MCH helps small hospitality businesses with the unglamorous things: booking system migrations, in-house revenue management, 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.
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.
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.
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.
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.
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.
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.
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.
If we can measure it, we measure it. Before/after, like-for-like, with the caveats spelled out.
I've done the job. I know what's actually getting in your way, not what looks neat in a process map.
No "synergistic transformation initiatives." Just what's broken, what we'll do, and what it'll cost.
Whatever I set up needs to keep running once I'm gone. Documentation is part of the deliverable, not an extra.
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.
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.
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.
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.
Multiple restaurants moved between booking systems — data, table layouts, integrations, payments — without losing a service. Different domain, same migration discipline.
Hospitality operations, systems & revenue. UK-based, working with small to mid-sized operators who need real change, not a deck.
Bars · Cafés · Restaurants · Hotels · Holiday Parks
UK · Remote & on-site
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, 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."
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, day-to-day operations, 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.
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.
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.
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.
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.
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.
Depends on the work. Smaller advisory engagements 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.
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.
UK · Remote & on-site
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.