KAMILLA FERRY · SENIOR BUSINESS ADVISORY · STOCKHOLM & THE NORDICS
The business is running — but the results are not
I help owners and management in hotels, hospitality and owner-led businesses identify where profitability, the offer and execution are leaking — and make decisions hold up in day-to-day operations. No more ideas. Impact on results. The first step is a conversation.
FOR
Owners & Management
CORE
Hotels, hospitality, owner-led
FIRST STEP
One conversation, 20–30 min
DOES THIS SOUND FAMILIAR
The problem is rarely “business development”
Owners and management are focused on day-to-day operations, on why the numbers are not following, and on an organisation waiting for direction. That is where M2L works — in hotels, hospitality and owner-led businesses.
Occupancy holds — but profitability does not.
Revenue and margins diverge even when the property is full.
Strategy gets stuck between the meeting room and operations.
Many initiatives. Few that are fully implemented.
Owners and management do not see the same picture of what should apply.
The restaurant and the hotel feel like two separate businesses.
The guest notices it. So does the P&L.
We have invested. Sales are not keeping pace.
The capital is in place. The business has not caught up.
We need revenue beyond peak season.
The season is not enough. The concept needs to perform for more of the year.
YOUR ADVISER AND THE PERSON BEHIND M2L
You are not hiring an agency. You are bringing in Kamilla Ferry.
Kamilla Ferry
Founder and senior adviser · leads every assignment personally
M2L Consulting provides senior business advisory for owners and management. Not a large consultancy. Not a workshop company. I step into the business, identify what management has become too close to see — and stay until the decisions are embedded in day-to-day operations.
25+ years in leadership and advisory
Decisions, structure and execution — not more plans on paper.
1-on-1 with owners and CEO
When the assignment requires it, selected specialists are brought in. The relationship remains close to management.
Discreet
Confidential assignments. That is why the cases are anonymous — not because they do not exist.
25+
YEARS IN LEADERSHIP & ADVISORY
Nordics
HOTELS, HOSPITALITY & OWNER-LED BUSINESSES
1-on-1
DIRECTLY WITH OWNER & CEO
Discreet
CONFIDENTIAL ASSIGNMENTS
WHAT I STEP IN TO DO
No more ideas. Decisions that hold up in day-to-day operations.
Hands-on work close to management — in the hotel, the hospitality business, or the owner-led company.
What is actually holding back results — pricing, offer, costs or internal bottlenecks.
Profitability analysis
What you should be known for and charge for — clear enough for the whole organisation to act on.
Positioning
What to invest in, in what order — and what to deliberately stop.
Prioritisation of initiatives
Organisation, responsibilities and decision paths so strategy turns into action
Business structure
Implementation support
Close to management on site until the change takes hold — not merely until it is decided.
Owner, operator, operations
When several parties share the same property but do not see the same picture — clarity on what should apply.
PREVIOUS ASSIGNMENTS
What it has looked like in the business
These two cases are published with the companies’ consent — anonymously, without invented names, logos or figures.
Published · boutique hotel
A Nordic owner-led boutique hotel
INTERVENTION
Mapping from occupancy to revenue by segment. Management priorities. Support until the new pricing and offer structure was embedded in day-to-day operations.
Strong occupancy, pressured margins and disagreement on price and positioning.
CHALLENGE
RESULT
Common direction, clearer offering and decisions that were implemented in operations.
PUBLISHED · OWNER-LED GROUP
A growing owner-led hotel and restaurant group
CHALLENGE
Multiple units, growing complexity, parallel initiatives without clear priorities.
INTERVENTION
Business architecture at group level — responsibilities, decision paths and priorities close to the CEO and owners, with operational support over time.
RESULT
Fewer parallel tracks. Decisions that could be executed in operations.
New concept. The organisation was not on board.
TYPICAL ASSIGNMENT · ESTABLISHMENT
CHALLENGE
Disagreement over investments and commercial direction. Decisions got stuck between owners, operator and operations.
INTERVENTION
Work at the intersection of what should apply, who decides, and what must be executed day to day.
RESULT
A shared direction and decision paths the management team could carry — not more meetings without outcomes.
HOW I WORK
From the big picture to impact
Structure
priorities
execution.
Three steps. No unnecessary complexity.
Big picture
Business model, occupancy, pricing and internal flows — we start where results are actually created.
Prioritisation
Insights become decisions. Clear what needs to be done, by whom — and what should not be done at all.
Execution
On-site support close to management. Decisions that hold up day to day — not only in the boardroom.
Effect
Fewer initiatives getting stuck. Results visible in the numbers, not only in the plan.