Delivering expanded crew accommodation on budget and under control.
Everyone sees the fireworks.
Few see the pressure behind them.
For London’s New Year’s Eve Fireworks, Beyond Business Travel supported the specialist crews behind the scenes, managing complex accommodation requirements during peak December demand.
This is the story of how flexibility, control, and care came together to support delivery when plans couldn’t stand still.
Partner: Identity
Project: Mayor of London’s New Year’s Eve Fireworks
At a glance
What we delivered
- Budget control held despite scope increase
Delivered around 5% under budget despite expanded requirements - Late stage changes absorbed
Without sunk cost or duplicate charges during a non-refundable period - Single hotel solution
Reduced risk, faster coordination, clearer duty of care - Peak demand delivery
Delivered through December, when availability tightens and costs usually rise - Sustained management
Seven months of active oversight from planning to stand down - Crew experience protected
Support extended into the early hours post event
The Challenge
New Year’s Eve has an immovable deadline. Midnight doesn’t move.
For the Mayor of London’s New Year’s Eve Fireworks, Identity needed to house a specialist crew through one of the most demanding accommodation periods in the city.
The challenge wasn’t volume alone. It was pressure.
- Peak London demand across December
- Long stay crew with different roles and schedules
- Constant last-minute extensions, reductions, and name changes
- A non-refundable booking period from late October
- Holiday delivery, including Christmas Eve
- Zero tolerance for error, delay, or cost overrun
This is the point where budgets usually drift and risk increases.
The Solution
Beyond Business Travel managed the full accommodation programme supporting the crews delivering the event.
• Initially contracted 500 room nights
• Final delivery scaled to 540 room nights
• All crew housed in one London hotel
Check-ins and lengths of stay varied by role. Late check-outs were arranged so longer-stay crew could complete shifts rested and ready.
As delivery progressed, accommodation requirements increased beyond the original scope. Additional room nights were absorbed without resetting the commercial framework.
Managing non-refundable risk
Under standard hotel conditions, late cancellations and crew changes would normally result in paying for unused rooms and then paying again for new accommodation.
Through negotiated free name changes and close coordination with the hotel, cancelled rooms were held and reallocated to new crew as requirements changed. Additional rooms were not charged where, under standard terms, they could have been.
Outcome: Despite continued late-stage changes, non-refundable losses were avoided.
Our Approach
• Clear, transparent communication and planning
• A strong supplier relationship to secure flexibility during peak demand
• One accountable lead contact throughout delivery
• Out-of-hours support across the holiday period, including Christmas Eve
• Emergency escalation contacts provided directly via the hotel
Pressure didn’t transfer back to the client.
BBT stayed accountable until requests were resolved.
The Results
Commercial control
- Avoided a multi-hotel solution that would have increased costs by over 25%
- Delivered under budget, despite:
- Peak London demand
- Late-stage changes
- A 10% increase in planned room nights
- Prevented sunk costs and duplicate charges during a non-refundable period
Operational stability
- One hotel solution simplified coordination and reduced risk
- High change volume did not lead to service disruption or wasted nights
- Identity teams remained focused on delivering the event
Crew experience
- Centralised accommodation reduced friction and travel time
- Late check-outs supported rest and performance
- Post-event food and drinks arranged at the hotel
- Hotel staffing extended until 5am to support post event celebrations and stand-down
Why this matters?
Complex delivery depends on people performing at their best under pressure.
That only happens when logistics are stable, change is absorbed, and cost stays controlled even when conditions are working against you.
This was travel management as risk protection, not just booking.
This what good travel management looks like
Supporting people
Protecting delivery
Commercial control
Especially when complexity arises
Want to understand how travel and accommodation can support complex Group Travel and Event Travel? Speak to our team
