About Sonia Mossu Guerrero | Marketing Strategist

A room seen through an old window — brick, stone, one lamp lit in the afternoon — Photographed by Sonia Mossu Guerrero

I have always noticed when a place looks right but the experience does not support what it is asking the guest to believe, or pay.

What I do now

I am a Marketing Strategist, currently specializing in hospitality. I help hospitality and experience-led businesses figure out where they are losing the guest, and what to change, fund and measure next.

My work starts with the business result, not the channel. I look across the full marketing system: market and customer, positioning and offer, route to market, preference and conversion, the experience being marketed, and the relationship value created afterwards.

I do not pretend to be the technical specialist for every channel. My role is to diagnose, prioritize, build the strategy, direct the work, measure what changed and help leadership decide what deserves investment next.

Sonia in a Paris park in spring, the Eiffel Tower and cherry blossom behind her — *More than a decade of reading rooms in the city that sets the standard.* Paris is where the lens was trained. The practice is now based in the Palm Beach area.

Where the lens began

I grew up around my family’s bakery in New York. It taught me to notice what happened beyond the transaction. The regular who expected to be recognized before she ordered. The subtle ways people communicated trust, status, privacy, and care without naming them.

I learned early that every place has its own codes, and that people decide whether they belong long before anyone explains the rules.

The lenses I bring

Testing intention against evidence

About ten years in accounting and finance gave that instinct a structure. I trained and worked in audit at CPA firms, then in property accounting for a REIT. The work required following the evidence: where a process breaks, where the underlying records no longer support what is being reported, and where a small variance signals a larger pattern.

It taught me to test an organization's stated position against what its systems and numbers reveal, and that recurring inconsistencies are rarely isolated. They create rework, weaken controls, absorb management time, and introduce financial exposure. That discipline remains central to how I assess a hospitality experience.

Reading culture, place, and behavior

Living in Paris for more than a decade sharpened my understanding of how culture is communicated through material, service, pace, restraint, ritual, and the use of space. A room, meal, street, or threshold communicates what it is before anyone explains it.

My neurodivergence is central to how I work, not a footnote to it. I am more fluent in patterns than in social performance. Where others see chaos, I see patterns, and patterns are what let me build systems. I notice inconsistencies before they are spoken: between concept and behavior, desired atmosphere and operating pace, leadership intention and guest reality. I notice when a gesture of care contradicts the world a brand has created, when an expensive space does not invite use, and when an experience depends too heavily on one person to hold it together.

For a long time, that sensitivity felt personal. Now it is how I work.

Creative intent under operating pressure

I later ran logistics and produced the culinary experience for long-running immersive productions in Paris, including worlds connected to Stranger Things, Friends, and Hulu. These were not one-night events. They operated for three to four months, serving up to a thousand guests an hour.

Creative intent had to survive staffing changes, supply constraints, shift handoffs, peak periods, and service recovery. A lapse in timing, communication, sequencing, or decision-making became visible to the guest almost immediately.

That work taught me something proposals rarely capture: a concept does not retain its value simply because it was well designed. It retains its value when the operating model, management culture, and daily decisions continue to reinforce it.

Applying it directly to marketing

More recently, I have applied the same systems thinking directly to marketing. For an organic salon in the Palm Beach Gardens area, I have led a repositioning and digital-growth program across website architecture, search, local discovery, Google Business Profile, content, paid-search testing, offers and the booking journey.

The early rollout has produced measurable gains in search visibility and new appointments, while also exposing the attribution and lifecycle questions a growing marketing system needs to answer next. Read the case →

The question beneath the work

Across every chapter, I kept returning to the same question:

How much of the value invested in a concept actually reaches the guest, and where is it lost along the way?

That question became the foundation of my practice. In marketing terms, it is where every engagement now begins: where are we losing the guest?

How the work is applied today

Hospitality is my current specialization because it makes the full marketing system unusually visible: market demand, pricing and distribution, positioning, customer choice, direct and intermediary routes, the booking experience, the stay itself, reputation and return. My professional discipline is marketing strategy.

I work with three questions. What business result are we trying to change? Where are we losing the guest? Where should the next marketing dollar go? The answer may involve positioning, acquisition, conversion, content, partnerships, CRM, the website, or the experience being marketed. The point is to diagnose before prescribing.

My perspective brings together cultural observation, creative judgment, operating reality and financial discipline. I do not separate beauty from performance.

A distinctive concept creates the premium. The organization's ability to sustain it protects the premium.

See how to work together →