Availability this year · Est. 2026 · UK

Hospitality operations, systems & revenue, done from the inside.

MCH helps small hospitality businesses with the unglamorous things: booking system migrations, in-house revenue management, stock taking, day-to-day operations, and the IT that holds it all together. Run by an operator who's done the work, not a consultant who's read about it.

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In hospitality

Twenty years

Where

Bars, cafés, restaurants, hotels, holiday parks. Top to bottom, front to back.

How

From the kitchen to the spreadsheet. Fix the highest-leverage thing first.

Based

UK. On-site across the country, remote worldwide.

01 · What I do

Seven things I do properly, because I've actually done them.

Each of these is something I've built or run inside a real hospitality business under real pressure, not theory, not a slide deck. If your problem looks like one of them, we should talk.

01 / Migration

Booking system migrations, without breaking the business.

Moving booking software is the kind of project everyone dreads and most operators put off for years. I've done it across multiple businesses, in both accommodation and restaurants. Data transfers cleanly, the website works on day one, bookings keep flowing.

  • End-to-end accommodation PMS migration
  • Restaurant booking system migration
  • Data integrity, unit imagery, descriptions, automated emails
  • Payment provider setup & rate negotiation

Scoped on enquiryEnquire

02 / Revenue

Revenue management, brought in-house.

If a big slice of every booking is going out the door in commission (including your own direct ones), there's money on the table. I'll build the pricing logic, set up the channels, and show you the numbers that prove it's working.

  • Pricing model build & segmentation
  • Channel strategy & commission analysis
  • Forward-pace tracking & weekly review rhythm
  • Exit strategy from contracts that no longer serve you

Scoped on enquiryEnquire

03 / Stock takingNew for 2026

Stock taking that tells you something.

Wet and dry counts done properly, then turned into numbers you can act on: GP by category, variance against what you should have used, and a short written note on where the gap is. Not a spreadsheet dumped in your inbox on a Monday with no explanation. One-off counts or a regular schedule, bars, restaurants and holiday parks.

  • Full wet & dry stock takes, on site
  • Gross profit by category, actual against theoretical
  • Variance & wastage analysis you can act on
  • Stock system setup, par levels & counting routines for your team
  • Monthly, quarterly or ad hoc, including year-end and handover counts

Scoped on enquiryEnquire

04 / Operations

Day-to-day ops, tightened up.

Rotas, changeovers, housekeeping flow, supplier admin, compliance: the stuff that decides whether your week is calm or chaotic. There's no shame in how you're running it now. You do what you do best, guests, food, hospitality. I do the rest. I'll audit what's actually happening, design something simpler, and put the tools in place to run it.

  • Workflow audit & task inventory
  • Changeover & housekeeping systems
  • Supplier & stock processes
  • KPI design tied to outcomes you control

Scoped on enquiryEnquire

05 / IT & Infrastructure

Small-business IT, without the overheads.

Most small operators are either paying too much for a managed services contract or quietly held together by whoever's least scared of the router. I'll set up devices, cloud accounts, network layout and remote access, and document it so it doesn't all collapse when I leave.

  • Cloud accounts & user admin
  • Device management & rollout
  • WiFi & network planning, on site
  • Remote access & admin tooling

Scoped on enquiryEnquire

06 / Websites

Websites, built or rebuilt, then actually looked after.

Most small hospitality websites are either tired, rented from an agency for a steep monthly fee, or fighting the booking system instead of feeding it. I design, build and maintain sites that load fast, read well, and send bookings direct. See kendricks.life and dartmouthholiday.co.uk for two live ones.

  • New site design & build, or a redesign of what you've got
  • Copy, imagery & booking integration handled together
  • Hosting, domains, backups & security sorted properly
  • Ongoing maintenance & content updates, without the retainer drama

Scoped on enquiryEnquire

07 / Strategic

A second pair of eyes on the operation, for owners who don't have a number two.

Most independent hospitality businesses don't have a senior ops person who can cover both the floor and the spreadsheet. Sometimes you don't need a full-time hire. You need someone you can hand a problem to, get a real plan back, and have the work actually happen. That's what this is.

  • Standalone projects (relaunches, openings, transitions)
  • Ongoing ops review & KPI reporting
  • Director / GM advisory & cover

Scoped on enquiryEnquire

02 · How I work

No slide decks. No fluff. Just the work.

I'm not interested in selling you a workshop or a transformation framework. I'm interested in whether the thing actually works on a wet Tuesday in February when half the staff have called in sick.

Most consultants in hospitality have never actually run a shift. I have, for twenty years: bars, cafés, restaurants, hotels, holiday parks. I've been in the kitchen, behind the bar, on the front desk, scrubbing the toilets, sorting the rota at midnight. That means when I ask why something's broken, I usually already know the three most likely answers, and which one to bet on.

It also means I work the way operators work: get in, look at what's really happening, fix the highest-leverage thing first, document it so it survives me leaving. No quarterly retainer for the sake of one. No 60-page report no one will read.

Where it matters, I bring the numbers. Where it doesn't, I don't pretend.

i

Evidence over opinion

If we can measure it, we measure it. Before/after, like-for-like, with the caveats spelled out.

ii

Operator's eye

I've done the job. I know what's actually getting in your way, not what looks neat in a process map.

iii

Plain language

No "synergistic transformation initiatives." Just what's broken, what we'll do, and what it'll cost.

iv

Build to leave

Whatever I set up needs to keep running once I'm gone. Documentation is part of the deliverable, not an extra.

03 · Track record

Some recent work, broadly speaking.

A flavour of what's been delivered recently. Specifics (businesses, numbers, the lot) are kept off the page on purpose; they belong in a real conversation about your situation, not a marketing pitch about mine.

Recent · Holiday park

A full systems relaunch, in a single day

New booking system, revenue management brought in-house, new website, new payment provider, new marketing strategy, all live on the same morning. The kind of project most operators put off for years because of how risky it looks. Done without losing a booking.

In-house

Recent · Same site

Direct booking mix, rebuilt from scratch

By taking pricing in-house and rewiring distribution, the share of revenue coming from direct bookings shifted significantly in a single quarter. The kind of change that usually takes operators a year or more, and the basis for renegotiating a long-standing commission contract.

Direct first

Recent · Pricing

A dynamic pricing engine, built in-house

A pricing model built from scratch to replace an agency's rate sheet: unit-grade and whole-park occupancy, a point-based weighting system to balance value across accommodation types, seasonal week scoring, and stay-length weighting. It reacts to booking patterns faster than the old model ever could.

Built in-house

Ongoing · Apps & tools

Small apps that replace big admin

Purpose-built working tools rather than software subscriptions: guest-facing apps, order-at-table with kitchen screens, revenue and commission calculators, cash-up and banking apps, plus HR and staff productivity tools that take the friction out of rotas, tasks and handovers. Each one built around how the team actually works, and documented so it keeps running.

No subscriptions

Recent · Websites

Two websites, designed, built and maintained in-house

A restaurant site with menus, promotions and reservations wired straight into the booking system, and a destination guide built to pull search traffic and convert it into direct bookings. Both designed, written, built and hosted without an agency, and both maintained as the businesses change rather than left to rot.

Direct traffic

Ongoing · Stock

Wet and dry stock, counted and explained

Regular bar and kitchen counts across a restaurant and a holiday park, with GP by category and variance reporting that actually gets read. The counts caught the pricing errors, the pour issues and the supplier mistakes that a till report never will, and gave the team par levels and a routine they could keep running themselves.

Counted properly

Ongoing · Multi-site

IT & infrastructure, kept in-house

Cloud accounts, devices, remote access, plus the physical layout of WiFi and network across the site. The kind of work that gets quietly outsourced for a steep monthly fee, or done properly in-house for a fraction of that.

No outsource

Earlier · Restaurants

Restaurant booking systems, more than once

Multiple restaurants moved between booking systems (data, table layouts, integrations, payments) without losing a service. Different domain, same migration discipline.

No downtime

Always · Everywhere

Documented, so it survives me leaving

Every system, process and tool above comes with a written handover: what it is, how it works, what to do when it breaks. The test of good work isn't whether it runs while I'm there. It's whether it still runs six months after I've gone.

Build to leave

04 · About

Twenty years on the floor, and behind the spreadsheet.

I've worked every shift hospitality has to offer. Opening, closing, cash up, complaint at the door, fire alarm at 3am, missing chef, broken till, full house with no clean rooms. I've been in the kitchen, behind the bar, on the front desk, handling the housekeeping issue no one else wants to deal with. The reason MCH exists is that after twenty years of those days, you stop seeing problems and start seeing patterns, and most of the patterns have the same handful of fixes.

The technical work (system migrations, revenue management, stock, IT) came from the same place. Small operators can't afford the agencies and consultancies that bigger operators take for granted. So you learn to do it yourself, and you do it well, because the alternative is doing it badly.

"I'd rather be the person who's done it once than the person who's read about it twice."

What this means for you: if you hire me, you're not buying a methodology. You're buying someone who'll show up, look at what's really happening, and tell you the truth, including when the answer is "you don't need me, you need a duty manager and three weeks of clear time."

05 · Common questions

Things people usually ask before getting in touch.

What does MCH actually do?

MCH helps small and mid-sized hospitality operators with the unglamorous things that make a business work: booking system migrations, taking revenue management in-house, stock taking, day-to-day operations, websites, and the IT that holds it all together. The work is delivered by Mark Campbell-Heard (twenty years on the floor and behind the spreadsheet), not a team of associates.

Who is MCH for?

Small to mid-sized hospitality businesses (holiday parks, independent hotels, restaurants, bars, cafés) that need real operational change without the overhead of a large consultancy or the friction of a long engagement. Most clients are owner-operators, GMs, or directors of businesses turning between £500k and £5m a year.

Do you work remotely or on-site?

Both. UK-based, on-site work across the UK. Remote engagements available worldwide for anything where physical presence isn't essential: systems migrations, revenue management setup, KPI design, ongoing advisory. Stock takes are on site by nature.

What does a stock take involve?

A full count of wet and dry stock on site, usually outside service hours, reconciled against purchases and sales to give you gross profit by category and the variance between what you should have used and what you did. You get a short written summary of where the gap is and what to do about it, not just a number. One-off counts, handover and year-end counts, or a regular monthly or quarterly schedule.

How are you different from a regular hospitality consultant?

Most hospitality consultants have never worked a service. I have, for twenty years, every role from coffee bar to ops manager. That changes how the work is done: less time spent diagnosing problems anyone in the building could explain, more time spent fixing them. I leave behind documented, working systems rather than reports.

What does an engagement look like?

Most start with a 30-minute call to work out whether it's a fit. If it is, you get a short written scope and a number: fixed-fee for projects, day rate for fractional work, retainer for ongoing engagements. The first piece of paper you see is the scope, not a 60-page proposal deck.

How much does it cost?

Scoped on enquiry. Pricing varies by the size of the business and the scope of the work. The reason there's no published rate card is that hospitality businesses come in too many shapes for one to make sense, and you should know exactly what you're paying for, not a default number.

How quickly can you start?

Depends on the work. Smaller advisory engagements and stock takes can usually start within two to three weeks of agreeing scope. Larger projects (full system migrations, for example) typically need four to six weeks of prep before go-live. Current availability for new work is shown at the top of this page.

06 · Get in touch

Got something broken, stuck, or worth doing?

The best fit conversations usually start with a paragraph or two about what's actually going on. No need for polish. I'll come back within two working days with whether I can help, what it might look like, and what I'd want to see first.

Or just email directly

UK · Remote & on-site

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What happens next

A 30-minute call to work out whether it's a fit. No charge, no pitch. If I can help, I'll send a short scope and a number. If I can't, I'll usually know someone who can.

Current capacity One project + one ongoing client.
New work starting Q3 / Q4 2026.