01Engagement
Commercial Diagnostics
A clear-eyed read of where growth actually leaks: channel mix, conversion economics, dependency risk, and the gap between what you spend and what you keep.
Strategic Growth Advisory
Strategic Growth Advisory for Hospitality & Leisure Businesses
Second Curve is a founder-led advisory for businesses ready to engineer their next phase of growth — not guess at it.
The Premise
A manifesto, of sorts.
Every business has a first curve — the one that got it here. The question is whether there's a second. Most companies don't have a growth problem; they have a diagnosis problem. They scale tactics before they've understood their commercial mechanics, mistake activity for momentum, and confuse a busy funnel with a working one. Second Curve exists to find the real constraint, fix the architecture beneath it, and build growth that compounds rather than merely spikes. It's the same shift that grew direct bookings 63% year-on-year across a $1.4B portfolio, rebalancing the mix to a more profitable 40% direct / 60% OTA split.
What I Do
Four engagements. No templates.
02Engagement
Revenue Architecture
Rebuilding the system underneath the numbers — pricing, mix, direct vs. intermediated demand, and the structure that turns revenue into margin.
03Engagement
Behavioural Marketing
Marketing that respects how people actually decide. Less noise, more leverage: positioning, demand capture, and acquisition that earns its ROAS.
04Engagement
Growth Governance
The operating rhythm that keeps it all honest — the metrics that matter, the ones that mislead, and the cadence that compounds.
Who It's For
For hospitality operators, founders and asset owners.
Second Curve works with a small number of operators, founders, and asset owners who'd rather have one senior partner in the room than a deck from an agency. If you're looking for headcount, this isn't it. If you're looking for clarity, it is.
About
One practitioner.
Selective work.
I'm Ali Ozbay, a growth and commercial strategist, and I've spent my career solving hospitality's quieter problems — the ones that don't show up in a brand guideline but do show up in the numbers. Through senior roles at Accor, Ennismore, the All-Inclusive Collection, and Rixos Hotels, the work has always been the same underneath: diagnose what's actually holding growth back, then rebuild the architecture so it compounds.
The Proof
Twenty years running it. Now engineering it.
01Track Record
- Twenty years inside hospitality commercial leadership.
- Accor, Ennismore, All-Inclusive Collection, Rixos.
- VP Marketing & Commercial — $1.4B, 53-resort portfolio.
- Grew direct bookings 63% year-on-year, rebalancing to 40% direct / 60% OTA.
02The Method
- A 30-minute diagnostic — no deck, no proposal.
- A straight read on whether there's a fit.
- If there's a fit, a scoped plan — not a retainer pitch.