With the aim of maximizing the value of each stay and motivating the team to sell additional services, we designed and implemented a comprehensive upselling strategy.

After the first year of the project, we achieved 6% growth in ancillary revenue and 80% occupancy in premium rooms.

A leading group in the tourism sector had to decide how to compete in Portugal: single brand or multi-brand? Which brand had the greatest potential? Through multi-methodological analysis, the best strategic option was identified.

Management was able to make an informed decision, reducing risks and maximizing the success of its entry and positioning in the new market.

The Food & Beverage area needed to stop being a cost center and become a revenue driver.

Purchasing processes, recipes and menus, and waste management were optimized, while also strengthening the team's commercial capabilities.

The result: a 10% reduction in costs, a 15% reduction in waste, a 25% increase in sales of higher-margin beverages, and a 30% increase in per capita consumption, along with improved customer satisfaction.

A transportation company needed to select the right brand to launch a new mobility platform while minimizing reputational risks.

Using our proprietary methodology for analyzing brand appeal and risk, we evaluated options and provided Renfe with the key information it needed to make an informed decision, with full visibility of the brand's potential and risks at the national and international levels.

A hotel group needed to professionalize and scale its commercial function in order to grow as a management company.

A comprehensive strategic business plan, which redefined the model, organization, processes, roles, KPIs, and technological support.

The result was a more efficient and results-oriented commercial function, capable of improve current performance and capture new growth opportunities.