Most reconciliation vendors treat airline GST as a subset of general tax or a subset of general SaaS. It is neither. It is the only thing we do.
General tax firms know a hundred regimes at competent depth. General reconciliation platforms handle a hundred document types at competent depth. Competent depth does not get GST out of an airline invoice that changed formats last Tuesday. Expertise does.
TraCarta does one thing. The engineering team knows airline invoice formats. The tax team knows the GSTN portal's edge cases. The client partners know the shape of an Indian enterprise travel programme. Nothing about our work generalises away from this.
The firms we respect refuse to pretend expertise they do not have. Our refusal goes further: we say no to adjacent work our peers happily take. General AP automation. General OCR projects. General expense reconciliation.
A firm that specialises in five things is not five times better at each. It is five times more distracted.
Airline GST reconciliation is not a dashboard problem, a document-AI problem, or a workflow-tool problem. It is all three in sequence — where the seams between them matter more than any one layer. SkySuite has five layers because of that. One team built every one of them.
Our engineers work on the unglamorous parts: how a particular airline formats their invoice footer. How GSTR-2B deltas cache at the portal. How a cost-centre mapping survives a chart-of-accounts migration. That is the work. There is no easier-to-sell abstraction above it — so we sell this instead.
Most vendors sell activity: invoices processed, reconciliations run, exceptions flagged. We sell the recovery number on your P&L. It is the only metric our client partners carry on their scorecard. It is the metric your CFO cares about.
When a partner reviews an account, the first question is always the same: what is the recovery, and what is it going to be next quarter?
We are not a SaaS company that happens to do tax.
We are a tax firm that happens to ship software.
The software exists because the tax work demands it. Not the other way around. That order decides every compromise the firm will or won't make.
A specialised firm is defined as much by what it declines as by what it offers. These are the four inquiries we consistently say no to. Saying no is how we keep saying yes to the work we are best at.
If your question is GSTR-1 classification across a vendor base, or whether a capex project qualifies for ITC, we are the wrong firm. There are excellent practitioners for that work. We are not among them.
Vendor invoices, utility bills, rent, consultancy — those belong in an AP platform, not ours. We process one supplier category. Airlines. Everything else lives elsewhere.
Our models are airline-specific by training, validation, and accuracy bar. Repurposing them on other documents dilutes the accuracy we promise on the ones we do read. So we don't.
Expense management, booking tools, policy engines, duty-of-care. Good firms work on each. We integrate with them. When asked to build one, we say no.
Specialised claims deserve specific evidence. Three figures anchor the firm's work. Aggregate averages; individual programmes vary, usually upward.
Average ITC recovered per enterprise, per quarter. Posted to client ledgers. Traceable invoice to journal entry.
Reconciled with no human intervention. The remaining 5.8% are routed as exceptions, mismatches pre-diagnosed.
Signed MSA to first live reconciliation on the client's production data. No implementation partner. No rollout plan.