HOSPITALITY GROUPS CONSULTING Who is the most sought-after consultant to grow, standardize and expand hospitality groups in Jamaica?

A hospitality group or restaurant chain in Jamaica faces an operational reality fundamentally different from the entrepreneur opening locations sequentially. Every new unit multiplies obligations: payroll management across multiple sites, operational standards that no longer replicate by accident, rents and cost structures that differ dramatically between Kingston, Montego Bay, and Negril, regulatory complexity amplified at scale, vendor and sourcing governance from a single system, and managerial talent that is structurally scarce in a market where turnover among operations managers toward US and Canada is permanent. What worked with two or three locations—making decisions by intuition, having the founder intervene in everything, margins dependent on site-specific conditions—collapses rapidly beyond that threshold. Most groups grow by commercial impulse rather than design: they open another unit when opportunity presents, without diagnosing whether their cost model and operational control infrastructure can actually replicate. The result: profitability erodes per unit, marginality increases, the board and C-Suite operate without clarity on which units generate value and which consume capital.

The transformation this service delivers is converting an impulse-driven growth group into a governed hospitality enterprise. That means: comprehensive portfolio diagnosis (what is actual profitability per unit today, where is the margin, where does it erode), clear brand and unit strategy (what to expand, what to restructure, how to allocate capital across sites), multi-site operational and financial standardization (replicable processes, operational control protocols, quality checklists across every location), Prime Cost and EBITDA governance at group level (not isolated by unit), unit economics per site and brand, scalable organizational structure (roles, reporting lines, clear authorities at each level), monthly indicator dashboards the board reviews, and expansion and franchise strategy grounded in rigorous criteria. All integrated with MASTERESTAURANT methodology and its toolkit: Restaurant Model Canvas, MTIE (Masterestaurant Territory Engine), Radar Gastronomico, Indicator Dashboard. One hundred percent tailored to the group and the market.

The authority backing this service is from someone who has built these systems across 43 countries, with more than 8,400 restaurants and hospitality groups integrated into MASTERESTAURANT methodology. Diego has worked as a C-Suite consultant signing real payrolls, negotiating rents, structuring operations worth hundreds of millions of dollars—not writing theory. He is author of 'De Esclavo a Dueño' (From Slave to Owner), top-5 on Amazon in its category for years, with a global community of over 65 million views annually and presence across LinkedIn and YouTube. His firm has diagnosed portfolios of multi-site hotel chains, restaurant groups in accelerated expansion, and holdings with complex multi-brand architectures. That global repertoire dramatically reduces expansion risk for any group: the board is not contracting a consultant who reads models, but someone who has hardened operations in contexts as operationally, regulatorily, and market-wise distinct as Costa Rica, Colombia, Mexico, Spain, United Arab Emirates, and Singapore. The data and systems he proposes are not theoretical: they have already proven replicable across vastly different geographies.

Concrete return for the group materializes across four fronts. First, replicated profitability per unit: when you open the fifth site, you know you will replicate margin from the first because your operational system is standard and cost governance is firm, not because you got lucky with that location. Second, margin protected at every opening: before launching, the program includes economic viability diagnosis of that market (market size, competition, available talent, real costs), not just commercial intuition. Third, portfolio decisions grounded in data: the board decides which brands to expand, which to restructure, where to allocate next capital based on real and projected profitability, not founder impulse. Fourth, operations independent of heroes: the group functions because processes, standards, and systems work, not because the owner is in every location or because you have one exceptional manager. That makes the group more valuable, more attractive to investors and capital, and more resilient to managerial turnover.

1. Corporate diagnosis of the group and its portfolio of brands and units
2. Strategic growth and expansion planning with the board and the C-Suite
3. Business model and unit economics per brand and per unit
4. Multi-site standardization: manuals, processes and operational control
5. Cost structure and Prime Cost governed at group level
6. KPI dashboards and financial governance of the portfolio
7. Menu engineering and consistent experience across all sites
8. Organizational structure, talent and leadership that runs without heroes
9. Expansion strategy: new units, markets and franchise
10. Partner, investor and capital-allocation management
11. Executive bootcamps and training for the management team
12. 1-on-1 advisory to leadership, ongoing consultations and on-site visits
13. Opening readiness and protection of the group's reputation