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There’s a particular kind of trust we place in luggage. We fill it with our most valuable belongings, send it down conveyor belts and across continents, and hope it comes back intact. 

For Gareth Hughes (Vice President of IT at Samsonite), that idea of trust sits at the heart of how technology should show up in the travel goods industry. And as AI tools and services become increasingly prevalent in the sector, we wanted to understand his perspective on how tradition and tech can work together. 

Samsonite, he explains, doesn’t see a tension between its long craft heritage and its future-facing technology strategy: “At Samsonite, we see heritage and innovation as complementary rather than competing forces.” 

Using tech to support trust 

Decades of experience understanding how people travel (and how luggage fails under stress) guides every technology decision the company makes. “Our craft heritage gives us a deep understanding of how people travel, what stresses luggage endures, and what ‘trust’ means in a product that literally protects someone’s most valuable belongings. Technology becomes a way to extend that trust.”

That approach is key, because Hughes is clear that not all innovation is progress. “We’re careful not to introduce technology for its own sake,” he says. Instead, Samsonite applies a simple but demanding test: “Does this materially improve durability, security, sustainability, or convenience?” If the answer isn’t clear, the technology doesn’t make it into the product. 

Advances in materials science are a good example – enabling “lighter, stronger shells without compromising our design DNA” – while digital features such as tracking, smart locks, or service tools are added only when they “enhance the long-term ownership experience.” The goal, Hughes emphasises, is a balance that ensures “every innovation still feels unmistakably Samsonite.”

The same principle carries through to how the company is planning its technology roadmap over the next few years. Hughes points to changing patterns in how (and why) people travel. “We’re tracking not just volume but patterns – shorter trips, blended business-leisure travel, and the shift to carry-on-first behaviour,” he explains. Those patterns influence everything from product design to inventory planning and forecasting.

Making relationships stronger with data 

At the same time, Samsonite is seeing stronger direct relationships with customers. “Data showing higher engagement with our owned digital channels is informing investments in personalisation, unified customer profiles, and predictive service tools,” Hughes says. 

Expectations don’t end at checkout, either.

“Warranty, repair, and refurbishment data tell us customers increasingly expect the same level of transparency in post-purchase care that they get in e-commerce logistics.”

And sustainability is woven through all of this, with “demand signals around recycled materials, product longevity, and circularity” shaping both materials innovation and service design.

Tech needs to boost resilience 

Behind the scenes, resilience has become just as important as efficiency. With a global supply chain spanning continents, Hughes says two technology investments have been particularly valuable. 

The first is visibility. “Integrating data from suppliers, factories, transportation partners, and distribution centers into a single real-time view has been transformative,” he explains. It allows Samsonite to “predict disruptions earlier, make smarter inventory decisions, and manage multi-brand complexity in a more coordinated way.”

The second is flexibility. Investments in “advanced planning (APS) tools, digital twins, and more flexible ERP integrations” mean the organisation can scenario-plan rather than simply react. Hughes adds that automation in packaging and warehousing, alongside strong data governance, is helping to make sure “our global operations speak a common language.”

And customers should feel the benefits 

For customers, the payoff is an end‑to‑end journey that feels smoother and more considered. Hughes sees opportunities right from the moment of discovery. “Personalisation, interactive product visualisation, and AI-powered sizing and packing tools help customers choose the right product for how they travel – not just what looks good,” he says. During purchase and fulfilment, trust comes from clarity: “A unified commerce experience – inventory visibility, near-real-time delivery options, flexible pickup and return networks – removes friction and increases trust.”

Ownership doesn’t stop when the trip starts. Hughes points to “digital product passports, embedded smart components (tracking, digital locks), and proactive care reminders” as ways to make ownership easier and more secure. 

And when something goes wrong, technology has a critical role to play. “Digitising our repair ecosystem, with self-service scheduling, diagnostic tools, and parts visibility, can dramatically enhance sustainability while strengthening customer loyalty,” he says. “There’s a huge opportunity for technology to make repairs feel as seamless and premium as the original purchase.”

Looking ahead, Hughes is pragmatic about which emerging technologies really matter. “Lighter, more durable, more sustainable materials will redefine product performance more than any other innovation,” he says, pointing to materials science and advanced composites. AI also looms large, particularly for “better demand visibility” that enables “more tailored products, better assortments, and less waste.” Digital product passports stand out for their potential to reshape “repairability, warranties, resale, and circularity.”

Tech careers are always in flux 

Even as technology reshapes the industry, Hughes’ advice to those building careers in it is strikingly human. Reflecting on his own journey, he says simply: “Your career will change – what I was doing in 2002 I’m not doing now! Networking and building relationships is so key.” Roles may come through applications, he notes, but influence and opportunity often come through people. “First impressions are huge and can lead to great things!”

As travel continues to rebound and expectations rise, Hughes’s perspective reminds us that innovation should always aim to extend trust – thoughtfully, deliberately, and with the customer firmly in mind.