When Prosper put policy into its corporate travel booking flow, costs fell 15% and finance reclaimed a week every month

When Prosper first approached Ramp, the conversation was about accounts payable and corporate cards, not travel. But as the team dug in, it became clear that travel was where the most concentrated pain lived.

"Almost all of our reconciliation work came from travel transactions," said Jordan. "Knowing that Travel would be built into the same platform — that was what sealed the deal."

Prosper's evaluation was deliberate in a way that most vendor selections aren't. Keith ran two to three stakeholder meetings per month for nearly three months, methodically examining every platform-specific workflow that could break in migration. The team broke implementation into phases—accounting first, then vendors, expenses, and travel—so each was handled with the depth it deserved.

"Moving accounting software is a massive change," Keith said. "Take your time. Have meetings with all your stakeholders and really dig into the nuances. The upfront scrutiny pays back as a seamless day-one switch—and ours was exactly that."

The move wasn't just about consolidating platforms. It was about closing the gap between where decisions got made and where policy was supposed to govern them. Ramp consolidates what platforms like Amex Global, Concur, and Coupa had each been handling separately, from a single interface.

Employees booking travel felt the change immediately. They now see, at the moment of booking, whether a flight or hotel falls within policy. In-policy selections auto-approve. Out-of-policy choices are flagged in the booking flow, not after the receipt arrives. Every pending approval stays visible in the admin dashboard — nothing disappears into an inbox. And if a primary approver is unavailable, the request automatically routes to a backup, so no booking stalls waiting on a single person.

For the accounting team, the shift was quieter but just as significant. Every travel transaction now arrives pre-populated with the traveler's name, trip purpose, policy status, and coding, all in the same platform where expenses are managed and bills are processed. No cross-referencing or piecing things together after the fact.

A year after consolidating three platforms into one, the approval chains that used to break in spam folders are gone. So are the reconciliation sessions that compressed into month-end, the support tickets just to identify who made a purchase, and the employees who quietly gave up on the approved booking flow. What's left is the actual work.

500+ trips. 70+ destinations. $0 in booking fees.

Since Prosper activated Ramp Travel about a year ago, more than 500 trips for Prosper employees have been booked through Ramp Travel, all without booking fees. A traditional TMC would have charged $10 to $25 per booking. Prosper avoided paying thousands of dollars in booking fees for all those trips.

Among those trips: Keith's quarterly flights out of Dallas to see his team in San Francisco or Phoenix. The highlight isn't the meetings. It's taking his team out to dinner. His per diem runs over on those nights, but AP knows. The per diem policy is flexible enough for team dinners and quarterly in-person events without a formal exception request. That is what travel looks like when it works: not a line item to be managed, but how a remote leader stays connected to his people.

Across the business, employee travel costs decreased by up to 15% compared with Prosper's annual budget. Not because anyone tightened the belt, but because employees can now see whether a booking is in-policy before they click confirm. The guardrail is built into the decision, not applied after it.

Travel reconciliation went from 10-15 hours a month to less than one. Support tickets and complaints about the booking experience: zero.

That shift from reactive enforcement to proactive default is, in Keith's view, the structural win underneath all the time savings. "We can let Ramp be the bad cop," he said. "Finance doesn't have to chase anyone down. The system handles it. That changes the whole relationship between the finance team and the rest of the company."

Month-end became a calm wrap-up.

The more interesting shift is what that freed up downstream. Because Prosper isn't just using Ramp for T&E — it's running its full procure-to-pay cycle and accounting operations through the same platform.

For Alex in AP, it meant the end of the Concur logins and the end of the rigamarole just to identify who made a purchase. Prosper manages 2,560 vendors through Ramp, with every purchase order matched against its invoice and receipt before payment clears. An average of more than 400 bills move through the platform each month, representing millions of dollars in vendor payments. On average, 90% of those bills are fully automated — approved, forwarded, OCR-processed, and synced to NetSuite without anyone touching them. In recent months, that rate has been hitting about 100%.

For Jordan, the shift was in what close looks like. Approximately 84% of all transaction codings require zero human touch. Of 15,732 total codings, 13,161 were handled by Ramp without anyone on her team having to categorize, review, or correct them.

Add it all together, and the finance team has reclaimed more than 360 hours in the past year. That’s an average of thirty hours every month, compounding quietly across AP, accounting, close, and travel reconciliation. That is the run rate now. Not a projection.

"Saving time with better systems makes everyone's job easier, and that has compounding ripple effects across the whole company. It doesn't just help finance. It relieves friction for procurement, budgeting, planning. Everything gets cleaner." — Jordan, Accounting Manager

The company that built its business around removing financial friction for individuals has now done it for the organization itself. Lapsed reservations, stranded travelers, personal cards pulled out for company trips: none of it happens anymore. Not because Prosper wrote a better policy. Because the policy now lives where the decisions are made.

"Too many times, a vendor promises the sun, the moon, the stars, and delivers a couple of stars. Ramp delivers what it says. For a company our size, that's not something we take for granted." — Keith Frantz, Director of Enterprise Risk Management

Key takeaways from Prosper’s full-platform rollout:

• Assemble your stakeholders and put in work upfront. Keith and the Prosper team built a cross-functional tiger team before a single workflow moved. Locking in the full plan before migration and keeping that team aligned through each phase made the multi-platform transition seamless in a few short months.
• Layer implementation with intention. Know which workflows depend on each other and stabilize those first. Prosper moved accounting and AP infrastructure first, then layered in cards with expenses and travel.
• Put policies at the point of purchase. Traditional T&E tools flag violations after the fact. Ramp puts policy inside the booking search so employees see in-policy and out-of-policy options before they confirm. Behavior changes before the spend happens, not after. This helped Prosper lower spend without tightening the budget.
• Shift finance from enforcer to policy architect. Build thresholds from real spending data, not assumptions, and include flexibility for team events and off-sites. Then, let Ramp enforce it. Use the reporting to review patterns and tighten the rules over time. Finance's job shifts from chasing violations to designing better guardrails — and that changes everything about how the team operates.

Where does your travel policy live?

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