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In an industry where consolidation, mergers and acquisitions are common, New York-based First Service Agency has been very independent, especially over the past two years.
And the brothers and sisters in their hands have no plans to change direction by keeping their eyes on the future and supporting their staff and independent contractors.
Early F1S was founded in 1991 by President Erika Reategi and CEO Fernando Gonzalez. The origins of the brothers and sisters on the journey. She has always admired the agencies she has written about and eventually started her own in the US, establishing international travel in Queens, NY, and the American School of Travel.
Reategui worked at her mother’s agency in high school. First, she worked for the airline industry and then for a number of major travel agencies in New York. At the Spanish Embassy’s Business Office – After setting up a large account, she set up her own agency with the encouragement of her mother and introduced her brother, a college student.
“Our team is our treasure. You can never move forward without a team.” – Erika Reategui
Initially, F1S was renamed Erika International Tours, but it changed its name to appeal to corporate clients.
“What can we do, Feregui? We will be first in service,” said Retegui. 1992
A.D. In the 1990s, F1S had a team of about eight, but thanks to its work with the Spanish Embassy, it made rapid progress, helping it move from the wider European community to the agency.
It was time for the airline to pay commission F1S had a particularly lucrative contract that paid more than 30% of commercial tickets. Surprisingly, the Air Commissions Hat hit the F1S, but the agency turned around and began charging service fees.
“It’s just a question of creativity and not giving up,” Reteggy said.
On 9/11, another blow came, pushing the agency to expand. F1S began developing customers in fashion and entertainment and entered the first independent contractors (ICs).
A.D. After the Great Depression of the late 2000s, the F1S sparked further growth. More than a third of the agency’s business was acquired by a Spanish bank, and F1S lost its corporate account.
“The master plan has always been. How do we provide the best service?” – Fernando Gonzalez
Gonzalez said the reorganized F1S had decided to focus on Latin America. The agency opened an office in Bogota, Colombia, which has greatly improved the corporate side of the business, Gonzalez said.
At the same time, F1S customers began to demand entertainment services, so the agency became a member of Virtuoso and built strong luxury customers.
“The master plan has always been. How do we provide the best service?” Gonzalez said. “How do we respond the most? How exactly can we meet the needs of our customers?”
Putting people before profit.
As F1S expanded its entertainment offerings, ICs began to attract the agency. Today, F1S has about 150 ICs and 44 employees, respectively “VICs” and “VIPs”.
“We are very proud of our team,” Reategui said. “Our team is our treasure. You can never move forward without a team. This is the most important part of us, our people.”
Like most businesses, the flu posed a major challenge for F1S. The agency had previously promised not to fire or dismiss any employees and instead began a 13-week plan to focus on improving the business.
A number of employees have been transferred to the IC level, which has been profitable for them, Reategui said. They are still earning extra income while managing F1S accounts.
Originally in Service New York Headquarters in 1992. Photo credit fall first in service
The agency is focused on the global network, expanding into some new markets in Latin America and balancing corporate, entertainment and leisure businesses.
“Achieving this balance and ensuring growth in each area is a key focus,” Gonzalez said.
Things are looking up. So far, travel sales for 2022 have increased by 25 percent compared to the same period in 2019. F1S will continue to run on additional ICs. And, Reategui and Gonzalez remain committed to independence; In fact, when the epidemic spread, they injected themselves with their own funds.
“I hate to use the word ‘not to merge’ or ‘to sell’, but we are still one of the few companies that is still free with a strong commitment to continue our culture.” Gonzalez said. “And that culture is our people’s priority, not our finances. We are clearly a for-profit company, but if you take care of your people, they will take care of it. This is a basic truth.”
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