MEET THE FOUNDER
Experience Behind the Transformation.
I’m Verónica Sánchez Martín, founder of Between Forks.
With over 25 years of international experience in hospitality, I’ve worked at the heart of hotel operations, leading teams, managing financial performance and navigating the everyday challenges of running complex businesses.
That experience shaped my belief that lasting improvement starts with understanding how a business really works — and having the commitment to make meaningful changes happen.
Today, I bring that hands-on experience to Between Forks, helping hospitality businesses build stronger operations, more confident teams and a solid foundation for sustainable growth.
Experience Built on Responsibility
Working in hospitality means making decisions in real time, often under pressure, while balancing the needs of guests, teams and the business.
Throughout my career, I’ve been responsible for leading teams, managing operational performance and financial results, improving service standards and finding practical solutions to complex challenges.
I’ve experienced first-hand how unclear responsibilities, inconsistent processes and operational pressures can affect an entire organisation.
These experiences taught me that strong businesses are built through clear structures, capable people and ways of working that support both performance and growth.
My approach comes from years of doing the work, making decisions and taking responsibility for the results.
Real Experience
Meaningful Results
Throughout my career, I’ve worked in demanding hospitality environments where operational decisions directly affected guest experience, team performance and financial results.
These experiences have shaped how I approach business challenges today: understanding the bigger picture, identifying what needs to change and taking responsibility for making improvements happen.
THE CHALLENGE
A multi-outlet hotel operation where service standards varied between teams, responsibilities were unclear and departments worked too independently.
WHAT I DID
I developed and introduced shared operating procedures, clarified responsibilities during busy service periods and established more consistent team communication.
I also strengthened collaboration between Front Office and Food & Beverage to improve internal promotion and guest engagement.
THE OUTCOME
More consistent service across outlets, stronger coordination between departments and improved cross-selling opportunities.
The operation became less dependent on individual working styles and more supported by clear, shared processes.
THE CHALLENGE
A luxury hotel bar was facing possible closure following repeated leadership changes, staff departures and operational difficulties.
Its original design looked impressive but made efficient service difficult, particularly during busy periods.
WHAT I DID
I reorganised service stations, improved stock and equipment management, simplified the drinks offering and introduced clearer operating procedures.
I also recruited key team members, strengthened their involvement in the bar’s development and worked with other departments to attract new guests.
THE OUTCOME
Service became more consistent, the team stabilised and the bar developed a stronger identity.
Within the recovery period, demand increased significantly, turning a business facing possible closure into a popular destination.
THE CHALLENGE
A newly opened lifestyle-luxury hotel faced operational design limitations, followed by the disruption of COVID-19.
Reduced staffing, demanding working conditions and low team engagement placed additional pressure on performance.
WHAT I DID
I adapted service layouts, redesigned workflows and reorganised schedules around operational needs and team preferences.
I also involved employees more directly in financial performance, shared business objectives and developed greater individual responsibility.
THE OUTCOME
Within three months, the department moved from the lowest to the highest employee engagement ranking in its portfolio.
Revenue targets were exceeded despite the difficult operating conditions, while team coordination and internal development opportunities improved.
Real Estate Sector | Ongoing Project
Our experience is rooted in hospitality, but many operational challenges extend beyond a single industry.
Between Forks is currently working with a real estate business on an operational transformation project, now in its implementation phase.
The engagement demonstrates how a structured, hands-on approach can be applied beyond hospitality, adapting to the specific needs and realities of a different business environment.
Let’s Start a Conversation
Every business has its own challenges, priorities and ambitions.
Whether you’re exploring an operational transformation, looking for experienced support or considering a potential collaboration, we’d be pleased to hear from you.
For business enquiries and strategic conversations:
For marketing & Partnership:
