BETWEEN FORKS

Structural Margin Architecture for F&B-Driven Hotel Assets

Occupancy can rise.
Revenue can grow.
And EBITDA can still erode.

In hospitality, instability rarely appears as crisis.
It accumulates through unmanaged operational variability.

Between Forks redesigns the internal architecture of F&B-intensive hotel operations to protect margin, stabilise labour cost and restore structural control.

For CEOs, CFOs and ownership teams operating where F&B materially shapes profitability.

Begin Structural Review

The Executive Signal Most Leaders Ignore

Across F&B-intensive assets:

  • Occupancy grows.
  • Revenue expands.
  • Labour volatility rises.
  • Overtime normalises.
  • Leadership load increases.

Headline metrics remain stable.
Structural deviation does not.

THE STRUCTURAL PROBLEM THE INDUSTRY NORMALISED

Hospitality perfected the external experience.
The internal operating system evolved by inertia.

  • Roles expanded without redesign.
  • Shifts built on habit instead of demand curves.
  • Middle management absorbing structural gaps.
  • Technology layered without integration.

What became normal

  • Turnover as baseline.
  • Overtime as culture.
  • Variability as routine.
  • Engagement as survey metric.

When structural misalignment persists,
margin erosion precedes financial visibility.

This is not a labour issue.
It is a structural margin design failure.

THE STRUCTURAL ARCHITECTURE BEHIND F&B MARGIN STABILITY

In hospitality assets, margin consistency is not driven by occupancy alone. It is determined by structural design across three interdependent layers.

Organisational & Talent Architecture

  • Undefined ownership. Role expansion without redesign
  • Middle management absorbing structural gaps
  • Psychological misalignment between capability and operational load
When design ignores human architecture, turnover becomes structural, not incidental.

Flow Engineering & Operational Infrastructure

  • Shifts designed from historical habit instead of demand curves
  • Capacity imbalance across peak and off-peak periods
  • FOH–BOH micro-friction embedded in physical layout
  • Accumulated Muda, Mura, Muri within service flow
Unmanaged variability translates directly into OpEx instability

System Integration & Control Discipline

  • Fragmented PMS–POS–Stock ecosystems.
  • Limited linkage between operational data and financial reporting.
  • CapEx decisions disconnected from flow efficiency.
  • Overtime and error cost hidden inside reporting averages.
Without statistical visibility and control discipline,
structural drift remains undetected until margin compresses

Asset stability is not a cultural initiative
It is an engineering outcome

EXECUTIVE SIGNALS OF STRUCTURAL DRIFT

  • Variance increases while headline metrics remain stable
  • Reporting obscures operational deviation
  • Structural ownership is unclear
  • Control requires constant managerial escalation
  • Capacity mismatches repeat across shifts
When deviation becomes normalised, the system is already misaligned

STRUCTURAL CORRECTION IS MEASURABLE

When structural variability is reduced:

  • Overtime volatility contracts
  • Labour cost variance stabilises across shifts
  • Revenue per employee gains predictability
  • Leadership compensation effort declines
  • Standards sustain without constant reinforcement

Lean flow discipline removes Muda, Mura, Muri from service architecture.
Six Sigma control restores statistical visibility across critical operating variables.

Stability is not cultural.
It is engineered.

SELECTIVE STRUCTURAL ENGAGEMENT
Structural correction is designed for

  • F&B-intensive hotel assets
  • Ownership requiring statistical visibility
  • CFO-level cost discipline
  • Leadership prepared for structural redesign

This is not advisory support.
It is operating architecture intervention.

REQUEST A STRUCTURAL REVIEW

Margin instability rarely appears as crisis.
It accumulates quietly through unmanaged variability.

Structural clarity precedes stability..

Begin a Structural Review.

FOUNDER

Between Forks™ was founded by Verónica Sánchez Martín.

Her career developed inside operationally complex hotel environments where F&B performance materially influenced overall asset results.

Responsibility across full hotel structures, with direct exposure to labour volatility, service variability and cost discipline at operating level.

Professional formation shaped in settings where standards were enforced through structure, not supervision.

Between Forks™ was created to address structural instability in F&B margin systems through integrated behavioural design, flow engineering and statistical control.

Executive BackgrounD