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I'm your host, Sarah Orchard and I'm back with another episode of the Get Fully Booked podcast.

Today, I'm delighted to welcome a guest who is somewhat glamping royalty, Kerry Roy.

Kerry was one of the earlier glamping innovators and pioneers and has so much knowledge and passion to share with us today.

Kerri started her glamping journey in the UK with Camp Couture and now runs an award winning agrotourism retreat in Abruzzo, Italy.

It sounds idyllic, doesn't it?

But what happens when you want to move on?

Kerry will be sharing her experiences with us today.

Welcome to the podcast, Kerry.

Hi, Sarah, thank you for the invite.

It's a pleasure to be here and talk about the highs and the trivial parts of glamping.

Exactly.

Well, like I said, you are like glamping royalty because you've been involved in this industry for a long time and you've got some so much experience that you can share with the, with the listeners today.

So it is amazing to have you here.

But let's maybe start with a little bit of background for the listeners before you ended up in Italy.

So tell us a bit more about that.

Well, I was, yeah, one of the first in the industry, I guess for the UK when, when there wasn't that many and it was still kind of classed as a hippie type community if you like, and glamping and they thought it would never take off.

However, then I always had this inkling to do something different and I loved unique accommodation.

So I was looking actively for the right piece of land.

But even back then there was quite a lot of red tape and because the industry wasn't really known, it was such a grey area for glamping and one day an opportunity came along to Set up my glamping on a already established site, but they had zero accommodation.

So it was a 250 acre estate in a beautiful part of Yorkshire who had historically for 20 years run corporate retreats and team building events.

But they only had little basic lodge cabins.

And I was the only one that had a various accommodation.

Everybody else was either doing cabins or shepherd sorts and sticking to the same one type of accommodation.

But where I saw the opportunity is that if I offer various types of unique accommodation, then I will keep those guests coming back time after time because they want to try four or five different types of our accommodation.

And it actually worked.

So it did.

We ended up with quite loyal customers from that.

From there we then developed as though.

I think I started with, gosh, it's going back now.

I think I started with 6 units and then we developed into 19 units plus 10 pop up bell tents for the weddings and festivals.

And yeah, so we could have, we could host around 100 guests.

But it intertwined really well with the existing business of the landowner because they always did the corporate.

So we did Segways Army Trails, they had high ropes courses.

There was so much opportunity for our guests to do, but also for their corporate groups to come on and have a glamping experience as well.

And then they had a restaurant and bar.

And I also, you know, I see opportunity in, in a lot of derelict buildings and things.

And there was an old stable there that was just used for the horse hay.

And I was like, why are we not using this stable?

Like this is.

This could be a venue.

So we transformed it kind of just using a lot of pellets.

Pallets, sorry, not pellets palace into a venue for weddings.

And at that time we became quite an award winning one of the best wedding festival, wedding venues in the UK for the first few years, until it started to be getting more and more popular for farm diversification.

And then a 5,000 person festival as well, sort of three to 5,000 person festival which I did annually called Dubs and Dales.

And that was based on a passion of camper vans.

So it was very much steered towards the old V Dub cars and campers.

And that grew and grew just authentically.

And yeah, it was a huge, a huge growth period, I'd say, in my life because I learned a lot and I felt like I was able to thrive in business in the UK and we did, you know, we did well.

But then I always had this drive to move on to having my own land because the property there was actually rented, so we did pay a very, very high rent.

I guess when looking back, it's actually the weddings that sustained that business because of the high rent and not just the glamping.

And again, it was very much short stays, which, as you know yourself, are high cost.

And then I always, you know, the desire was that was a stepping stone into then buying our own property and land.

But it always.

I always had a dream and a desire to be abroad and, you know, the property is cheaper abroad compared to the uk for the perfect location as well.

And then moved over and the weather's better as well.

The weather is, yeah, but it definitely is, yeah.

And eating out on wine is cheaper as well.

So, yeah, I.

But I kept it.

I always say I was very, very lucky with the team.

I had a team of 10 and they basically ran it for, you know, I was able to still, for three years develop my business in Italy and utilize that team.

So I used to fly them out to Italy, they used to do the deck building.

They actually helped a lot of the building of the business here in Italy as well.

And obviously we had a great time, you know, with that team building.

But then Covid came along and the landowner of where Kamkur is situated lost their business overnight because it was corporate team building and as you know, groups weren't allowed for a number of years.

And he knew that he could not sustain his business just by doing corporate team building.

Therefore, he said, look, we can still host guests.

If you remember, you could still stay in accommodation as long as you were, you know, kept your distance and isolated yourself within your accommodation.

So I guess serendipity, it happened at the right time because it was perfect for them to continue with some kind of cash flow on their estate and operating the business.

And I was ready to let go of it anyway so that I could throw more of my time and energy into the business in Italy rather than trying to keep the two alongside each other.

That sounds quite complex in terms of extracting yourself from that business because you were renting the land, but did you buy all the structures?

So did you pay for all the structures that were on the land?

So how did they buy you out then?

He wanted to do it on a handshake and I said, absolutely not, I'm not doing any business kind of agreement like this on the handshake.

And you know, looking back, I think I only had.

We only started with an investment of 40,000 and I mean now just nothing.

Yeah, I mean, I was going to say you wouldn't even get a shepherd's hut for that.

No, you wouldn't.

Yeah.

And that was also, you know, doing some of the infrastructure, etc.

But we did it quite basic.

So we didn't have electricity.

Our camp couture was always off grid and actually we realized that as more competition came in, that was a unique selling point for us.

People actually thrived that and they enjoyed it, especially for children.

It made them switch off.

So we didn't have the utility costs in that sense.

We did have to do water, obviously waste, but initially we tried to do it all with portaloo toilets, which we learned very fast was not the greatest way to do it and we had to invest.

But yeah, we started with little investment and just allowed it to grow on future bookings and weddings.

You know, I remember our first wedding, we actually sold it with zero accommodation.

It was April, I'll never forget it was April.

This couple came, it was so snowing.

There was.

All the ground was dug up, it just looked a mess.

And they, they saw the vision and they was like I said, yeah, it'll be open next year.

And they booked their wedding within that week.

So having those pre bookings, which is always a risk to a business as well, which I learned during COVID it does allow you to develop your, your business and the infrastructure of it.

So we had a contract in place going back to it.

So yeah, it's very important to have this contract contract where you outline everything to, you know, who owns what.

So really.

And it's the same now, if I was to lease my land and asset here, if that is anything dug into the ground, anything that you cannot physically move needs to be the ownership of the landowner.

Anything that you can physically move has to be the ownership of the.

Of the tenant.

But what was nice is that, you know, we had a good relationship.

They had a business, our business, it intertwined to a customer.

You'd think it was just one business.

The customers never knew it was two or three separate businesses on the one estate.

So we all had to work together.

But I realize now, having my own land and property, that I did sort of save a Lot of maintenance costs.

When I was.

When I was renting somebody else.

It's like renting a property or if your boiler breaks, you just call the landlord when it's your own.

Exactly.

You have to pay for it yourself.

And I think it's a really good point because I often see in some of the Facebook groups, people asking questions because it is harder and harder to find land and it's harder to get planning permission.

But obviously sometimes farm diversification, you know, it can be easier.

And I know quite a few sites that are now set up, you know, renting land.

But it does come with complications that you need to be aware of.

And also thinking about.

I think when we start with our dreams, we don't always think about what the exit looks like a bit further down the line.

And that's really.

I always talk to clients about, you know, what's your exit strategy?

And they're like, we've barely got started, you know, and it's like we're six years in now and we're thinking exit strategy.

It's like, what, what is the long term plan?

Because you do need to think about it.

Absolutely, you do.

And we had to have the exit strategy and the contract, it was part of it.

So, you know, what's your.

If it's six months or a year, etc.

And we had a very short tenancy agreement, which was a risk for me because we're investing this.

I mean, again, looking back now, 40,000 is nothing, but back then it felt like it.

And then it was a case of, okay, if we've only got two or three years, then we have to really nail this.

But for the landlord, they didn't know me at the time.

They didn't know if we was going to just ruin the place.

So it works both ways.

You know, they have to.

Ideally, now I'd only do a very long term.

And then we did an agreement after three years that it had to be a longer term and the exit strategy is written into the contract.

And he didn't want to buy it then.

He wasn't interested.

But then obviously Covid came along and he was desperate for it.

So it changed his perspective.

Yeah.

Yes, it did.

So it's funny how things work and.

I know that a lot of people maybe dream and I've got some club members who've set up glamping businesses overseas Particularly in like France and Spain.

And obviously you're now running your site in Italy.

So what are the pros and cons do you think?

And well, you know, from running it between the UK and, and living the dream and you know, a place in the sun as everyone dreams about.

Yeah, Honestly, I think one of the biggest mistakes I made, I knew I wasn't coming into this country with rose tinted glasses.

And Italy is renowned for being a very, very tricky country to grow and thrive as a business.

And you know, if you've got that entrepreneurial ship, it's like they will try to squish, squash you down from being able to, which is a real shame unless you know the underground Italian way of doing it and the right people, which I've learned.

So when I came here I knew I wanted it to be a smaller, intimate retreat and I came here only to do a retreat center.

I never wanted to do short stays because I knew it was a lot of work, a lot of effort and it's high cost.

But unfortunately, just as we opened, Covid hit, I think the same month, no, it was due to open in the April and Covid came, I think March 23rd of March.

We couldn't have retreat groups, we couldn't have any groups for a number of years and I trained that, that January also to be a yoga teacher, to do my own retreats.

So I fell into what I know best at the time was short stays.

And the business boomed for two, a couple of years, actually two or three years on short stay Italians.

But what my biggest mistake was is thinking I could run this business the same as how I ran it with my business entrepreneurial mindset in the uk, the mentality, the way of doing things here is very, very different, even down to local staff.

If they're Italian and they've travelled and they've worked abroad, they have a more broader open mindset and they've been sort of professionally trained in business or in a service industry.

When they're local and they're coming from a family sort of run business background, they don't have that.

And there's this real sense of they need to be micromanaged.

And for me that frustrates me as an owner.

You know, if you, to thrive in a business you need the right people with the right initiative that you don't need to micromanage.

Otherwise I might as well do the job myself.

And that was a massive eye opener for me, like even down to one.

I had this great receptionist, Sarah, she was my first receptionist and she's married to a Scottish guy, so she understands our culture.

And I went to my sister's wedding in the UK for three days.

As I was catching the flight back, she messaged and said, I can't work anymore, I'm leaving, I'm too anxious because I can't work properly without you here.

And I said, but you're great at what you do.

And she said, yeah, but this is not how we do business in Italy.

And I just thought, wow, is this really what I'm having to comprehend?

So that has been, it's been an eye opener.

There's lots of stories I could tell you which just would not happen in the uk.

There's a bit more disrespect as an owner and an employer.

And also the contracts in Italy are very, very favorable for the employee, but not so much favourable for an employer.

And I now understand why Italy does not tend to offer even big international companies.

I've learned some do, but a lot do not offer long term, full time contracts past 12 months because the employees have so many rights that for a company it's a real scare to take on some staff longer term.

And I mean, we're seasonal anyway, so that's not a problem.

But this is how I've learned that the.

I think it's still 76% of businesses are family owned in Italy.

And the reason for that is, you know, you'll have Nana cooking in the restaurant, Granddad's out mowing the grass, and agriturismo like I have is renowned to be a family owned business and some of them will still have other jobs and other income, but they can hide their taxes, they don't have to be paying certain staff contracts, etc.

So I've had to.

It was a case of I either do everything myself and work seven days a week, six days hours, as you know, sometimes plus in the summer, a week and wear yourself into the ground or you employ staff and try and.

Because it's just me, I need to employ staff and basically you don't really make a lot from it because the costs here are very, very high and super complicated.

So would I do it again?

Probably not.

And would I advise anybody else to.

Mmm, I'd say you have to really, really, really do your research.

And I did research, but it is an absolute minefield here.

And what, what I feel like I've had to do is a lot of unlearning and for somebody who's always been, since a young age, interested in business, had a dream and desire to do business.

We all have good times and bad times in business and a growth mindset.

I feel like I've had to.

I feel like I've really been zapped back.

My energy's been.

Everything's been unlearnt.

And I feel like what is going on in the UK now, I feel like I'm sort of behind because I'm in a country where it's still quite stagnant.

I mean, Italy is still one of the worst for using technology and the lowest for using the likes of Amazon because they're very suspicious about online payments.

And so you try to automate your business, but they still want to have a chat on the phone.

It's little things like that, which is great in some sense, but not if you're trying to be the business person that wants to move along with technology and, you know, grow it.

In that sense, if you want to be at home all the time and lifestyle and do everything for yourself, then maybe so.

But I never wanted to go into business to do it like that.

No, I think that's the really difficult thing as well, is that people tend to think about just the logistics of buying the property abroad and maybe having the, the land that allows them to do the business.

But I'm not sure how much people put into the understanding the culture, particularly if you've not lived and worked in a particular country, you know, so that's like just you hearing you describe, you know, the, the, you know, the setup and, and how culturally it's from a working point of view, not just on a social side, but on a working perspective, how different it is to the uk.

I know that the UK has some of the most favorable in Europe, some of the most favorable employment terms compared to a lot of other countries.

So, you know, I think we sometimes take for granted maybe how, I mean, they say we're a country of shopkeepers, aren't we?

In the uk, it's like, I think they forget how entrepreneurial Brits are and also how easy it is even just setting up things like business.

Like, I just had to set up a new business bank account, and I literally did it online in like less than an hour.

And I know in a lot of countries that may take several weeks to try and set up a bank account, let alone doing anything else or taking payments, you know, so, like, we forget, you know, as much as we sometimes feel frustrated by things, in the uk, we take for granted as quite an entrepreneurial country, and some of our systems are actually very geared to people setting up Businesses with like, you know, setting up limited companies and, you know, you can literally do it online instantaneously, you know, it doesn't take long and then you can set up business bank accounts and online tech.

This is the thing, because I'm actually now restructuring sort of certain things.

And yet, I mean, I was limited in the UK and I said to my accountant, I need to be limited in Italy.

But again, they said, oh no, it's complicated, etc.

They didn't trust that I'd hit the right turnover.

And in a way that's kind of bitten me in the backside, not being.

But again, they know best, even though you've done it in your own country.

So here.

So in the UK, it's 12 to €50 and like you say, you can do it within an hour.

Set up a limited.

Here, it's three to five thousand euros and it'll take you up to three months just to set up a limited company.

In the uk, we report once a year our financials for limited.

Here you have to be reporting constantly, every quarter.

And it's just even like the invoices, you know, they trap you, they make the system so that you don't claim back things like receipts.

You can't just take them any receipt and put in.

You have to go to customer services to get a separate receipt for a business.

We just don't have to do that in the uk, It's a huge, huge complication and there's a lot of frustration because when you're a busy business person with an endless task list anyway, the last thing you want is to waste your time queuing.

Still, in a post office, to sometimes pay a bill because they won't do direct debit.

Still, you know, it's unheard of in the uk.

They're the kind of things that, for me personally, as somebody who, you know, is trained in business and did a business degree, etcetera, and sees and learns a lot on business, that is not how I desire to do business anymore and I can't because I feel like it's stalling me, it's not allowing me to grow.

However, if it is a family who want to have the lifestyle and do it as a family, then.

Then it's.

Then it's a perfect setup for them because they can hide a lot as well.

So.

So it sounds like it's made you.

And it brings us nicely onto the next question, actually, about maybe you've done a few years, you've obviously learned a lot from doing it.

Are you now thinking of Leaving Italy and leaving this dream lifestyle behind, I would.

Yeah.

The problem is I love that the.

I love the property.

I mean, you know, it's glampy and it always needs maintenance.

The maintenance never stops and there's always potential for development.

And the property I have is an ex equestrian site.

So we do have two stable blocks, all with the utilities and there's a lot of potential still there.

And as I said before, my goal was to come here and do a retreat, Agri Wellness, which back then Agri Wellness wasn't even spoken of.

And now all of a sudden, Agri Wellness is becoming a thing.

So I know that there is potential there, but unfortunately I don't have the capital.

And that's another thing with the likes of Italy.

Not even Italy.

Many, many European countries cannot thrive like we do in the UK and the States because they can't get loans and investors.

Yeah, yeah.

The UK is very good for entrepreneurial investment in angels bank loans.

So is the us And I see that people are developing sites, several sites at once, because they've got investors backing them and there's not many people that are growing like that without those investors.

And that's something that I've learned.

You can't do everything yourself.

So therefore it's either a case of I now bring in an equity partner who has a shared vision to move it.

Like the stables I'd like to turn into biohacking wellness rooms and things and put a real pool in.

So there is a lot of opportunity because we have the licenses in place, we have the accommodation there.

We can change the accommodation, you know, if we want to, because everything, all the planning is there, a lot of all the groundwork for that I've done.

And that's worth a fortune in Italy in itself because it's such a headache.

So I'd love to be able to keep the property and keep it as an asset.

Right now I'm kind of asset rich and cash poor because it's just very, very hard to sustain here, doing it on my own.

And the high cost of keeping it going as a short stay.

And we only go to a model of retreats only, which is long, long night stays.

And actually, when you work it out, I've done all the.

I've done.

I have audited my business the last two years over and over again.

And I don't think many people may.

I don't know how many people do audit every single tiny, tiny cost.

And then when you put in your hours, I could do 10 weeks retreats for the same amount of 900 nights.

Wow.

900 Nights of single night stays or 10, seven night retreats would actually bring me more profit because the costs are significantly lower.

Yeah.

Because with that number of people you've got all the changeover costs.

It's significant, isn't it?

It is.

So when you put it like that and actually, you know, 10, okay, 10, or if you get 20, 30, you're away, then it's great.

But it just goes to show.

So if I can get in the right partners area, I would still keep it.

There's other things I'd like to move away from and do, but I don't have any desire anymore to do short stay, just short stay glamping.

And I don't really have any desire to register myself as a business anymore in Italy, to be honest.

So wherever I, even if I have to digital nomad it and set myself up, I don't know, somewhere else, the world's more open now, as long as you've got a laptop.

And then I think from a point of view is, you know, just to be able to actually understand the systems and things flow better.

I need that back, I need that structure back in my, my career and my work life because I just, yeah, it's, it's not, you know, my biggest advice to anyone is do not do business and speak financial meetings etc if you can't speak the full language or understand.

And even if you can't understand the language here, even the Italians don't understand it.

So it's.

Yeah.

And I've got options.

I'm lucky I'm not Italian and I do have options.

Whereas, you know, if you're Italian, you don't have those options.

So I am trying to move away from it, otherwise I am happy to fully sell and move on and cut my losses and move on to doing something else.

I'm ready for it.

I've been in this industry now 15 years and I think I've been ready to exit for a good three years or at least pivot it exactly into what I want.

So, yeah, yeah.

It's difficult though, isn't it?

When you see so much potential and you've obviously put a lot of blood, sweat and tears as well into the business.

To be at this sort of crossroads and thinking, you know, what do I do next?

It's nice to have choices, but it's also hard when you've, you know, you have put so much in to get the business to where it is to have that decision.

It's a lovely industry.

As well.

I mean, it's a lot of people's dreams still, isn't it?

You know, some of them are trying to exit it and there's those that are dreaming to come into it.

But, you know, you've got to just have the right model.

And I've had a bit quite, you know, various models now over the 15 years, and there's no point just trying to stick with what doesn't serve you or work.

And also, I like to do new things and develop and you need that team who can run it like I had in the uk.

In the uk, I knew I could hand over anything to them, even if I had to train them and we'd get on with it and we'd grow that business together.

But here I feel like I've had to do a lot of pulling and tugging and that just takes away the.

The time and the energy from really making a business thrive into the right direction, to be honest.

You need.

You need a really good team behind.

You and it means you're.

You're like, you're not getting any time for yourself and that.

You've got to, like, work in the business.

You know, it's like even you said, like going to your sister's wedding, it's like you can't have downtime, you can't be away from the business because the culture sort of means that they really want you to be there all the time.

And also you're having to do a lot of it yourself as well, from a cost point of view and because of the restrictions.

So, yeah, it sounds very, very tricky.

It does.

I mean, eventually I did find a fantastic family, but they weren't actually in Italy, they were South African, so they've been living on the property.

But, you know, the mindset was very similar to the British and they have run it for the last.

Well, they're like sort of two years, really, and they was wanting to take it on and lease it.

Now, for me, that would have been the perfect opportunity.

Lease the business.

I keep the asset, but the business is leased.

I've got a passive income.

And that was the dream all along.

Is that somebody.

I set the business up, somebody comes and lease it, they've got a nice family lifestyle, they all come, there's four of them, complement each other's job roles and they run with it and they take the profits.

It's as long as all the bills are covered and then I get the asset which, you know, increases in value.

And I've always got there.

If the glamping Closes to do something else with.

And that's how I think always about, you know, I could do something else with it in future.

So that's why it's hard to give up an asset.

It's not so hard to give up the actual business, but it's harder to give up the asset when you see it's a commercial property that has a lot of potential opportunity even to do other things.

Yeah, I think sometimes we, we mix the two and we don't see them as separate things.

In terms of, like you say, the asset.

I think it's a really good way to describe it.

The asset and the business are actually two different things.

The last question I had for you was around, and I think you've sort of touched on it a little bit.

But if you had to summarize what's been the biggest or the steepest learning curve or challenge of running your glamping.

Site in Italy, probably, yeah.

I mean, language, obviously, I know I never spoke any Italian when I came bare, bare minimum and I still don't speak it fluently.

So that has been the hardest because you just can't get things done as streamlined like you would in the uk.

And I'm not saying everything's easy in the uk, but at least you can communicate how you know what needs to be done.

And then when you've got legal meetings, bureaucracy, etc.

Then it's very hard.

I had to basically back down from a huge water claim with a big water board company just a couple of months ago, which could have been around 40,000 lost for the business that the water company owed us and it had to go to court and I had to stand in court and do all of that in Italian.

And I just thought, and the risk was that I would lose my case and I would end up paying 20 to 30,000 to the company.

And I just thought, I just can't fight this in my, it's not in my language.

I can't fight this in a different language.

If that was in the uk, I'd have pulled through, pushed through that all along.

So things like that, it's hard and yeah, I think I touched on before is trying to think that you can do business the same in one country as another.

You can't.

You know, the culture, the bureaucracy, that's a huge eye opener.

And that's probably the biggest lesson I've learned.

And I know now that I could go to any country and do a business.

They say if you can create a business in Italy, you can create one anywhere.

But I understand that I have to be more open minded and prepared for the fact that it is not going to run or flow anywhere near like it was when you were in your own native country and in a country, not even just your native country.

We are very, very lucky in the uk, we're still one of the biggest entrepreneurial startup companies countries in the world that in America.

And I can see why now I see so much more.

And yes, people in the UK can moan a lot about it, but until you've stepped away from it, the grass is always greener and actually it's not.

Yeah, I mean there's over, I think over last one figures I saw was something like 7.2 million small businesses in the UK.

I mean we are like they say, we're a, we're a country of shop.

Shopkeepers and that's a sort of colloquial way of describing it.

But it's, it's running businesses, you know, running small businesses, micro businesses and that's very, like you say, very different to other countries.

I have a fun last question for you, which is a bit more light hearted.

If you had a famous guest or celebrity come to stay with you in Italy, who would it be?

A couple.

Can we not do the six table dinner?

Stephen Barto.

Because I just followed his diary of a CEO ever since year one and I just find him very inspirational.

That's one of my, you know, deep conversationist.

And, and well, there has to be two.

And if it was.

And I'd have to have pink because she would be my lesbian affair.

I'm a straight girl so far but I have to say she could turn you.

What a combination, having those two to come and stay.

Probably not together, but yeah, it'd be interesting.

You'd be picking Stephen's brain.

Of course.

Yeah.

They say put yourself in the room with the ones that you can learn with best.

Exactly.

They always say surround yourself with good people and I think that's very true.

Thank you so much for coming on the podcast, Ceri.

That's been amazing.

You've been very open about the challenges and thank you for sharing that with the listeners.

Yeah, and good luck for anybody who is going abroad.

You know, we're just, just everybody can do it, everyone will find their way.

But it's.

It depends where.

And if you're looking for a dream Italian site that you want to take over that's ready made.

Have a chat with Carrie.

Yes, do, please do.

There's an opportunity.

I will put a link in the show notes to your website and your socials.

So you know, you never know.

You might get some people getting in touch with you to have a chat about your business.

They might be dreaming of the Dolce Vita and wanting to come live in Italy.

I always say the dog is only those that are retired here or they work remotely for the another country outside of Italy.

That is.

But that is probably very true.

Well, thank you everyone for listening today.

If you enjoyed this episode, you know what I would love you to do?

Please leave a review because you know how much us hosts love those five star reviews.

Next week I'll be back with a solo episode except exploring whether you have your website has a traffic or a conversion problem and what you need to fix first.

You won't want to miss this one.

I'll see you next week.

Thank you for listening to Get Fully Booked with Sarah Orchard if you want to see if you are ready to ditch the likes of Airbnb and grow your direct bookings, put your business to the test with my free direct booking Roadmap quiz.

Head to my website get fully booked.com quiz and let's get you more direct bookings and more profit in your pocket.