookings, complaints, commercial targets and cross-functional coordination.
Service
Customer-Facing Operations — Travel Retail
Market
Argentina / LATAM
Verticals
Stack
Understanding customers from the front line
In a physical travel agency, customer experience is not hidden behind a support ticket. The customer is right in front of you. They ask questions, raise concerns, compare options, negotiate and expect clear answers. The role required managing an operation where consultative sales, personalised service, problem resolution, booking follow-up and expectation management all came together.
We supervised a team of travel agents responsible for package sales, booking processes, customer support and follow-up, complaint management, coordination with other business units and CRM documentation.
KPIs Worked On
Performance, coaching, and goals
The role was about far more than selling travel. It was about improving the performance of a team working directly with customers, while balancing service quality, commercial targets and problem-solving capabilities. In this type of operation, the supervisor sits at the centre of everything: the customer, the agent, the supplier, the system, the monthly target and the urgent complaint.
We focused on both operational and commercial coaching, improving sales processes, booking management, complaint resolution and customer follow-up. We also coordinated customer service activities with other business units to ensure no case remained isolated within a single branch or team.
KPIs Worked On
Organize the customer relationship
In travel, every interaction matters. Poor documentation can lead to booking errors, repeated complaints, lost context and a poor customer experience. Even in a physical retail operation, traceability was already critical.
We used Salesforce to document interactions, log enquiries, follow up with customers and maintain accurate records across internal systems, including customer history, open enquiries, complaints, sales opportunities, post-purchase follow-up and cross-functional coordination.
KPIs Worked On
What we learned at Almundo
This stage laid the foundation for everything that came afterwards. Managing CX face to face, with a team operating under commercial pressure and handling customer complaints at the counter, teaches something that digital environments rarely convey: every interaction is ultimately a decision point for purchase, retention or churn.
Years later, when redesigning operations for companies such as Wallapop, eDreams and GoTrendier, that foundation never disappeared. The channel changed — the principles remained the same.
