“ We’re not just finding homes anymore – we’re finding solutions in places no one was looking five years ago.”


SOPHIA ORAGANO, SENIOR DIRECTOR INTERNATIONAL SALES, SYNERGY


how his neighbour heads global IT for a Dutch company while living in High Wycombe, England. People are no longer tied to one location. They


are asking to extend holidays into working trips, and rethinking what a workplace even looks like.


EXPECTATIONS ARE CHANGING — AND EMPLOYERS MUST CATCH UP One of the most powerful takeaways from his comments was the realisation that employee expectations have dramatically evolved. “Five years ago, the idea of going into the office five days a week was unquestioned,” he said. “Mobility sits at the intersection of all this. It’s no


longer about moving assignees from A to B. It’s about enabling a fluid, dynamic workforce – often in real-time and under mounting pressures.” At the same time, mobility teams today face the


challenge of having to achieve more with less. “There is cost pressure. There is compliance pressure.


There is tech that’s often outdated,” John Rason said. “And yet mobility professionals are expected to be all things to all people.” He described how, all too often, global mobility is


brought into the conversation only after critical decisions have been made, frequently without input from the people who understand the true risks, limitations, and opportunities of cross-border work. Mobility professionals must now juggle skills that go far beyond logistics and make sure that their voice is heard in the boardroom. John explained the dilemma of a colleague who


worked in a technology company, which had been recruiting a lot of international staff in order to get round expatriate assignments. “They have been doing lots of international hires,” he explained. “They did a head count and they have


got 8,000 international hires and the company has not thought about the immigration implications of that.”


John’s three takeaways for business leaders: • The global mobility function is no longer a back-office operation – it is a strategic enabler that must evolve to remain relevant.


• Organisations must build resilience and flexibility into their talent strategies to keep pace with global change.


• Human presence still matters, especially in an AI- powered world, when it comes to customer experience, market insights, and relationship-building.


CORPORATE HOUSING: A SECTOR UNDER PRESSURE BUT FINDING CREATIVE SOLUTIONS In a global mobility landscape undergoing radical change, the demand for flexible, safe, and often unconventional housing solutions is on the rise. Sophia Oragano, Senior Director International Sales at Synergy, offered new insights into how the concept of corporate accommodation is being redefined as new markets open up and clients require housing in remote and unconventional locations. “Every customer is different,” she said. “Every


assignment and every market brings new challenges. But at the heart of everything we do is traveller safety. That will always be essential, ensuring accommodation is safe, vetted, compliant, and meet at least the minimum requirements.” While established hubs like London, Paris, and


Frankfurt remain key to the corporate housing market, Synergy is looking for creative solutions in new markets and more remote locations, and in some cases, finding alternative cities to those which are overcrowded or have no capacity.


9


GLOBAL MOBILITY HOT TOPIC – FUTURE FIT


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