Kambr delivers revenue optimization solutions through a combination of software and services.

Originating from airline commercial departments as technologists and operators, the Kambr team has created the Eddy Revenue Management platform to simplify and streamline revenue management processes.

A visual display guides users’ attention to the most profitable opportunities, while automated processes free up analysts’ time for higher revenue outputs, creating a more engaged and productive team.

PhocusWire coverage :

• Kambr adds $3M in funding to accelerate airline revenue tech development

Strategic goals for 2022

Kambr is poised for high growth in 2022. We expect the airline industry will see a steady recovery in most parts of the globe, including periods of big demand surges.

Key elements of our strategy will remain consistent in 2022, primarily investment in our people —  the Kambrians —who deliver exceptional results for our customers. We will also build upon our partnerships to roll out new capabilities to meet market demands.

To prepare for growth, we are streamlining our implementation processes to onboard new customers in a matter of weeks and expanding our customer success organization. We will continue to listen closely to our customers and the needs of the LCC market, while also delivering innovative new functionality.

Lessons learned over the last year

It’s been said many times that the pandemic has brutalized the airline industry; it caused chain reactions across every part of the supply chain from the people manufacturing aircraft parts to local shopkeepers who rely on tourism for a living.

Kambr obviously felt the impact of these events along with the rest of the industry, but there are silver linings. As much as the pandemic kept us apart, in some ways it brought us closer together. It reminded us how much friends and family and time away from work are equally important to the dedication of our craft. We recognized that there was a lot of fatigue, and people needed a break.

During the last year, we had two separate company shut-downs to give our teams rest and space needed to recover from the long hours and being stuck at home. As things are opening up, we are bringing our entire company together for much-needed face-to-face connections.

We also came together to solve new challenges. For example, we rolled out an interactive, self-paced, online learning platform to help support customer onboarding in place of traditional classroom-based training sessions. We revised our product roadmap to align with the “new normal” and make it easier for airlines to respond to the daily demand volatility.

The biggest lesson in all of this is that we can never know the future; we must remain nimble and adjust. We have to credit our core value of adaptability as a major factor in successfully navigating the unknowns and coming out in a position of strength.