Discova Charts a New Course: Global Scale, Local Soul in Asia Tourism

Discova, the destination management company owned by Australia’s Flight Centre Travel Group (FCTG), has been steadily building its profile across Asia and the Americas since rebranding from Buffalo Tours in 2019. At PATA Travel Mart (PTM2025) in Bangkok, Peter Weibel, Regional General Manager for Cambodia, Laos, Myanmar and Thailand, outlined how the company has emerged from the pandemic determined to combine scale with a strong community ethos and a clear stance on sustainability, during a conversation with David Barrett, host of Trends.

Weibel, who oversees what he calls the “Golden Opportunities” markets of Thailand, Laos, Cambodia and Myanmar, is quick to stress that Discova’s growth is about more than simply expanding a regional footprint. The group is placing emphasis on the people and places that shape its products, with community-based tourism now central to the portfolio. In Saraburi, outside Bangkok, the company is developing a homestay project to support local livelihoods, while in Bali an immersive, eco-conscious retreat is nearing completion. Similar ventures in Laos and Cambodia are being pursued as Discova looks to build authentic itineraries that resonate with travellers increasingly seeking purpose and immersion. “It’s not just a responsibility because of my position,” Weibel said, “it’s something I’m very passionate about. It’s like a love relationship with the teams and the communities.”

That positioning aligns with changing demand. Traditional group travel remains important, but the company is selling more educational programmes, tailor-made multi-country journeys and immersive day tours that give visitors a richer connection to the destinations. Food tours, for instance, sit alongside classic excursions such as Kanchanaburi, offered with new perspectives. Weibel points to the strength of Discova’s educational partnerships as a key differentiator, noting that these experiences link inbound tourism to direct community benefit. This also plays well in Discova’s core source markets of Australia and the UK, with the United States now showing strong growth.

Sustainability is being treated not as a marketing tool but as a threshold requirement. “It is in our DNA,” Weibel said, explaining that Discova has turned down local suppliers who do not meet its standards on animal welfare, community engagement or environmental impact. “We would rather work with the companies that are in line with what we believe in than just become another operator making exceptions.” Such a stance, in a region where standards vary widely, sends a signal to both trade partners and consumers that meaningful and responsible travel is not optional if they wish to work with Discova.

The conversation inevitably turned to technology. While many in the industry speculate about artificial intelligence reshaping the business, Weibel was pragmatic. A new reservation system is being introduced to streamline communication between Discova, its suppliers and clients, incorporating AI to handle repetitive tasks such as checking hotel ratings or reviewing content. Yet, he argued, the business remains fundamentally human. “AI can really help us take a few steps that were normally done manually, but at the end of the day it is still a business run by people.” The aim is to make booking processes more efficient without erasing the personal interaction that defines destination management.

Discova currently has offices in 10 countries in Asia with sales offices in UK, USA and Australia. That global reach gives it the flexibility to create tailor-made in-destination solutions and to link partners with opportunities across markets. Having an established presence in Australia and New Zealand strengthens its outbound channels, while its growing American business offers another layer of diversification. The company sees its knowledge base, its people and its passion for travel as its strongest assets, presenting itself as not merely a logistics provider but a curator of discovery, education and adventure.

Flight Centre’s ownership offers stability and distribution muscle, but Discova’s differentiation lies in its ability to interpret destinations at a local level. This is particularly crucial in Southeast Asia, where connectivity and infrastructure can be unpredictable. Myanmar, for example, presents obvious operational challenges, but Weibel maintains a team there to support contracting and rate management, keeping the market viable for the future. In Laos and Cambodia, flight capacity outside the peak season remains constrained, but Discova is working to create year-round itineraries that still deliver value.

Looking ahead, Weibel sees opportunity in tailoring products for younger travellers. With Gen Z already reshaping expectations around authenticity, sustainability and digital connectivity, Discova is betting that its investment in community partnerships and technology will prove timely. The balance of scale and sensitivity to local conditions is delicate, but it is one the company believes will keep it relevant in an increasingly competitive DMC sector.

Discova’s ambitions are global, with expansion driven both by acquisition and organic start-ups. But the ethos remains rooted in the idea of discovery. As Weibel noted, it is not just about building market share, but about connecting travellers to destinations in ways that are meaningful for both visitors and host communities. For a company that was formed six years ago, after Buffalo Tours joined the FCTG family, the trajectory suggests that Discova is positioning itself as a new kind of DMC, one that seeks to marry corporate scale with a conscience.

Special thanks to Pacific Asia Travel Association (PATA) for facilitating this interview.