Amidst India’s growing influence in enterprise AI transformation, Sabre India and Coforge Limited have reimagined their two-decade-long collaboration by placing agentic AI at the centre of their next growth phase. What started in 2001 as a conventional product development engagement has matured into a 13-year-long strategic partnership valued at $1.56 billion, with far-reaching implications for the future of AI in travel technology.

Sabre, a global leader in travel tech, has chosen Coforge not just as a delivery partner but as a long-term innovation collaborator. “Our relationship with Coforge is close to 20-21 years old. The company has deep knowledge of the Sabre domain and systems,” Rajive Choudhary, tech lead at Sabre, told AIM.

From Staff Augmentation to Strategic AI Co-Creation

Instead of merely scaling delivery teams, Sabre and Coforge are working in tandem to develop intelligent, task-completing AI agents. These agents go beyond generative text—they act autonomously to complete user-intent-driven workflows, from booking travel to seat selection and itinerary management.

“There are three things we are doing with Coforge,” Rency Mathew, MD and global people leader at Sabre India, said in a conversation with AIM. “First, we are using them to augment our staff where needed. Second, since they already work with airlines, we are combining their knowledge to take our products to the next level. And third, we are leveraging their development expertise to elevate existing products. This is a long-term partnership—we are looking at a 10+ year horizon.”

She further mentioned that the agentic AI hackathon in June will highlight the fruits of this collaboration. Coforge, with its legacy of product engineering and travel sector expertise, is playing a critical role in developing proof-of-concepts (POC) that integrate AI deeply into Sabre’s operational fabric.

Economic and Strategic Impact

Most importantly, this partnership reflects a broader shift in the role of GCCs. Once viewed primarily as cost centres or execution hubs, today’s GCCs are evolving into command centres of innovation. In Sabre’s case, Alouk Kumar, CEO of Inductus Group, mentioned that the decision to co-develop with Coforge, rather than build internally, is both strategic and pragmatic.

Sabre’s strategy leans heavily on Coforge’s 30 global delivery centres and their ability to deliver at speed and scale across cloud, AI, and automation. “Coforge’s scale and expertise empower us to pioneer next-generation solutions, cementing our position as the most valued global travel technology platform,” Sabre CEO Kurt Ekert said.

This is reflected in Sabre’s long-term vision, which is to build Sabre Mosaic—a modular, AI-driven platform designed for the evolving needs of airlines and hospitality providers. “It’s about building capabilities with AI at the core, tailored for modern travel demands—and partnerships like Coforge are integral to that journey,” Choudhary mentioned.

Sabre estimates that this partnership will contribute significantly to its projected $200 million free cash flow in 2025. 

Kumar stressed that this isn’t just a technology play—it’s a financial manoeuvre aimed at freeing up capital for core innovation and staying ahead in an industry disrupted by agile, cloud-native competitors.

What This Means for the Industry

Deepak Tiwari, director of GCC sales and client leadership at Accenture, mentioned in a LinkedIn post that one of the key challenges GCCs face is the resource-intensive nature of building technology centres of excellence (CoEs) for every emerging technology.

Whether it’s AI, cloud, or cybersecurity, setting up dedicated in-house expertise for each domain demands significant time, investment, and talent. This is where IT services companies step in as critical enablers.

This partnership redefines the GCC-IT services equation. It’s no longer about headcount—it’s about shared IP, joint execution, and co-authored outcomes. Coforge’s engineering depth, airline domain expertise, and ability to integrate with Sabre’s core tech are setting a new standard.

Kumar explained that this collaboration has significant implications for the competitive landscape of the travel technology sector. By strengthening Sabre’s product development capabilities and enhancing its financial agility, the partnership could allow Sabre to compete with nimble startups and established rivals more effectively.

For Coforge, this deal solidifies its position as a specialised leader in the travel and hospitality IT services space, enhancing its brand equity and potentially attracting similar large-scale engagements. However, true success will hinge on seamless integration and effective change management on both sides. 

According to Kumar, the scale and duration of the partnership necessitate robust governance frameworks, clear communication channels, and a shared understanding of success metrics. The ability to navigate potential cultural differences and ensure a unified operational rhythm will be crucial for realising the full potential of this landmark alliance.

Ultimately, the Coforge-Sabre partnership is a powerful testament to the maturity of the Indian IT services industry and its capacity to drive complex, long-term strategic initiatives for global enterprises. It’s a prime example of how GCCs and Indian IT firms can co-create value, blending global ambition with localised execution excellence to redefine industry standards and accelerate digital evolution.

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