FlyKube: building lean operations for a scaling travel-tech company
Before founding Boostomer, our founder served as COO of FlyKube, a Barcelona-based travel-tech startup specialising in surprise trips.
FlyKube was going through a period of rapid growth. In 2019, the company reached €3 million in revenue, growing by more than 160% compared to 2018, while increasing from 5,000 to 15,000 travellers in a single year. Average order value also rose by 15%, driven by the success of its Surprise Multi-Destination product.
That growth created a clear operational challenge: the business needed to scale without becoming heavier or more complex. It was not the time to build bureaucracy. It was the time to streamline processes, control costs and prepare the company for its next stage of growth.
Service
Operations & Financial Management — Travel Startup
Role
COO
Verticals
Focus
Scale without creating chaos
FlyKube operated a complex product: surprise trips involving flights, hotels, travel dates, destinations, suppliers and highly emotional customer expectations. When a startup grows quickly, the processes that once worked at low volume begin to break down — manual tasks multiply, dependencies between teams emerge, operational errors increase and key decisions remain trapped in the heads of just a few people.
We redesigned end-to-end operational workflows to eliminate bottlenecks, increase delivery speed and improve productivity. We mapped critical processes, identified repetitive tasks, clarified ownership at every stage, improved coordination between operations, sales and suppliers, and prepared the organisation to absorb significantly more volume without growing headcount at the same pace.
KPIs Worked On
Growing while protecting the margin
In travel, margins disappear quickly. Flights, hotels, suppliers, fees, changes and operational costs can turn an attractive product into a difficult business to sustain. And for a startup seeking investment, growth alone is not enough — it must prove that growth can be efficient.
We reviewed key contracts, suppliers and commercial agreements to reduce operational overhead without compromising quality. This included cost analysis, rate renegotiation, supplier benchmarking, alternative sourcing strategies, improved commercial terms and the prioritisation of initiatives with a direct impact on profitability.
KPIs Worked On
Operation connected with cash and growth
FlyKube was not only going through a phase of commercial growth — it also needed to strengthen its structure and narrative to support future fundraising. The company had secured a €400,000 investment round backed by ENISA, Archipiélago Next and Bbooster Ventures to accelerate technology development and international expansion. In that context, the operation needed to speak the language of investors: growth, profitability, control and scalability.
We took ownership of day-to-day operational and financial management, connecting execution with the overall health of the business. This included revenue and cost monitoring, oversight of daily operational programmes, profitability analysis by initiative, revenue-focused prioritisation and helping build a more structured, scalable company ready for future funding rounds.
KPIs Worked On
Suppliers as a margin lever
In travel, suppliers are a core part of the product itself. If the costs of hotels, flights, services or technology platforms are not under control, margins erode regardless of how much the business grows. Unmanaged supplier growth can become a trap: more volume, greater complexity and lower profitability.
We reviewed, benchmarked and renegotiated contracts and pricing for critical services. The objective was not simply to push suppliers for lower rates, but to build a healthier cost structure capable of supporting sustainable growth at scale.
KPIs Worked On
Technology as the backbone of growth
In travel, technology is not a nice-to-have — it is the operational backbone. Teams need to work across customer support, telephony, CRM, ticketing and reservation systems while maintaining consistency across channels, languages and case types.
The operation relied on a professional technology stack: Amadeus, Sabre and Galileo for travel management; Genesys for telephony; and Zendesk and Freshdesk for ticketing and omnichannel customer support.
KPIs Worked On
What we take away from FlyKube
Operating as COO of a scaling travel-tech company teaches a very specific lesson: growth is not sustained by sales alone. It is sustained by lean processes, cost control and an operation that speaks the language of finance.
Boostomer was built in part on that experience — the understanding that customer experience, operations and profitability are not separate conversations, but different parts of the same one.
