„Wir haben SLOs für den Großteil unseres Systems, und diese Workloads sind auf die wichtigsten Kundenströme durch das Produkt ausgerichtet. So sehen wir schon im Vorfeld, was die Customer Journey im System eventuell stört, und können uns sofort darum kümmern“, erklärt Craig McGuff, Senior Engineering Manager bei Serko.
„Sobald man zu einem proaktiveren Ansatz übergeht, blicken die Leute ebenfalls nach vorn und finden – und beheben – potenzielle Probleme, noch bevor sie tatsächlich auftreten. Und das sorgt dafür, dass den Engineers mehr Zeit für andere Aufgaben bleibt“, fügt Craig hinzu.
„Wir sehen auf einen Blick, was nicht stimmt. Wenn zum Beispiel die Suche nicht einwandfrei funktioniert, können wir das genauer untersuchen: Liegt es vielleicht an der Infrastruktur? Oder was könnte sonst das Problem verursachen? Wir haben komplette Transparenz im gesamten Funnel, und das führt letztendlich zu mehr Conversions.“
"We measure downtime in minutes now, not hours. We've had to change the axis on our reporting charts because the improvement is so dramatic you can't see the current data on the year-on-year scale."
Key metrics include:
- 60% reduction in high impact incidents
- 30% improvement in automated issue detection
- 20% increase in customer satisfaction
- 2 hours saved per engineer, per week
- 6 year partnership
- 155 users across 17 departments
A custom metric for Serko is engineering hours spent on incidents per thousand bookings. What once consumed hours of engineering time now takes fractions of a minute. Those reclaimed hours are being reinvested into building better products. The shift is visible at every level of the organisation, including incident performance reporting to Serko’s board.
Customer experience has been transformed, with customer satisfaction increasing by 20%. The existential incidents of previous years, such as complete platform outages that left clients stranded, are gone.
Internally, the efficiency gains are equally significant. Engineers save at least two hours per week previously lost to reactive troubleshooting. That capacity is now able to be directed toward innovation, including Serko.ai, the new multi-agent AI solution designed to act on behalf of both travellers and companies. Dashboards are being surfaced more broadly across the organisation, making operational health a visible, shared concern for both engineering and product teams.
The future: Scaling with confidence
Serko is entering its most ambitious growth phase yet, with major initiatives like Serko.ai and an expanded Booking.com partnership underway. Both are being built on Google Cloud Platform (GCP), as Serko transitions its primary cloud infrastructure from Azure to GCP over the coming months. New Relic is central to that migration, ensuring that as systems move and new services come online, observability coverage is immediate and complete.
The priority remains to support Serko's strategic direction in consolidating technology, simplifying complexity and building to the scale and stability that a global corporate travel platform demands. With New Relic as a core pillar of that strategy, Serko has the visibility to stay ahead of issues and the confidence to grow without compromising the experience customers depend on.
Simon Young concluded, "The partnership with New Relic is a very important part of our strategy. New Relic gives us that single pane of glass across all of our systems, so we know what’s going on behind the scenes at every point of the user journey and what needs fixing or improving before the customer does."
