The Rocamora Method

Real cases

Almost no problem sits where the owner thinks it does. A menu that does not perform, staff who do not stay, operations that jam up: the symptom of a structural decision nobody reviewed.

In hospitality the hard part is the diagnosis

Brand building

Creating and consolidating a restaurant brand with four open locations

La Terracica · 2019–2026

Brief · Build a new brand on top of an existing one, within a restaurant group on the coast of Alicante and Murcia.

Contradiction · The old brand was barely profitable and kept going by lowering product quality. A very long menu, too many items and no operations or working systems in place, so service was impossible to deliver.

Intervention · Tight prices and higher quality, with a balanced, well-made offer worked for digestibility. Kitchen open all day, with no pressure on customers to order anything at any particular time. Menu engineering that guides customers, indirectly, towards the homemade dishes, which are the most profitable, always with premium ingredients. Every dish costed and priced according to how customers actually order, with no x3 or x4 rule, and food made to order, with almost no waste. The whole kitchen runs on visual cards: anyone new learns it in less than a week.

Result · A new food and drink offer built on the group's real positioning, and a new image. In five years, revenue multiplied by four, profitability improved by 20% over the old brand, and positioning improved.

Seven years of continuous work, with successive interventions and new locations opened. The figure covers the whole period and cannot be attributed to a single intervention.

Read the article (in Spanish) →

Full diagnoses

Three full cases, each with the complete diagnosis as a PDF. No client names, no absolute figures.

01 · Beach bar, Spanish coast

Same prices, different menu

+42.7%

against +11.6% across comparable sites in the same group · POS data

The problem

A menu written for a customer the location does not attract, cooked in a kitchen that could not sustain it. Slow service, excess stock, waste at peak hours.

What nobody is offering

Visitors come to the Spanish coast looking for the classic beach bar and cannot find it. The classic, done with character, is now the differential position.

The order of work

Menu first. Operations second, because the offer decides the flows. Tableware and presentation last.

Case Structural Diagnosis Beach Bar

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02 · Restaurant with events

Hiring for a place where the trade cannot be practised

The brief

Find people. Constant turnover, hires who did not last, shifts left uncovered.

The finding

A workplace where the trade cannot be practised: crossed hygiene flows, no defined pass, no written procedures, no closed menu and no allergen information.

We cannot find staff often means we have not built the place where staff could work

The outcome

Six structural decisions to resolve before hiring anyone. The client chose to keep the existing model. A diagnosis is measured by whether it found the problem.