Sabre Corporation is running a $65M transformation program to become an ‘AI-native’ tech company, including AI adoption and changes to labor model (including offshore labor).

Creates an immediate need for a system that reinforces desired behaviors (adoption, collaboration, quality, velocity) through goals/OKRs, performance rituals, and targeted recognition—areas directly served by Lattice Performance, Goals/OKRs, and Engagement + Analytics.

Sabre Corporation established a 2025 Omnibus Incentive Compensation Plan and has reported increased incentive expenses.

Signals an existing, material incentives footprint where Lattice Compensation + Analytics can tighten governance and communications, and where targeted recognition nudges can improve effectiveness-per-dollar (particularly important under cost scrutiny).

A Chief People Officer role is explicitly called out in recent leadership changes (Dave Medrano promoted to Chief People Officer).

Increases the likelihood of an enterprise-wide people platform initiative and creates an internal executive sponsor path for Lattice’s suite (Performance + Engagement + Compensation + People Analytics).

Sabre Corporation publicly highlights employee wellbeing and inclusion initiatives and has global offices across ~70 countries.

Lattice Engagement surveys and manager actions can convert broad wellbeing intent into measurable, localized programs and provide leadership reporting tied to retention and execution.

Enterprise buyers frequently lean on HRIS-suite ‘good enough’ modules; Sabre Corporation is cost-sensitive and will default to consolidation logic, especially post-restructuring.

Counter by anchoring on Sabre Corporation’s transformation risk: Lattice is not a database-of-record replacement; it’s the manager execution layer. Offer a phased plan: (1) Lattice Performance + Goals/OKRs for product & engineering to standardize reviews and execution; (2) Lattice Engagement to stabilize morale during restructuring; (3) Lattice Compensation planning workflows and People Analytics to prove incentive ROI. Emphasize interoperability and integrations (aligning to Sabre Corporation’s ‘open, modular’ preference). Ask: “Where do managers actually run the cadence of feedback, calibration, and goal changes today—and what’s the measurable cost of inconsistency?”

Sabre Corporation describes a once-in-a-generation rebuild (cloud migration, unified Mosaic platform) and has prioritized speed/resilience/scale—suggesting limited tolerance for internal project distraction.

Position Lattice as a transformation ‘stabilizer’ rather than a competing initiative: launch with a contained pilot in the groups under the most change (product & engineering + commercial leadership reorg). Provide a 6–8 week pilot plan with minimal IT lift (SSO + HRIS integration + manager enablement). Commit to a ‘cycle hardening’ checklist for review/comp cycles and a dedicated escalation path. Make the pitch: “We reduce managerial overhead and HR ticket volume while you modernize core systems.”

Category-wide, AI vendors overpromise ROI/accuracy; Blacklit market data shows widespread ‘ROI certainty mirage’ and weak production disclosure across AI categories. Sabre Corporation is explicitly AI-first and therefore more likely to interrogate AI claims.

Do not sell ‘autopilot HR.’ Offer a governance-first deployment: start Lattice AI Agent with a bounded knowledge base (policies, benefits, manager playbooks) + strict permissions + human-in-the-loop escalation. Provide a 90-day measurement plan: deflection vs true resolution, top unanswered intents, incorrect-answer review workflow, and incident reporting. Explicitly volunteer the ‘kill shot’ Sabre Corporation will ask for: attribution of hours saved and accuracy evidence; show how Lattice will produce that report from their own ticket/usage data.

Sabre Corporation has undergone large-scale workforce reductions and is under cost-cutting pressure; Lattice’s pricing sensitivity to headcount contraction is a known market signal.

Reframe pricing around avoided costs and protected revenue: retention of critical platform engineers during an AI-native rebuild, faster onboarding of offshore teams, reduced HR ops load, and reduced manager time spent on calibration/comp admin. Offer commercial levers that match Sabre Corporation’s volatility: phased rollout, module-based packaging, or workforce-band pricing discussions. Tie value to measurable outcomes: regrettable attrition in key roles, time-to-complete reviews, comp cycle duration, and HR case volume reduction via the AI Agent.