Conversations with Matin Mohdari

By Damon Chee and Charu Nivethitha Manivannan

Matin Mohdari is the Head of Public Policy, Government, and Corporate Affairs for Southeast Asia and South Asia at Expedia Group. Presently, he oversees the navigation of complex risks while identifying key market investment opportunities and public-private sector collaborations to drive regional growth. By analysing the public policy developments at the intersection of travel and technology, he also serves as a thought-partner with policymakers on legislation that shapes both sectors. 

His previous experience includes a stint in the Government of Singapore at the Singapore Tourism Board, and at the technology company, Grab, as its Deputy Director for Public Affairs and Policy. He was later seconded to the Tech for Good Institute to be part of the founding team as its Strategy Director.

Matin holds a Master’s degree in Media and Mass Communications from Nanyang Technological University and an Honours Bachelor of Science from National University of Singapore. He is currently a candidate for the Executive Master of Public Administration at the London School of Economics and Political Science.

What is your job scope as the Head of Public Policy, Government, and Corporate Affairs at Expedia Group?

It can be summed up in two broad areas: 

The first is to lead and support the broader work involved in ensuring that Expedia Group receives the necessary regulatory license to operate its diverse lines of businesses across Southeast Asia and South Asia. And the second is to ensure that while doing so, we pursue effective strategies and cooperation with relevant government agencies to advance their respective tourism agendas. This would entail availing our technology, portfolio of brands (e.g. Expedia, Hotels.com and Vrbo), and insights drawn from our extensive travel marketplace that serves millions of consumers all around the world. 

Could you tell us about your day in your life at Expedia Group?

Sure! To be quite honest, no two days are quite the same! But the typical routine of any corporate role in public policy and government affairs would apply - e.g. getting up to speed on the latest policy developments, filing reports to internal stakeholders on impact of new or forthcoming legislation, aligning resources across the company to support a collaboration area secured with governments, drafting talking points for speaking opportunities at important forums, sketching out strategies and priorities for the next quarter and/or year so on and so forth. 

The public policy function is one that requires you to be always on top of the latest so that you’re able to give an accurate assessment on the state of the economy and the operating environment that would have a bearing on business decisions. This is especially key in a sector like ours that’s fast-paced and highly influenced by external forces. A geopolitical conflict, natural disaster, an increase in federal interest rates, a new digital law or a sudden visa restriction policy that is passed overnight in one country all will have an impact in the travel sector. And how we respond to them matters.

Thus, what I absolutely love about my work is that it is not fully desk-bound. Meeting and engaging stakeholders face to face is an important part of the role to sense-make opportunities and get the necessary ground truths. There are times where I attend roundtables, speak at panel discussions, and meet with other stakeholders for conversations, or to catch up on the latest. Some of these would require me to make several overseas trips per month to nearby Southeast and South Asian countries, with the furthest ones being a five-hour plane journey to Mumbai and Delhi.

In the near term, what are your thoughts on the tourism industry in Southeast Asia? 

We’re big believers that travel will remain a priority, even in periods of uncertainty. Humans are explorers by nature, and that instinct endures. Our data shows this clearly: 50% of consumers say travel is more important to them now than it was five years ago. Last year, published data by the World Travel & Tourism Council (WTTC) highlighted that the travel and tourism sector contributed nearly USD 11 trillion to the global economy, and this is projected to rise to USD 16.5 trillion by 2035. APAC is at the forefront of this trend and contributed about 50% of global passenger traffic growth in 2024 (International Air Transport Association).

For countries that want to build resilient economies for its population, understanding how, when, and where people choose to travel is essential. These insights help governments and industry partners identify opportunities and maximise the potential of tourism.

We are also seeing the region’s strong economic trajectory fuel the rise of a large and expanding middle class with greater disposable income. With higher purchasing power, more Southeast Asians are travelling both within the region and beyond. Intra-ASEAN travel has grown steadily and now accounts for 45% of all arrivals, up from 37% in 2019. This reflects deeper regional integration, with more travellers exploring less mainstream destinations in neighbouring countries. Such exchanges enrich cultural understanding and strengthen people-to-people ties. Greater familiarity and trust can help reduce tension if politically driven conflicts arise.

Inbound travel to Southeast Asia is also increasing for two key reasons. The first is the region’s relative stability and peacefulness. The second is the growing visibility of Asian stories in Western media, which has sparked greater international interest in Southeast Asian destinations.

How has Expedia Group helped countries improve their tourism industry?

Expedia Group, through our portfolio of brands and B2B partners, helps countries bring more travellers to their destinations by strengthening global outreach. Governments invest significant resources in marketing and promoting their countries as tourism destinations, but many lack a fulfilment platform that can support visitors in planning and booking their trips. Our online travel platform fills this gap by enabling travellers to book flights, accommodation, and other services with ease.

We also provide governments with insights that help shape long-term tourism strategies. The large volume of travellers who use Expedia’s platforms gives us visibility into both short- and long-term travel patterns. Global events can create volatility in tourism flows and shift visitor demand, and understanding these changes quickly is crucial. With our datasets, we support governments in responding to emerging trends, developing sustainable tourism policies, and strengthening the resilience of their tourism economies.

How does Expedia Group contribute to digital transformation in travel?

Most people know Expedia Group as an app to book flights and accommodation, and that is indeed a core part of our business-to-consumer offering. But the company has grown far beyond that. Over the past 30 years, Expedia has become one of the world’s most connected travel marketplace. Today, we serve over 10 million active users daily across more than 70 countries, and connect travelers to more than 3 million properties and 500 airlines, dozens of cruise lines, and thousands of car rental providers that are listed on our platform. Our platform makes 800B AI predictions, and processes over 70PB of data - a capability that allows us to keep innovating and be at the forefront in serving travelers of today and tomorrow.

We also power the growth of many online travel platforms around the world through our B2B business. For instance, a bank that wants to offer travel products does not need to build its own online travel platform; it can partner with Expedia to tap into our global inventory. We also work with online travel platforms that you may be familiar with across and beyond the region, giving them access to a broad suite of travel products that they can offer directly to their users.

Inclusivity and access to technology are also central to our mission. Southeast Asia and South Asia are experiencing rapid digitalisation, and we want all players to benefit from this shift. To this end, we support offline travel agencies in these markets in adopting our digital tools so they can enhance their services and better meet the evolving needs of their customers.

What ways do Expedia Group leverage artificial intelligence (AI) to help travellers plan for their travel?

AI represents the next major shift in the travel sector. Agentic AI, in particular, unlocks high-value opportunities to simplify decision-making and reduce cognitive load for travelers. 

As many of you are aware, travel planning can be complex, even overwhelming. Agentic AI helps address these challenges in three powerful ways: First, in automating frequent travel scenarios: Business travelers often follow predictable patterns. AI agents can streamline these repetitive bookings, saving time while building loyalty and trust. Second, in simplifying complex itineraries: Multi-leg or multi-destination trips can be daunting. AI agents handle the heavy lifting e.g. searching, comparing, and optimizing across locations and modes so travelers can focus on enjoying the journey. And third, in creating more intuitive, conversational experiences: By blending the ease of chat with the structure of an app, AI agents deliver natural, responsive, and traveler-centric interactions, making planning feel effortless.

Other than launching an AI assistant, what other features has Expedia rolled out by harnessing the power of AI?

Beyond launching our AI assistant across our brands like Expedia and Hotels.com, we are also introducing new features and partnerships that use AI to better engage and support travellers that we serve.

Today, we’re seeing that the way people discover destinations has shifted dramatically. Inspiration and search now happen on social platforms, through generative AI interactions, and increasingly through emerging agentic AI tools. Yet there is still a clear gap between that initial moment of inspiration and the point where someone actually makes a booking.

We are thus working to close this gap by expanding our search and discovery capabilities through strategic partnerships with leading GenAI platforms. For example, we are launch partners for OpenAI’s new web browser, ChatGPT Atlas, and for OpenAI’s micro-apps in ChatGPT. We are also a launch partner for Perplexity’s new browser, Comet, with more collaborations underway. Although traffic from GenAI search remains relatively small, it is growing quickly and is converting into bookings at higher rates than traditional channels.

We are also innovating on social platforms. One example is Trip Matching on Instagram, a first-of-its-kind feature that allows travellers to share travel reels with us and receive personalised itineraries they can book seamlessly. Powered by agentic AI, it bridges the gap between social discovery and real-world travel planning.

What made you choose the degree you pursued in NUS?

Before accepting the university offer, I took a step back and asked myself two questions. First, what did I want to gain from university? Second, how could I satisfy my curiosity during my time there? The liberalised curriculum offered by NUS back in 2008, along with the range of unique modules available, were key factors that influenced my decision to study there.

Throughout my studies, my curiosity guided me to select some interesting modules. For example, courses from the Southeast Asian Studies Department allowed me to explore the cultural and historical details of the region, such as the murals painted in temples across Thailand. This helped me connect more deeply with locals during my trips abroad for work and often gave me an easy way to start conversations with stakeholders in my professional career. Another module on microloan initiatives in Hanoi, Vietnam, was eye-opening, as it showed me how grassroots financial systems can empower communities and transform lives. These experiences have had a positive impact on my working life, enabling me to build meaningful connections and contribute value in diverse settings.

What advice would you give to students, recent graduates, or early career professionals?

It is essential to approach life with curiosity and a willingness to learn. In Singapore, success is often measured by quantifiable measures such as grades. Do I agree? Not necessarily. I think it gives you a rough indication about a person’s capabilities but it is hardly the full picture. Excelling in grades is an art that can be mastered. And if you have social capital and the resources, it will help. But, we’re now entering an era where knowledge is in abundance and that it can be easily accessed with a good prompt. So one has to figure out how best to differentiate and stay relevant in the job market. I believe the clues to helping you achieve that lie in having a strong sense of curiosity. For example, studying a random variety of subjects as electives while in university might seem frivolous. But I can assure you that the sum of everything that you do along with the experiences you gain from your education will all account for something in due course. They will form the unique parts that help to shape you as a person, your attitude to work and how you bring value.