August 2, 2024 • 44 mins
Prepare to unlock the secrets of next-gen AI solutions tailored to your business needs. Our latest episode features a conversation with Patrick Antrim, Founder & CEO of nectarflow.com and Chairman of the Multifamily Innovation® Council who reveals how integrating large language models with company-specific information can solve unique business challenges.
We talk about the fierce competition among AI giants like OpenAI, Google, Meta, X, and Anthropic, and how this rivalry drives innovation and cost efficiency.
Discover why brand differentiation is key in this fast-evolving landscape and how transitioning from simple AI interactions to complex, multi-agent workflows can significantly enhance employee productivity.
We explore strategies that go beyond traditional methods. Our discussion highlights how AI-driven tools like nectarflow are revolutionizing modern marketing by focusing on storytelling and customization.
Learn how today's marketers generate leads, convert them into valuable conversations, and ultimately drive revenue through emotional connections.
We also explore the critical shift from conventional operations to digital solutions, ensuring that anything standing between the customer and value is subject to disruption.
This episode is a must-listen for those looking to master the future of marketing and place themselves at the forefront of innovation.
Leadership and innovation go hand in hand, and our episode underscores the importance of navigating technological change with confidence and empathy.
Hear about the pivotal role of psychological safety in steering your team through transitions, and why proactive decision-making is crucial.
We draw insights from various industries to show how premium, customizable solutions can revolutionize operations.
Embrace the power of collaboration and collective success, inspired by industry leaders like Elon Musk.
Tune in to discover how fostering curiosity and embracing change can lead to groundbreaking advancements in your field, with nectarflow.com guiding the way.
About the Multifamily Innovation® Council:
The Multifamily Innovation® Council is the executive level membership organization that makes a difference in your bottom line, drives a better experience for your employees, and allows you an experience that keeps demand strong for your company. The council is uniquely positioned to focus on the intersection of Leadership, Technology, AI, and Innovation.
The Multifamily Innovation® Council is for Multifamily Business leaders who want to unlock value inside their organization so they can create better experiences and drive profitability inside their company.
To learn more or to join, visit https://multifamilyinnovation.com.
For more information and to engage with leaders shaping the future of multifamily innovation, visit https://multifamilyinnovation.com/.
Connect:
Multifamily Innovation® Council: https://multifamilyinnovation.com/
Patrick Antrim: https://www.linkedin.com/in/patrickantrim/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Okay, so some of the interesting things that I've
learned over the last few monthsI feel are very great little
bits of information for ouraudience to understand when it
comes to AI and what they shouldbe thinking about today.
One of the things that you hadsaid is there's a big difference
between AI that's for everyoneand AI that's for you.
(00:21):
I think that's an importantdistinction for people to
understand, so can you elaborateon that a little bit?
Speaker 2 (00:28):
Yeah, so great question.
The idea is there's a big race,competitive race, right now,
with these large language models, the big tech companies
competing.
Right, I mean nobody thoughtGoogle would be disrupted in the
way that is today.
Right, I mean nobody thoughtGoogle would be disrupted in the
way that it is today, right,and so that means you know,
(00:51):
large language, open AI, opensource models, anthropic these
types of models are spendingbillions and billions of dollars
to create great models that youwould never be able to do
yourself as an organization.
Right, you can do open source,you can do these things and fine
tune these models, but the realrace for those companies,
(01:14):
they're fighting a race that weshouldn't be in.
Right, they are fightingagainst each other.
You've got Elon, you've gotZuckerberg coming back with an
open source model, you have thecategory leader OpenAI, you have
Anthropic, you have these othermodels coming together.
They're fighting their ownmarket shares.
The good news for us asdevelopers and even as users, is
(01:38):
the cost of intelligence iscontinually going down, which
means everybody will have accessto all the intelligence in the
world.
Right, yeah, so how do youstand out in that capacity?
Right, that's the purpose of abrand is to differentiate what
is different about your companyyou as an individual, as an
(02:01):
employee, that's different fromeverybody else an individual as
an employee, that's differentfrom everybody else.
And that's where I think thesetechnologies are built to scale,
in other words, they're foreverybody, whereas what we're
doing with Nectar Flow is we'reusing the large language models
paired with company informationright, retrieving company
(02:23):
information that's specific tothe brand and specific to the
process of which it sits within,and every company has such
unique processes and uniquepeople and unique focus, and so
you just can't expect technologythat's built for everybody to
(02:45):
solve your specific businesschallenges in that way.
Speaker 1 (02:50):
That's interesting.
And what I think is kind ofinteresting is that a lot of
effort is going into, from whatI've seen, going into teaching
you how to prompt, versus whatyou're doing is just creating an
agent that essentially does allof that for you, right?
That actually speaks to thelarge language model in a way
that you want to be speaking tothe large language model.
(03:11):
So is that correct?
Speaker 2 (03:13):
Yeah, I mean you know , the world changed really fast
with ChatGPT.
So ChatGPT is just a chatbot.
It talks to the large languagemodel OpenAI, depending on that
model, whatever it is today andso that made it easy for us to
interact with the large languagemodel.
The only thing is we're onlyinteracting at the user level,
(03:38):
right, and you're talkingdirectly to the large language
model in code.
If things change quickly incode, you have to go back, and
now you have technical debt andthings are moving much, much
quicker with AI than it did withbuilding on PC and building on
mobile and building on theinternet and building on the
(04:00):
cloud.
And so with these largelanguage models, when you can
talk to them programmatically atthe system level, at the role
level and at the user level, youcan tell it things in context
that will improve the responsesthat you can't get just talking
(04:20):
to it like in a chatbotinterface.
First of all, you have to gothere and think about the
chatbot interface, to thinkabout the prompts and, yeah,
prompt engineering and all thatstuff.
The better you are at that, thebetter responses that you're
going to get.
But what we're doing is we'recreating an autonomous and an
automated process where theseagents, multiple agents
(04:44):
constructed for the companyprocesses can be part of one
workflow.
You can have four differentagents in one workflow, right.
That doesn't happen in achatbot experience, because you
have this thread ID that hasmemory and it's like you and I
talking.
If you're a really good PRperson and you know press
releases and you can write forthat excellence, you may not be
(05:11):
the right customer serviceperson.
You may be different if you'retalking to how they like to see
information and how things needto be organized, different from
someone that's trying to getsomething picked up in the news.
(05:31):
And so in one workflow we canbring different agents to
different aspects of the workand do it programmatically in
code.
That takes people out of theprocess.
And now you're actuallycreating assistance for your
(05:51):
employees versus thinking abouthow to replace the employees.
You're giving every employeethe value that that CEO probably
has at the executive level anassistant, maybe a personal
assistant, right, yeah.
And you're giving everyemployee the ability to have
that without employingassistants in payroll.
Speaker 1 (06:12):
And I actually think about it.
Conversely, too, where if I hadmade and replicated essentially
the way that my CEO thinks Ican run what I'm doing by that
person too you know to make surethat I'm speaking from the
filter, in the way that theylike to speak about our business
, about our company, because howmany times does someone assign
(06:33):
something to a copywriter,whoever it is?
They write something and thenthey have to run it by their CMO
and they're like no, that's notit you haven't hit the nail on
the head.
So to be able to run what I'mdoing even past that agent.
I think it's like anytime youwould think, oh man, I could
really use Jennifer right now, Icould really use their
perspective.
You can just add an agent tothat, that's really interesting.
Speaker 2 (06:54):
That's what makes a great leader communication Right
and understanding how the otherperson needs to hear it for
their reasons, not yours.
Needs to hear it for theirreasons, not yours.
And to your point I mean, lookat the back and forth and the
inefficiencies of that executivelevel leader needing to approve
something and the gap betweenthe way that it's presented.
You can train those things.
Speaker 1 (07:16):
Yeah.
Speaker 2 (07:20):
And you can do it in a way that is custom to the
company versus something that'svanilla and everybody else has
access to, because if everybodyhas, you know there was a time
when Grammarly was great becausepeople were bad at spelling
right and then at some point,like being good at spelling is
no longer like a valuable thing.
Speaker 1 (07:40):
Right.
Speaker 2 (07:40):
Because everybody has it right.
So now what?
So?
Ai is coming for those types ofthings in the market that it
serves.
It will want to attract thetype of customers that is
(08:09):
suitable for that businessuniquely, and that's where I
would be spending the time.
I'd be focused on that, versuslike what's next and what's the
newest thing.
Speaker 1 (08:20):
And that was immediately.
My favorite thing about NectarFlow was how custom it is to
exactly what you're trying toaccomplish.
So if I'm a leader in anorganization and I'm thinking
about where I'm going to add AIinto my process or automation or
integrations, like what NectarFlow does is, I'm evaluating the
work that's already happening,exactly how it's actually
(08:41):
happening and how many handstouch that work in that workflow
on a daily basis, weekly basis,and I could say I still want
Jennifer to handle this, but Ireally want her to have an
assistant to handle this partand this part and this part.
So I think the fact that youcan kind of see and decide
yourself, you're almost handingpeople the power to be able to
(09:01):
decide versus what we're seeingin other products that are being
developed.
They're just looking at theproblem that they already solved
for and trying to add AI intothat when can we add a little
bit of AI into this product?
Speaker 2 (09:14):
versus you decide where it adds, you know great
businesses have great governanceright, and you know when we
hire people, right and um, youknow when we hire people, we, we
want certain outcomes, andright now you can deploy these
custom agents into the businessto create this, the same
outcomes.
In fact, some of them cancreate the entire outcome.
(09:35):
But if you can take 70, 80, 90percent of the boring work, the
redundant work, out of theprocess and then organize that
data in a central databasethat's not vendor locked in, in
other words, once that's on adatabase, it can be used in
other applications Great thingscan happen for the business,
which is the ultimate leader'sjob make good business decisions
(09:57):
, make the business better, anda lot of times that's just good
business.
Leading people through thatprocess is hiring the right
people, getting them trainedeffectively so they can show up
better for the customer, and wecan do that with agents.
We can do that with technology.
The fascinating part here,though, is you've heard before
(10:20):
like inspect what you expect.
So great leadership would checkon work.
It's like the trust, but verify.
You can do that, you don't haveto do that.
You can create an agent to dothat, actually to check right.
So now you're checking what'salready been checked, but
there's still humans.
This is all for humans, right?
(10:43):
I mean?
Imagine, imagine how fun wouldthe world be if it's right.
It is all for the betterment ofhumans in business.
But imagine what can beunlocked and the differentiation
that can be unlocked if peoplecan actually show up and just
inspire customers and inspireother leaders and get all this
(11:06):
stuff.
We'll look back and say I can'tbelieve we did all this stuff.
Yeah, you know, I mean.
Speaker 1 (11:11):
Yeah, well, being a marketer you know I was I kind
of realized that we're kind ofthe low hanging fruit.
We're the first, the first tokind of dabble.
They're already dabbling incopywriting.
They're already dabbling ingraphic design video.
Speaker 2 (11:30):
you know all of these things, and so I think a lot of
marketers are kind of you knowwhy you keyed into something
that I don't even know.
Speaker 1 (11:34):
I keyed into.
Speaker 2 (11:35):
If you look at innovation and how markets get
reshaped, it starts withmarketing, goes to operations
and it goes to financial.
And why do you think that is?
Speaker 1 (11:47):
I hate to say it this way, but I you know I think
sometimes marketing is viewed asfluff and not as impactful to
the bottom line or as has asmuch ROI as people realize.
So I know, at leastorganizationally.
Usually marketers are the firstto get cut because of that
reason alone, and it's notalways measurable value.
Speaker 2 (12:10):
It's not that they're getting cut, it's that they're
farther along than everybodyelse.
They're the smart ones.
Marketing is the greatest thing.
I mean, everything is marketing.
Usa, the country is marketing,the flag is brand, everything is
a brand and story.
And to be able to tell a storyabout what's unique to your
business, right.
But my point to the marketingand then it goes to operations
(12:33):
and it goes to financial is thatthe marketers are just further
down the evolution of innovation.
So, yeah, they're feelingwhat's next, because they've
figured out how to get leads andturn traffic into leads so that
those leads becomeconversations and those
conversations become revenue inthe business.
Yeah, so it's the marketersthat realize that.
(12:55):
And the reason why is becausemost business leaders can solve
a problem with more revenue.
If you can write a check tosolve a problem, the problem
goes away.
Well, you need marketers to beable to generate the demand,
generate the traffic, generatethe leads, and you can solve
business problems with money.
So now the marketers have donethat.
And now we're going tooperations.
(13:16):
And so now, and you think aboutthis, there was a time before
you couldn't collect leadsonline, right, right, and you
could do surveys and all thesethings.
So, marketers.
Then it went to dropbox andstorage of files in the cloud,
so that's operations, right, sothey're, they're getting more
efficiency.
And then it wasn't that long agowhen you had to still go to the
(13:38):
bank to do checking and anddeposit checks and you could
take a picture of it.
And now all of those things inbetween those aspects got
disrupted from another new thing, right.
So now you can just wiretransfer things or Venmo or
Zelle and these types of things,so you don't even need to take
a picture of the stuff.
So anything that's between youand the customer that's not
(14:00):
adding value will be disrupted.
Okay.
And so as soon as thosemarketers the marketers are
moved on it's not that it'scoming for their jobs, these are
my beliefs.
I believe that they're going tomake different business value
and they'll use thesetechnologies to what
Differentiate, tell the story,understand more insights about
(14:23):
the customer with the data.
And I'm excited for themarketers.
But there will be those thatare scared and holding on and
you know, and thinking aboutthings in sort of a fear mindset
.
Yeah, yeah, but it's just, it'snot anything that hasn't
already happened.
Speaker 1 (14:41):
Yeah.
Speaker 2 (14:42):
In the world.
Speaker 1 (14:43):
And what I will say is you know, I was a little
afraid coming into.
You know before I learned whatI learned through Nectar Flow
and through learning under you.
I'm way more excited afterwitnessing the capabilities of
something like this in makingefficient the work I did not
want to be doing to begin with.
I think now about how muchfaster can I churn out content
(15:07):
when my social posts areautomated, when my blogging is
automated, but I'm the onethat's just prompting it or
coming up with the idea to beginwith, reviewing it and posting
it.
How much faster can we getthrough to that sales process,
can we get through to whateverit is we're trying to accomplish
, when that part of the work isautomated, or at least 90% of
the way there, like what yousaid.
Speaker 2 (15:28):
Yeah, and again, I think a lot of people go to
speed and they go to information, and you know people don't want
our products and information.
They want what's possible orthey want a problem to go away.
And so this is where marketingminds get it right is you have
to figure out how to talk aboutthe things that the customers
care about, that you want tospend time with, care about that
(15:50):
you want to spend time with,and so if you can't customize
your AI for that, then you'regoing to be creating vanilla
things and you're not going toget the results you want.
And that's specifically whyNectar Flow does it that way is
because we need to first know.
Back to like who we want tospend time with.
Right, and what does a customerlike that need to understand,
(16:10):
need to know in order to movethings forward in their business
?
Right?
Your product and your solutionjust becomes the tool and the
technology to help them solvethe business problem.
But nobody wakes up wanting moreinformation.
Nobody wants to know about acompany's smart home technology.
At the end of the day, that'swhat I see people do.
(16:33):
Wrong is they go to ChatGPT andthey just write about the
things they have.
Here's what we have and here'swhat it does and here's what it
can do and it's like just rightover their head.
You've got to be a marketer anduse custom agents, custom
retrieval of custom informationthat understands your customer
(16:55):
and draws people in.
And if you just use ChatGPT forthat, you know you're going to
get vanilla responses right andany good movie.
People leave the movie becausepeople were able to make an
emotional connection right and alogical one to you know,
substantiate certain decisionsand movements, but it's story
(17:19):
and having that ability tocontrol the story, I think, is
where it matters.
Speaker 1 (17:25):
Yeah, and that's the future of marketing and
marketers, and what they need tobe thinking about is how am I
placing us?
You know, how am I placing usin a marketplace and what is the
story I'm telling you?
That is actually going to drawthe attention so that by the
time someone gets into a salesdemonstration, they're already
sold right.
They're on the concept They'vealready bought in.
(17:46):
It's the same as anything Withtraining you're not going to
listen to a training that youdon't feel like you need to
understand to achieve whatyou're trying to achieve in your
career and your goals and yourjob.
You know so, but if you'rebought in, you'll pay thousands
of dollars to get a degree onsomething if you feel like
that's what you need.
Speaker 2 (18:04):
That's why I love premium products.
You know the price that youcharge.
The higher it is, the better itis for the customer.
Speaker 1 (18:12):
Yeah, it's, interesting.
Speaker 2 (18:15):
Right, I mean people appreciate nice things, yeah,
and so they appreciate peoplethat are leaders in the world
doing good things.
They appreciate perspective onthose things and, um, then kind
of sniff through the your, youknow, and so when, when you do
(18:36):
things, the closer we can get towhat's unique to us, allows
that to be in alignment and nota conflict of like I'm just
trying to move something forwardor sell something here yeah,
and I think it's brilliantbecause I think that what's
great about something likeNectar Flow is you're just
handing someone options, you'rehanding someone power and you're
(18:57):
handing them the ability tocustomize, and that's ultimately
what people want at the end ofthe day.
Yeah, the big shift is mostpeople have been trained to buy
technology that was built foreveryone.
And some of the problems inyour business nobody will ever
build a product for, it won't beventure backed, it's not big
enough market, it's not aproductized thing, it can't
(19:19):
scale, and so as a CEO and aleader, I'm looking at those
things as found money inside anorganization where I can maybe
eliminate a role and repurposethat person into something more
productive like revenue, and asoftware like Nectar Flow is not
(19:40):
an expense because it's goingto return you money.
So now we've moved in the waythat we go into client meetings
or prospective client meetingsis.
This is a top line technologyand we like that because
anything is possible, possible.
So where do you want to startright?
Speaker 1 (19:54):
yeah, it's almost hard to wrap your head around at
first for sure what made youwant to develop nectar flow well
, that's a good question.
Speaker 2 (20:02):
Number one uh, I've, for 10 years, have used these
things technology integrations,applications in a modern way,
and I've seen the impact and thescalability it's allowed us to
do in our business.
It's allowed us to win markets.
It's allowed us to do thatthrough without hiring people in
(20:25):
many cases, which means abusiness can be built
differently than it used to bebuilt, like you don't need as
many people to do the work thatyou once did, and so ours was
out of necessity.
And then what we, the challengethat we had experienced was,
you know, there was lots oftechnology platforms all over
the place not talking to eachother, and then, once we pulled
(20:49):
it all together from sequencingto tagging to knowing audiences
we started to really see thegrowth, financially, and impact
with our brands and the peoplethat were interacting with it.
So, for us, we saw the results.
Then we started.
People would come to us and say, hey, can you help us introduce
these products to the world andthe industry and talk about
(21:12):
these things.
And so we spent a couple ofyears building other people's
brands using this technology,and so then it became like, well
, wait a minute, this could beactually more useful to others.
So we started listening to theproblems and the gaps and the
needs that were in themarketplace and we did research
(21:34):
right.
So we're thoughtful about thisand we researched probably a
little over 1.6 million unitsaround the problem of
integrations and we learned alot from that and we thought
that there was a lot of tensionand problematic issues with how
quickly innovation will flow inthe industry if that problem
(21:55):
wasn't solved.
We were sitting in betweeneverybody in the industry where
we weren't influenced by othersthat would allow us to not do
the right thing for an industry,and so we felt uniquely
positioned to bring and solvethe problem with integrations
(22:16):
for the industry and in doingthat, I realized like that
wasn't even really the bigproblem we wanted to solve.
We realized that the companiesdo a lot of things outside of
the property management systemthat is unaccounted for or
inefficient and a propertymanagement system can't go those
places.
(22:36):
So we looked bigger about thisin terms of like an app store.
If you bring AI and automationand data together, really
interesting things can happen.
And so just going through thatprocess at each stage, just
writing the check to pay thedevelopers, to align with the
(22:57):
right people strategically,getting all those things in
order to think not like a pointsolution, but a platform that's
going to reinvent or reshape orreimagine and demonstrate that a
lot of the change that wecomplain about not happening is
because there's not been a thingto step into.
(23:19):
So, for example, there was atime when people were worried
about am I going to do PC or Mac?
And there was a fight which oneare you on, pc or mac?
And steve jobs came along andsaid do we really have another?
Do we really have, um, uh, moretime for another screen in our
(23:40):
life?
And he made that was theopening question when he
launched the ipad, and so hedecided to not compete with the
PC or the Mac or the Apple atthe time, right.
And so he got people to thinktotally different about
something and he focused on theiPad, which was in the middle of
(24:05):
the PC, right, the two PCs.
So they weren't even competing.
They created a whole newcategory.
So most of the problems that wehave today, there's never been
the category that's been createdfor people to step into
something to solve it.
So we've created that, and thatis Nectar Flow.
It's a platform that can bringAI and automation.
(24:26):
It can connect to anything withan API.
So, knowing that, what's reallypossible with the business?
So when Steve Jobs in in 2001, Ithink it was when he did this
launched the iPad, he had noidea that somebody someday would
be flipping that screen and say, do you want to tip me on this
thing?
He had no idea it would be apoint solution or a cash
(24:48):
register at merchant stores or Icarry an iPad around here and I
can control the screen on hereand the sound in the room.
He didn't even have the visionfor that.
It was the developers thatbuilt on the platform that
created that opportunity.
So Nectar Flow is what happensover the next 15 years can be
(25:09):
built on that.
I'm so excited because, whoknows, it's not what we build,
it's how do we bring these pointsolution products together and
allow real estate companies tobuild on a platform that they
can change the way the dataflows, move it to the places it
needs to be and do it in a waythat's standardized and
authenticated to the standardsthat the property management
(25:32):
systems need and the pointsolutions need and ultimately,
guess who wins the resident.
Speaker 1 (25:37):
Yeah.
Speaker 2 (25:38):
Because you don't, you have more ways to create
value and unlock innovation in abusiness and an industry, and
you don't have to depend on onesource of income, which is the
rent increase, and so that'sthat's why we're doing this,
which is the rent increase, andso that's why we're doing this
and we're bold about it.
I think we went to some reallysmart people to get behind to
(25:58):
make sure it gets done right,and so that's sort of my long
story approach to how we gothere.
But I can't be more excitedbecause with AI, it's forcing
people to collaborate, and theindustry hasn't collaborated
very well, so now there's a toolfor them to collaborate and to
(26:21):
get the most out of the thingsthat they want to do for their
customers and for their reasons.
Speaker 1 (26:26):
And I think for the person, what's really
interesting is it's actuallyforcing you to determine which
parts of your job you don't lovedoing, and I think that's if
you could look at a positive ofwhat's happening instead of the
fear.
I think it's really compellingand amazing really when you
think about I don't these thingsI complain about on a daily
basis that I don't like doinganyway.
(26:46):
I can now just have an agentfor that.
Speaker 2 (26:49):
Yeah, that's true, and you know I'm a baseball guy.
So until someone there's a pit,there's been a pitching machine
forever.
Okay, so that's automation.
It's been around forever and wewould practice with pitching
machines just to save arms.
So million dollar arms, don'tget tired, right.
But if you look at a baseballgame, before the game there's
(27:11):
still a simulation of a realbatting coach throwing batting
practice.
So watch baseball when they putthe mound out there and there's
an automated machine throwingBP to professional sports
enterprises.
That's when the robots come andall that stuff.
But the reality is, just becauseit can be automated doesn't
(27:34):
mean it should.
And that's where I think thiswhole conversation around people
and how many and all that stuffthey're necessary.
The real thing that leaders cando is help move people through
change, because this is changethat they didn't invite in in
(27:54):
some cases, that they're notexperienced in moving people
through, and so that can createa lot of unrest, a lot of
uncertainty.
So if you can be a source ofcertainty for a group, if you're
an employee, you want to helppeople move through these things
, provide that psychologicalsafety during a state of
(28:16):
transformation.
I mean, that's what we're doingat our Innovation Summit in
December is helping people movethrough that, because it's not
the tech.
The tech and the AI and allthat stuff is here.
It's that technology can beprogrammed right.
It moves faster than us.
Companies move slower becausepeople are involved.
Status quo mindsets.
Our minds are filteringmachines.
(28:37):
They don't.
You know, we see the worldthrough the world that we grew
up in and that may not be theworld that we're stepping into.
So leaders can truly know likethere are parts of the business
that shouldn't be automated.
It's helping people to dowhat's next after you've taken
away all the crap.
What's next?
Well, how about take care ofyourself?
(28:59):
How about, like, go do yoga?
How about you know, work out?
Movement is medicine.
How about go to a conferencethat isn't even in the industry?
Get inspired about somethingthat allows you to think
differently and come to yourorganization and create value.
And so we have to really expandwhere we find our solutions,
(29:21):
where those solutions come from,who they come from, and realize
like, whatever got us here,it's not what's going to move us
through.
What happens next?
Speaker 1 (29:33):
And I think what's an interesting message for leaders
is making no choice is stillmaking a choice.
Speaker 2 (29:39):
This is true.
Speaker 1 (29:40):
And that kind of came to me the other day because I
was thinking about all thesepeople who are we're succeeding
the way we are today.
Well, guess what?
Your people are still playingwith all of this, your people.
Don't let your people this,don't let your people dabble and
play.
But if you're not understandingwhat's happening at this level,
if you're not leading thatcharge, I tell this story.
(30:00):
I was at an organization andwhat they did was they got us
all in a room and they said whatAI tools are you guys using?
I'm mandated to write a surveyto survey my group on what we're
using, survey to survey mygroup on what we're using.
And that's not to say thatthat's a bad thing, that they
were curious.
But if I were a leader, I wouldwant to be saying hey guys, we
have this incredible opportunityin front of us.
Let's talk about what parts ofyour role you don't like doing
(30:23):
and let's figure out a way toutilize this great tool.
Speaker 2 (30:27):
That's coming our way , right, sure, so yeah, I look
at products people use, likeautomobiles, travel, people can
relate to other things that havechanged in our life.
But then we get to multifamilyoperations and it's because
we've been so successful there'snot enough pain.
(30:48):
You know, necessity, um, so, uh, great job, uh, creating
success.
Automotive industry created alot of success and they got.
You know they're chasing Teslaforever.
Um, the um, music industry, youknow, um, you see what
streaming has done to, to, tobusiness models that have the
(31:11):
brand of Hollywood.
You know Silicon Valleys it'sgoing through its own.
You know you're seeing othersort of tech centers and tech.
You know, here in Phoenix it's.
You know Silicon Desert orSilicon Slopes or things that
challenge the status quo, areimportant, but at the same time,
(31:32):
you know there needs to beempathy and appreciation to like
, listen, you're, I know why itfeels safer to stay where we are
is because a you may have apresupposition about something
else that you went out on a limbfor and it didn't go well, and
(31:52):
that we, we, we bring that biasto conversations, we bring that
bias to decisions and it shapesthe way we move forward.
And so, if you can be just acharacter that tests the
assumptions, uh, you know, I, I,I was told this, uh, by my
advisor, who, by the way,incredible human being that
transformed Microsoft, right.
(32:13):
So pretty good advice is what'syou know, what's observed and
what's interpreted you know, areyou observing something or are
you interpreting it right?
And so, as you move throughthese opportunities that come to
us, employees oftentimes feellike it's more risk than they
want to take on.
(32:33):
You know they're hired to takecare of a department, take care
of things, so why would I put myjob at risk to do this thing?
Well, it may be the riskiestthing.
You may not have the jobbecause your company doesn't win
.
Nobody wins, right.
And so you look at other things,like the automotive industry,
(32:54):
or even what Airbnb did tohospitality is they became the
largest hotel in the worldwithout owning real estate,
without getting JV deals,without buying land, without
buying other companies.
They did that differently,right.
And there are some smart peoplein hospitality with big
buildings and big brands, brandsthat you and I know, yeah, and
(33:18):
they all missed it.
So it's very rare thatsuccessful industry insiders see
the big picture like thatbecause they're so good, yeah,
they're so successful.
And you know, depending on howold they are, too, like do they
want to take the risk at thisstage and wherever they are, and
(33:39):
all that.
There's so many factors thatplay out.
Yeah, but gosh, if you're aleader and you recognize these
things and you look at otherindustries that have been
through what we're going through, it's really about just moving,
being the leader that movespeople through change.
Speaker 1 (33:58):
Yeah, and there are ways you can do that that aren't
as risky.
You don't have to rollsomething out portfolio wide,
you can test, you can play.
Just be curious really is whatit comes down to right.
It's just be curious and learn,and don't be afraid to learn,
you know.
Speaker 2 (34:12):
Yeah.
You still have the power youstill have the control, but just
be open.
Yeah, we talked about that onthe council meeting today.
Speaker 1 (34:21):
That was pretty interesting.
Yeah, that's a good point.
I think it's really smart.
Well, I'm excited and, like Isaid, as a marketer I was a
little more afraid.
But after seeing it Are you amarketer?
Yeah, now I'm a lot of things.
Yeah, now I'm a lot of things,but in a technical stance my
past history we all have a lensthat we see things through.
So I would say, you know?
But having viewed myself thatway previously, I am now excited
(34:44):
about the opportunities of whatI can now become too.
You know, that's that's kind ofwhere my head is at.
Speaker 2 (34:50):
You already are at everything, because you're you.
And that's the point is likewhen we get this other stuff out
of the way, we just get to beus and we call ourselves asset
(35:14):
managers or property managers,or there are people training
people and designating people onjobs that will not exist in
some cases, or skills that areno longer required for humans to
do, you know.
So I mean how people find theirown significance and value, I
think is going to change.
That will need to be leadershipthrough that process.
But if you think about it, as Imentioned, about all these
large language models collectingall the intelligence around the
(35:37):
world, what do we really wantto be known for?
We don't want to be known forbeing an animal.
We want to be known for I wasable to make an impact and this
business went from this and itdid that, and the people I did
it with trusted us and they feltgood about it and gosh, uh, we
(35:59):
made, we made things healthyright and that.
That, I think, is the specialpart that is playing out here
that people don't notice and um,so it'll be.
Speaker 1 (36:12):
It'll be interesting to watch I think it'll be really
interesting to watchindividuals find themselves
again essentially, and whatmatters to them and what they
really want to be doing.
Speaker 2 (36:20):
Yeah, it's kind of cool absolutely, absolutely,
what do they teach you in in, uh, the, the theater stuff that
you did, like how do you getpeople to applause?
And like, how, how do you ownthe stage and and and and and
move people?
You're, you're, you're sellingan experience and it's so
(36:42):
subjective and it's interpretedin so many ways.
Yeah, so I mean, that's, that'sgot to be a skill set, that's
completely powerful I've usedthat every day of my life.
Speaker 1 (36:51):
What I learned being you hear of so many people that
came from the world of theaterthat are just so intelligent,
and what we had to learn aboutbeing articulate and making
people feel something.
And to your point about brandis that and what I was saying
earlier sometimes it's viewed asas fluff, as not necessary.
When people think of a brand,they think of my colors, are
this?
My hex is this?
You know, it's like.
(37:12):
No brand is really.
Who are you as a company?
What space do you own?
And, in my opinion, it's themost important thing you can
possibly have as a company,because we're talking about
differentiators.
When everybody has the samething, or if your brand were the
same as everybody else, youwouldn't sell a dime, you
wouldn't sell a single thing youthing.
So I think it's interesting.
(37:33):
I'm still in the exploratoryphase now of wow, if I automate
all of this, what's next?
Speaker 2 (37:39):
Yeah.
Speaker 1 (37:40):
Really.
Speaker 2 (37:41):
Well, anything.
Speaker 1 (37:42):
Anything yeah.
Kind of blows your mind alittle.
Speaker 2 (37:45):
We haven't been at this very long and it's exciting
.
But, to your point, brand's avery hard thing for people to
understand and articulate, butit's the reason why you know
when, like even when we dothings it's a decision-making
mechanism too Like what goesinto product, what goes into
(38:09):
messaging, what we say no to.
You know what we protect andyou know it's just good business
.
Speaker 1 (38:20):
Yeah Well, I'm excited for the future, I'm
excited for Nectar Flow, I'mexcited to see how this all
plays out.
And you know what, when we didour webinar and we did our poll,
most people were excited.
When we asked them if they wereexcited or scared, I would say
majority.
Speaker 2 (38:35):
Normally I wouldn't have asked are you scared?
Right, but we put it out there.
Speaker 1 (38:38):
But people, yeah, you know, we just wanted to know
where's your favorite.
You know what else could?
Speaker 2 (38:41):
be there.
Speaker 1 (38:42):
There could be false intel, could be like I'm scared
to say I'm scared, but you know,yeah, but it was anonymous and
there were enough people in theroom that you know.
I feel like a lot of peoplemaybe not the owners of said
business where people areexcited to try AI, but that's
where what we're saying like bethe people who are leading the
charge so that your people areexcited, they're ready to try to
(39:05):
dabble, to dip a toe in.
Speaker 2 (39:07):
Well, I'll tell you, the owners are very excited.
You know why?
Because they have to be,because regulations coming in,
operational costs are out ofcontrol.
It's hard to find talent.
It's hard to do so many thingsin the business with limited
capacities.
In some cases there's fraudhappening.
(39:28):
In some cases you're sellingthe product and you can't even
have access to the product andthere's regulation on collecting
your money.
It's just really hard.
And then you've gotsupply-demand fundamentals that
are really out of your controland markets and you're taking
the same amount of risk.
And so the owners.
(39:50):
It's no longer like we want tochange the world, it's like
necessity.
Yeah, the challenge with that,especially if you're building a
product today and trying to sellit into multifamily, is, you
know, you may not be talking tothe owner, you may be talking to
someone has to do more work orthink about another thing or try
(40:11):
another thing.
And sometimes what I tellpeople to do is it's your job,
your fiduciary responsibility,to know I need to take the
vendor call, answer thatquestion, take the demo,
whatever.
It's your job to know thesethings.
And the reason why is becauseyou need to help get that
(40:33):
investor to their yield orprotect it.
And if there's a technology orif there's an opportunity to do
something that allows theemployees to get better, the
investors to get better, theresidents to get better, and you
dismiss it, then are you aprofessional?
So I think you got to challengethe status quo of like, listen,
(40:55):
it's no longer, someone took meto steak dinner and all this
crap.
I mean, it used to be thevendors, the owner operators had
all the power and it was likeyou know, the buyers are loud,
the sellers are quiet, right?
So how do you?
And now what's happening istechnology shifted and the the
(41:17):
it's the other way around, the,where the owner and operators
actually depend and need thepoint solutions, the vendors
more, because that's where theinnovation's happening, right?
So it's been, it's an, it's apendulum, swift swing.
And so now, if I'm inmultifamily asset manager or an
owner or an operator or athird-party manager, you're
going to start checking in onyour fiduciary responsibility.
(41:40):
I have something that couldmaterially impact our investors,
our LPs, our JV partners' yieldand their ability to protect
risk.
I need to be professional inthis process, right, and I don't
.
I don't.
I think a lot of people arejust like could be timid and
(42:01):
scared in many cases, and theymay not even pursue that, as
like, this is my job, right,it's your job to know things
about how the business works,and if there's an opportunity
that the business is going tochange and you don't know what's
happening, they're going tochoose another management
company.
Speaker 1 (42:20):
That's right, yeah, yeah.
Speaker 2 (42:22):
So for all the vendors out there, I'm rooting
for you Right, and if you sendus your documentation, we'll
bring them customers, becausewhat we believe is when we all
work together, the industry hasto succeed before markets
(42:44):
succeed and before companiessucceed.
That's why Elon Musk gave awaythe patents to electric vehicles
Is he was smart enough to thinkbigger and get away from sales
and say I need this category tosucceed before Tesla succeeds.
Speaker 1 (43:05):
Wow, that is just wild.
That's like a mic drop momentright there.
Speaker 2 (43:09):
It's true, it is, and it's already happened.
Speaker 1 (43:10):
I'm not making it.
This is fact, yeah, yeah, Imean, it makes a lot of sense.
We all are hitting the samehurdles, and we talk about this
in the innovation councilmeetings.
We all are hitting the samewalls.
Yep, it's time for us to bindtogether for innovation.
Yep, I like it Well.
On that note, where can peoplefind out about Nectar Flow?
Speaker 2 (43:36):
Nectarflowcom is a great spot and you know, I think
it's an opportunity to just getin touch with us.
I think what we do and whatwe're doing right now, hopefully
it provides value to people.
They think a little differentabout their business and if you
go through our marketing or yougo into a demo, sometimes you
don't even have to buy somethingJust when you get.
(43:57):
It's just, it's a process ofstarting.
I think it's taking the firststep is probably the hardest
step.
Yeah, that's NectarFlowcom.
Speaker 1 (44:04):
Yeah, just be curious .
We'll leave it at that, allright.
Okay, so some of the interesting things that I've
learned over the last few monthsI feel are very great little
bits of information for ouraudience to understand when it
comes to AI and what they shouldbe thinking about today.
One of the things that you hadsaid is there's a big difference
between AI that's for everyoneand AI that's for you.
(00:21):
I think that's an importantdistinction for people to
understand, so can you elaborateon that a little bit?
Speaker 2 (00:28):
Yeah, so great question.
The idea is there's a big race,competitive race, right now,
with these large language models, the big tech companies
competing.
Right, I mean nobody thoughtGoogle would be disrupted in the
way that is today.
Right, I mean nobody thoughtGoogle would be disrupted in the
way that it is today, right,and so that means you know,
(00:51):
large language, open AI, opensource models, anthropic these
types of models are spendingbillions and billions of dollars
to create great models that youwould never be able to do
yourself as an organization.
Right, you can do open source,you can do these things and fine
tune these models, but the realrace for those companies,
(01:14):
they're fighting a race that weshouldn't be in.
Right, they are fightingagainst each other.
You've got Elon, you've gotZuckerberg coming back with an
open source model, you have thecategory leader OpenAI, you have
Anthropic, you have these othermodels coming together.
They're fighting their ownmarket shares.
The good news for us asdevelopers and even as users, is
(01:38):
the cost of intelligence iscontinually going down, which
means everybody will have accessto all the intelligence in the
world.
Right, yeah, so how do youstand out in that capacity?
Right, that's the purpose of abrand is to differentiate what
is different about your companyyou as an individual, as an
(02:01):
employee, that's different fromeverybody else an individual as
an employee, that's differentfrom everybody else.
And that's where I think thesetechnologies are built to scale,
in other words, they're foreverybody, whereas what we're
doing with Nectar Flow is we'reusing the large language models
paired with company informationright, retrieving company
(02:23):
information that's specific tothe brand and specific to the
process of which it sits within,and every company has such
unique processes and uniquepeople and unique focus, and so
you just can't expect technologythat's built for everybody to
(02:45):
solve your specific businesschallenges in that way.
Speaker 1 (02:50):
That's interesting.
And what I think is kind ofinteresting is that a lot of
effort is going into, from whatI've seen, going into teaching
you how to prompt, versus whatyou're doing is just creating an
agent that essentially does allof that for you, right?
That actually speaks to thelarge language model in a way
that you want to be speaking tothe large language model.
(03:11):
So is that correct?
Speaker 2 (03:13):
Yeah, I mean you know , the world changed really fast
with ChatGPT.
So ChatGPT is just a chatbot.
It talks to the large languagemodel OpenAI, depending on that
model, whatever it is today andso that made it easy for us to
interact with the large languagemodel.
The only thing is we're onlyinteracting at the user level,
(03:38):
right, and you're talkingdirectly to the large language
model in code.
If things change quickly incode, you have to go back, and
now you have technical debt andthings are moving much, much
quicker with AI than it did withbuilding on PC and building on
mobile and building on theinternet and building on the
(04:00):
cloud.
And so with these largelanguage models, when you can
talk to them programmatically atthe system level, at the role
level and at the user level, youcan tell it things in context
that will improve the responsesthat you can't get just talking
(04:20):
to it like in a chatbotinterface.
First of all, you have to gothere and think about the
chatbot interface, to thinkabout the prompts and, yeah,
prompt engineering and all thatstuff.
The better you are at that, thebetter responses that you're
going to get.
But what we're doing is we'recreating an autonomous and an
automated process where theseagents, multiple agents
(04:44):
constructed for the companyprocesses can be part of one
workflow.
You can have four differentagents in one workflow, right.
That doesn't happen in achatbot experience, because you
have this thread ID that hasmemory and it's like you and I
talking.
If you're a really good PRperson and you know press
releases and you can write forthat excellence, you may not be
(05:11):
the right customer serviceperson.
You may be different if you'retalking to how they like to see
information and how things needto be organized, different from
someone that's trying to getsomething picked up in the news.
(05:31):
And so in one workflow we canbring different agents to
different aspects of the workand do it programmatically in
code.
That takes people out of theprocess.
And now you're actuallycreating assistance for your
(05:51):
employees versus thinking abouthow to replace the employees.
You're giving every employeethe value that that CEO probably
has at the executive level anassistant, maybe a personal
assistant, right, yeah.
And you're giving everyemployee the ability to have
that without employingassistants in payroll.
Speaker 1 (06:12):
And I actually think about it.
Conversely, too, where if I hadmade and replicated essentially
the way that my CEO thinks Ican run what I'm doing by that
person too you know to make surethat I'm speaking from the
filter, in the way that theylike to speak about our business
, about our company, because howmany times does someone assign
(06:33):
something to a copywriter,whoever it is?
They write something and thenthey have to run it by their CMO
and they're like no, that's notit you haven't hit the nail on
the head.
So to be able to run what I'mdoing even past that agent.
I think it's like anytime youwould think, oh man, I could
really use Jennifer right now, Icould really use their
perspective.
You can just add an agent tothat, that's really interesting.
Speaker 2 (06:54):
That's what makes a great leader communication Right
and understanding how the otherperson needs to hear it for
their reasons, not yours.
Needs to hear it for theirreasons, not yours.
And to your point I mean, lookat the back and forth and the
inefficiencies of that executivelevel leader needing to approve
something and the gap betweenthe way that it's presented.
You can train those things.
Speaker 1 (07:16):
Yeah.
Speaker 2 (07:20):
And you can do it in a way that is custom to the
company versus something that'svanilla and everybody else has
access to, because if everybodyhas, you know there was a time
when Grammarly was great becausepeople were bad at spelling
right and then at some point,like being good at spelling is
no longer like a valuable thing.
Speaker 1 (07:40):
Right.
Speaker 2 (07:40):
Because everybody has it right.
So now what?
So?
Ai is coming for those types ofthings in the market that it
serves.
It will want to attract thetype of customers that is
(08:09):
suitable for that businessuniquely, and that's where I
would be spending the time.
I'd be focused on that, versuslike what's next and what's the
newest thing.
Speaker 1 (08:20):
And that was immediately.
My favorite thing about NectarFlow was how custom it is to
exactly what you're trying toaccomplish.
So if I'm a leader in anorganization and I'm thinking
about where I'm going to add AIinto my process or automation or
integrations, like what NectarFlow does is, I'm evaluating the
work that's already happening,exactly how it's actually
(08:41):
happening and how many handstouch that work in that workflow
on a daily basis, weekly basis,and I could say I still want
Jennifer to handle this, but Ireally want her to have an
assistant to handle this partand this part and this part.
So I think the fact that youcan kind of see and decide
yourself, you're almost handingpeople the power to be able to
(09:01):
decide versus what we're seeingin other products that are being
developed.
They're just looking at theproblem that they already solved
for and trying to add AI intothat when can we add a little
bit of AI into this product?
Speaker 2 (09:14):
versus you decide where it adds, you know great
businesses have great governanceright, and you know when we
hire people, right and um, youknow when we hire people, we, we
want certain outcomes, andright now you can deploy these
custom agents into the businessto create this, the same
outcomes.
In fact, some of them cancreate the entire outcome.
(09:35):
But if you can take 70, 80, 90percent of the boring work, the
redundant work, out of theprocess and then organize that
data in a central databasethat's not vendor locked in, in
other words, once that's on adatabase, it can be used in
other applications Great thingscan happen for the business,
which is the ultimate leader'sjob make good business decisions
(09:57):
, make the business better, anda lot of times that's just good
business.
Leading people through thatprocess is hiring the right
people, getting them trainedeffectively so they can show up
better for the customer, and wecan do that with agents.
We can do that with technology.
The fascinating part here,though, is you've heard before
(10:20):
like inspect what you expect.
So great leadership would checkon work.
It's like the trust, but verify.
You can do that, you don't haveto do that.
You can create an agent to dothat, actually to check right.
So now you're checking what'salready been checked, but
there's still humans.
This is all for humans, right?
(10:43):
I mean?
Imagine, imagine how fun wouldthe world be if it's right.
It is all for the betterment ofhumans in business.
But imagine what can beunlocked and the differentiation
that can be unlocked if peoplecan actually show up and just
inspire customers and inspireother leaders and get all this
(11:06):
stuff.
We'll look back and say I can'tbelieve we did all this stuff.
Yeah, you know, I mean.
Speaker 1 (11:11):
Yeah, well, being a marketer you know I was I kind
of realized that we're kind ofthe low hanging fruit.
We're the first, the first tokind of dabble.
They're already dabbling incopywriting.
They're already dabbling ingraphic design video.
Speaker 2 (11:30):
you know all of these things, and so I think a lot of
marketers are kind of you knowwhy you keyed into something
that I don't even know.
Speaker 1 (11:34):
I keyed into.
Speaker 2 (11:35):
If you look at innovation and how markets get
reshaped, it starts withmarketing, goes to operations
and it goes to financial.
And why do you think that is?
Speaker 1 (11:47):
I hate to say it this way, but I you know I think
sometimes marketing is viewed asfluff and not as impactful to
the bottom line or as has asmuch ROI as people realize.
So I know, at leastorganizationally.
Usually marketers are the firstto get cut because of that
reason alone, and it's notalways measurable value.
Speaker 2 (12:10):
It's not that they're getting cut, it's that they're
farther along than everybodyelse.
They're the smart ones.
Marketing is the greatest thing.
I mean, everything is marketing.
Usa, the country is marketing,the flag is brand, everything is
a brand and story.
And to be able to tell a storyabout what's unique to your
business, right.
But my point to the marketingand then it goes to operations
(12:33):
and it goes to financial is thatthe marketers are just further
down the evolution of innovation.
So, yeah, they're feelingwhat's next, because they've
figured out how to get leads andturn traffic into leads so that
those leads becomeconversations and those
conversations become revenue inthe business.
Yeah, so it's the marketersthat realize that.
(12:55):
And the reason why is becausemost business leaders can solve
a problem with more revenue.
If you can write a check tosolve a problem, the problem
goes away.
Well, you need marketers to beable to generate the demand,
generate the traffic, generatethe leads, and you can solve
business problems with money.
So now the marketers have donethat.
And now we're going tooperations.
(13:16):
And so now, and you think aboutthis, there was a time before
you couldn't collect leadsonline, right, right, and you
could do surveys and all thesethings.
So, marketers.
Then it went to dropbox andstorage of files in the cloud,
so that's operations, right, sothey're, they're getting more
efficiency.
And then it wasn't that long agowhen you had to still go to the
(13:38):
bank to do checking and anddeposit checks and you could
take a picture of it.
And now all of those things inbetween those aspects got
disrupted from another new thing, right.
So now you can just wiretransfer things or Venmo or
Zelle and these types of things,so you don't even need to take
a picture of the stuff.
So anything that's between youand the customer that's not
(14:00):
adding value will be disrupted.
Okay.
And so as soon as thosemarketers the marketers are
moved on it's not that it'scoming for their jobs, these are
my beliefs.
I believe that they're going tomake different business value
and they'll use thesetechnologies to what
Differentiate, tell the story,understand more insights about
(14:23):
the customer with the data.
And I'm excited for themarketers.
But there will be those thatare scared and holding on and
you know, and thinking aboutthings in sort of a fear mindset
.
Yeah, yeah, but it's just, it'snot anything that hasn't
already happened.
Speaker 1 (14:41):
Yeah.
Speaker 2 (14:42):
In the world.
Speaker 1 (14:43):
And what I will say is you know, I was a little
afraid coming into.
You know before I learned whatI learned through Nectar Flow
and through learning under you.
I'm way more excited afterwitnessing the capabilities of
something like this in makingefficient the work I did not
want to be doing to begin with.
I think now about how muchfaster can I churn out content
(15:07):
when my social posts areautomated, when my blogging is
automated, but I'm the onethat's just prompting it or
coming up with the idea to beginwith, reviewing it and posting
it.
How much faster can we getthrough to that sales process,
can we get through to whateverit is we're trying to accomplish
, when that part of the work isautomated, or at least 90% of
the way there, like what yousaid.
Speaker 2 (15:28):
Yeah, and again, I think a lot of people go to
speed and they go to information, and you know people don't want
our products and information.
They want what's possible orthey want a problem to go away.
And so this is where marketingminds get it right is you have
to figure out how to talk aboutthe things that the customers
care about, that you want tospend time with, care about that
(15:50):
you want to spend time with,and so if you can't customize
your AI for that, then you'regoing to be creating vanilla
things and you're not going toget the results you want.
And that's specifically whyNectar Flow does it that way is
because we need to first know.
Back to like who we want tospend time with.
Right, and what does a customerlike that need to understand,
(16:10):
need to know in order to movethings forward in their business
?
Right?
Your product and your solutionjust becomes the tool and the
technology to help them solvethe business problem.
But nobody wakes up wanting moreinformation.
Nobody wants to know about acompany's smart home technology.
At the end of the day, that'swhat I see people do.
(16:33):
Wrong is they go to ChatGPT andthey just write about the
things they have.
Here's what we have and here'swhat it does and here's what it
can do and it's like just rightover their head.
You've got to be a marketer anduse custom agents, custom
retrieval of custom informationthat understands your customer
(16:55):
and draws people in.
And if you just use ChatGPT forthat, you know you're going to
get vanilla responses right andany good movie.
People leave the movie becausepeople were able to make an
emotional connection right and alogical one to you know,
substantiate certain decisionsand movements, but it's story
(17:19):
and having that ability tocontrol the story, I think, is
where it matters.
Speaker 1 (17:25):
Yeah, and that's the future of marketing and
marketers, and what they need tobe thinking about is how am I
placing us?
You know, how am I placing usin a marketplace and what is the
story I'm telling you?
That is actually going to drawthe attention so that by the
time someone gets into a salesdemonstration, they're already
sold right.
They're on the concept They'vealready bought in.
(17:46):
It's the same as anything Withtraining you're not going to
listen to a training that youdon't feel like you need to
understand to achieve whatyou're trying to achieve in your
career and your goals and yourjob.
You know so, but if you'rebought in, you'll pay thousands
of dollars to get a degree onsomething if you feel like
that's what you need.
Speaker 2 (18:04):
That's why I love premium products.
You know the price that youcharge.
The higher it is, the better itis for the customer.
Speaker 1 (18:12):
Yeah, it's, interesting.
Speaker 2 (18:15):
Right, I mean people appreciate nice things, yeah,
and so they appreciate peoplethat are leaders in the world
doing good things.
They appreciate perspective onthose things and, um, then kind
of sniff through the your, youknow, and so when, when you do
(18:36):
things, the closer we can get towhat's unique to us, allows
that to be in alignment and nota conflict of like I'm just
trying to move something forwardor sell something here yeah,
and I think it's brilliantbecause I think that what's
great about something likeNectar Flow is you're just
handing someone options, you'rehanding someone power and you're
(18:57):
handing them the ability tocustomize, and that's ultimately
what people want at the end ofthe day.
Yeah, the big shift is mostpeople have been trained to buy
technology that was built foreveryone.
And some of the problems inyour business nobody will ever
build a product for, it won't beventure backed, it's not big
enough market, it's not aproductized thing, it can't
(19:19):
scale, and so as a CEO and aleader, I'm looking at those
things as found money inside anorganization where I can maybe
eliminate a role and repurposethat person into something more
productive like revenue, and asoftware like Nectar Flow is not
(19:40):
an expense because it's goingto return you money.
So now we've moved in the waythat we go into client meetings
or prospective client meetingsis.
This is a top line technologyand we like that because
anything is possible, possible.
So where do you want to startright?
Speaker 1 (19:54):
yeah, it's almost hard to wrap your head around at
first for sure what made youwant to develop nectar flow well
, that's a good question.
Speaker 2 (20:02):
Number one uh, I've, for 10 years, have used these
things technology integrations,applications in a modern way,
and I've seen the impact and thescalability it's allowed us to
do in our business.
It's allowed us to win markets.
It's allowed us to do thatthrough without hiring people in
(20:25):
many cases, which means abusiness can be built
differently than it used to bebuilt, like you don't need as
many people to do the work thatyou once did, and so ours was
out of necessity.
And then what we, the challengethat we had experienced was,
you know, there was lots oftechnology platforms all over
the place not talking to eachother, and then, once we pulled
(20:49):
it all together from sequencingto tagging to knowing audiences
we started to really see thegrowth, financially, and impact
with our brands and the peoplethat were interacting with it.
So, for us, we saw the results.
Then we started.
People would come to us and say, hey, can you help us introduce
these products to the world andthe industry and talk about
(21:12):
these things.
And so we spent a couple ofyears building other people's
brands using this technology,and so then it became like, well
, wait a minute, this could beactually more useful to others.
So we started listening to theproblems and the gaps and the
needs that were in themarketplace and we did research
(21:34):
right.
So we're thoughtful about thisand we researched probably a
little over 1.6 million unitsaround the problem of
integrations and we learned alot from that and we thought
that there was a lot of tensionand problematic issues with how
quickly innovation will flow inthe industry if that problem
(21:55):
wasn't solved.
We were sitting in betweeneverybody in the industry where
we weren't influenced by othersthat would allow us to not do
the right thing for an industry,and so we felt uniquely
positioned to bring and solvethe problem with integrations
(22:16):
for the industry and in doingthat, I realized like that
wasn't even really the bigproblem we wanted to solve.
We realized that the companiesdo a lot of things outside of
the property management systemthat is unaccounted for or
inefficient and a propertymanagement system can't go those
places.
(22:36):
So we looked bigger about thisin terms of like an app store.
If you bring AI and automationand data together, really
interesting things can happen.
And so just going through thatprocess at each stage, just
writing the check to pay thedevelopers, to align with the
(22:57):
right people strategically,getting all those things in
order to think not like a pointsolution, but a platform that's
going to reinvent or reshape orreimagine and demonstrate that a
lot of the change that wecomplain about not happening is
because there's not been a thingto step into.
(23:19):
So, for example, there was atime when people were worried
about am I going to do PC or Mac?
And there was a fight which oneare you on, pc or mac?
And steve jobs came along andsaid do we really have another?
Do we really have, um, uh, moretime for another screen in our
(23:40):
life?
And he made that was theopening question when he
launched the ipad, and so hedecided to not compete with the
PC or the Mac or the Apple atthe time, right.
And so he got people to thinktotally different about
something and he focused on theiPad, which was in the middle of
(24:05):
the PC, right, the two PCs.
So they weren't even competing.
They created a whole newcategory.
So most of the problems that wehave today, there's never been
the category that's been createdfor people to step into
something to solve it.
So we've created that, and thatis Nectar Flow.
It's a platform that can bringAI and automation.
(24:26):
It can connect to anything withan API.
So, knowing that, what's reallypossible with the business?
So when Steve Jobs in in 2001, Ithink it was when he did this
launched the iPad, he had noidea that somebody someday would
be flipping that screen and say, do you want to tip me on this
thing?
He had no idea it would be apoint solution or a cash
(24:48):
register at merchant stores or Icarry an iPad around here and I
can control the screen on hereand the sound in the room.
He didn't even have the visionfor that.
It was the developers thatbuilt on the platform that
created that opportunity.
So Nectar Flow is what happensover the next 15 years can be
(25:09):
built on that.
I'm so excited because, whoknows, it's not what we build,
it's how do we bring these pointsolution products together and
allow real estate companies tobuild on a platform that they
can change the way the dataflows, move it to the places it
needs to be and do it in a waythat's standardized and
authenticated to the standardsthat the property management
(25:32):
systems need and the pointsolutions need and ultimately,
guess who wins the resident.
Speaker 1 (25:37):
Yeah.
Speaker 2 (25:38):
Because you don't, you have more ways to create
value and unlock innovation in abusiness and an industry, and
you don't have to depend on onesource of income, which is the
rent increase, and so that'sthat's why we're doing this,
which is the rent increase, andso that's why we're doing this
and we're bold about it.
I think we went to some reallysmart people to get behind to
(25:58):
make sure it gets done right,and so that's sort of my long
story approach to how we gothere.
But I can't be more excitedbecause with AI, it's forcing
people to collaborate, and theindustry hasn't collaborated
very well, so now there's a toolfor them to collaborate and to
(26:21):
get the most out of the thingsthat they want to do for their
customers and for their reasons.
Speaker 1 (26:26):
And I think for the person, what's really
interesting is it's actuallyforcing you to determine which
parts of your job you don't lovedoing, and I think that's if
you could look at a positive ofwhat's happening instead of the
fear.
I think it's really compellingand amazing really when you
think about I don't these thingsI complain about on a daily
basis that I don't like doinganyway.
(26:46):
I can now just have an agentfor that.
Speaker 2 (26:49):
Yeah, that's true, and you know I'm a baseball guy.
So until someone there's a pit,there's been a pitching machine
forever.
Okay, so that's automation.
It's been around forever and wewould practice with pitching
machines just to save arms.
So million dollar arms, don'tget tired, right.
But if you look at a baseballgame, before the game there's
(27:11):
still a simulation of a realbatting coach throwing batting
practice.
So watch baseball when they putthe mound out there and there's
an automated machine throwingBP to professional sports
enterprises.
That's when the robots come andall that stuff.
But the reality is, just becauseit can be automated doesn't
(27:34):
mean it should.
And that's where I think thiswhole conversation around people
and how many and all that stuffthey're necessary.
The real thing that leaders cando is help move people through
change, because this is changethat they didn't invite in in
(27:54):
some cases, that they're notexperienced in moving people
through, and so that can createa lot of unrest, a lot of
uncertainty.
So if you can be a source ofcertainty for a group, if you're
an employee, you want to helppeople move through these things
, provide that psychologicalsafety during a state of
(28:16):
transformation.
I mean, that's what we're doingat our Innovation Summit in
December is helping people movethrough that, because it's not
the tech.
The tech and the AI and allthat stuff is here.
It's that technology can beprogrammed right.
It moves faster than us.
Companies move slower becausepeople are involved.
Status quo mindsets.
Our minds are filteringmachines.
(28:37):
They don't.
You know, we see the worldthrough the world that we grew
up in and that may not be theworld that we're stepping into.
So leaders can truly know likethere are parts of the business
that shouldn't be automated.
It's helping people to dowhat's next after you've taken
away all the crap.
What's next?
Well, how about take care ofyourself?
(28:59):
How about, like, go do yoga?
How about you know, work out?
Movement is medicine.
How about go to a conferencethat isn't even in the industry?
Get inspired about somethingthat allows you to think
differently and come to yourorganization and create value.
And so we have to really expandwhere we find our solutions,
(29:21):
where those solutions come from,who they come from, and realize
like, whatever got us here,it's not what's going to move us
through.
What happens next?
Speaker 1 (29:33):
And I think what's an interesting message for leaders
is making no choice is stillmaking a choice.
Speaker 2 (29:39):
This is true.
Speaker 1 (29:40):
And that kind of came to me the other day because I
was thinking about all thesepeople who are we're succeeding
the way we are today.
Well, guess what?
Your people are still playingwith all of this, your people.
Don't let your people this,don't let your people dabble and
play.
But if you're not understandingwhat's happening at this level,
if you're not leading thatcharge, I tell this story.
(30:00):
I was at an organization andwhat they did was they got us
all in a room and they said whatAI tools are you guys using?
I'm mandated to write a surveyto survey my group on what we're
using, survey to survey mygroup on what we're using.
And that's not to say thatthat's a bad thing, that they
were curious.
But if I were a leader, I wouldwant to be saying hey guys, we
have this incredible opportunityin front of us.
Let's talk about what parts ofyour role you don't like doing
(30:23):
and let's figure out a way toutilize this great tool.
Speaker 2 (30:27):
That's coming our way , right, sure, so yeah, I look
at products people use, likeautomobiles, travel, people can
relate to other things that havechanged in our life.
But then we get to multifamilyoperations and it's because
we've been so successful there'snot enough pain.
(30:48):
You know, necessity, um, so, uh, great job, uh, creating
success.
Automotive industry created alot of success and they got.
You know they're chasing Teslaforever.
Um, the um, music industry, youknow, um, you see what
streaming has done to, to, tobusiness models that have the
(31:11):
brand of Hollywood.
You know Silicon Valleys it'sgoing through its own.
You know you're seeing othersort of tech centers and tech.
You know, here in Phoenix it's.
You know Silicon Desert orSilicon Slopes or things that
challenge the status quo, areimportant, but at the same time,
(31:32):
you know there needs to beempathy and appreciation to like
, listen, you're, I know why itfeels safer to stay where we are
is because a you may have apresupposition about something
else that you went out on a limbfor and it didn't go well, and
(31:52):
that we, we, we bring that biasto conversations, we bring that
bias to decisions and it shapesthe way we move forward.
And so, if you can be just acharacter that tests the
assumptions, uh, you know, I, I,I was told this, uh, by my
advisor, who, by the way,incredible human being that
transformed Microsoft, right.
(32:13):
So pretty good advice is what'syou know, what's observed and
what's interpreted you know, areyou observing something or are
you interpreting it right?
And so, as you move throughthese opportunities that come to
us, employees oftentimes feellike it's more risk than they
want to take on.
(32:33):
You know they're hired to takecare of a department, take care
of things, so why would I put myjob at risk to do this thing?
Well, it may be the riskiestthing.
You may not have the jobbecause your company doesn't win
.
Nobody wins, right.
And so you look at other things,like the automotive industry,
(32:54):
or even what Airbnb did tohospitality is they became the
largest hotel in the worldwithout owning real estate,
without getting JV deals,without buying land, without
buying other companies.
They did that differently,right.
And there are some smart peoplein hospitality with big
buildings and big brands, brandsthat you and I know, yeah, and
(33:18):
they all missed it.
So it's very rare thatsuccessful industry insiders see
the big picture like thatbecause they're so good, yeah,
they're so successful.
And you know, depending on howold they are, too, like do they
want to take the risk at thisstage and wherever they are, and
(33:39):
all that.
There's so many factors thatplay out.
Yeah, but gosh, if you're aleader and you recognize these
things and you look at otherindustries that have been
through what we're going through, it's really about just moving,
being the leader that movespeople through change.
Speaker 1 (33:58):
Yeah, and there are ways you can do that that aren't
as risky.
You don't have to rollsomething out portfolio wide,
you can test, you can play.
Just be curious really is whatit comes down to right.
It's just be curious and learn,and don't be afraid to learn,
you know.
Speaker 2 (34:12):
Yeah.
You still have the power youstill have the control, but just
be open.
Yeah, we talked about that onthe council meeting today.
Speaker 1 (34:21):
That was pretty interesting.
Yeah, that's a good point.
I think it's really smart.
Well, I'm excited and, like Isaid, as a marketer I was a
little more afraid.
But after seeing it Are you amarketer?
Yeah, now I'm a lot of things.
Yeah, now I'm a lot of things,but in a technical stance my
past history we all have a lensthat we see things through.
So I would say, you know?
But having viewed myself thatway previously, I am now excited
(34:44):
about the opportunities of whatI can now become too.
You know, that's that's kind ofwhere my head is at.
Speaker 2 (34:50):
You already are at everything, because you're you.
And that's the point is likewhen we get this other stuff out
of the way, we just get to beus and we call ourselves asset
(35:14):
managers or property managers,or there are people training
people and designating people onjobs that will not exist in
some cases, or skills that areno longer required for humans to
do, you know.
So I mean how people find theirown significance and value, I
think is going to change.
That will need to be leadershipthrough that process.
But if you think about it, as Imentioned, about all these
large language models collectingall the intelligence around the
(35:37):
world, what do we really wantto be known for?
We don't want to be known forbeing an animal.
We want to be known for I wasable to make an impact and this
business went from this and itdid that, and the people I did
it with trusted us and they feltgood about it and gosh, uh, we
(35:59):
made, we made things healthyright and that.
That, I think, is the specialpart that is playing out here
that people don't notice and um,so it'll be.
Speaker 1 (36:12):
It'll be interesting to watch I think it'll be really
interesting to watchindividuals find themselves
again essentially, and whatmatters to them and what they
really want to be doing.
Speaker 2 (36:20):
Yeah, it's kind of cool absolutely, absolutely,
what do they teach you in in, uh, the, the theater stuff that
you did, like how do you getpeople to applause?
And like, how, how do you ownthe stage and and and and and
move people?
You're, you're, you're sellingan experience and it's so
(36:42):
subjective and it's interpretedin so many ways.
Yeah, so I mean, that's, that'sgot to be a skill set, that's
completely powerful I've usedthat every day of my life.
Speaker 1 (36:51):
What I learned being you hear of so many people that
came from the world of theaterthat are just so intelligent,
and what we had to learn aboutbeing articulate and making
people feel something.
And to your point about brandis that and what I was saying
earlier sometimes it's viewed asas fluff, as not necessary.
When people think of a brand,they think of my colors, are
this?
My hex is this?
You know, it's like.
(37:12):
No brand is really.
Who are you as a company?
What space do you own?
And, in my opinion, it's themost important thing you can
possibly have as a company,because we're talking about
differentiators.
When everybody has the samething, or if your brand were the
same as everybody else, youwouldn't sell a dime, you
wouldn't sell a single thing youthing.
So I think it's interesting.
(37:33):
I'm still in the exploratoryphase now of wow, if I automate
all of this, what's next?
Speaker 2 (37:39):
Yeah.
Speaker 1 (37:40):
Really.
Speaker 2 (37:41):
Well, anything.
Speaker 1 (37:42):
Anything yeah.
Kind of blows your mind alittle.
Speaker 2 (37:45):
We haven't been at this very long and it's exciting
.
But, to your point, brand's avery hard thing for people to
understand and articulate, butit's the reason why you know
when, like even when we dothings it's a decision-making
mechanism too Like what goesinto product, what goes into
(38:09):
messaging, what we say no to.
You know what we protect andyou know it's just good business
.
Speaker 1 (38:20):
Yeah Well, I'm excited for the future, I'm
excited for Nectar Flow, I'mexcited to see how this all
plays out.
And you know what, when we didour webinar and we did our poll,
most people were excited.
When we asked them if they wereexcited or scared, I would say
majority.
Speaker 2 (38:35):
Normally I wouldn't have asked are you scared?
Right, but we put it out there.
Speaker 1 (38:38):
But people, yeah, you know, we just wanted to know
where's your favorite.
You know what else could?
Speaker 2 (38:41):
be there.
Speaker 1 (38:42):
There could be false intel, could be like I'm scared
to say I'm scared, but you know,yeah, but it was anonymous and
there were enough people in theroom that you know.
I feel like a lot of peoplemaybe not the owners of said
business where people areexcited to try AI, but that's
where what we're saying like bethe people who are leading the
charge so that your people areexcited, they're ready to try to
(39:05):
dabble, to dip a toe in.
Speaker 2 (39:07):
Well, I'll tell you, the owners are very excited.
You know why?
Because they have to be,because regulations coming in,
operational costs are out ofcontrol.
It's hard to find talent.
It's hard to do so many thingsin the business with limited
capacities.
In some cases there's fraudhappening.
(39:28):
In some cases you're sellingthe product and you can't even
have access to the product andthere's regulation on collecting
your money.
It's just really hard.
And then you've gotsupply-demand fundamentals that
are really out of your controland markets and you're taking
the same amount of risk.
And so the owners.
(39:50):
It's no longer like we want tochange the world, it's like
necessity.
Yeah, the challenge with that,especially if you're building a
product today and trying to sellit into multifamily, is, you
know, you may not be talking tothe owner, you may be talking to
someone has to do more work orthink about another thing or try
(40:11):
another thing.
And sometimes what I tellpeople to do is it's your job,
your fiduciary responsibility,to know I need to take the
vendor call, answer thatquestion, take the demo,
whatever.
It's your job to know thesethings.
And the reason why is becauseyou need to help get that
(40:33):
investor to their yield orprotect it.
And if there's a technology orif there's an opportunity to do
something that allows theemployees to get better, the
investors to get better, theresidents to get better, and you
dismiss it, then are you aprofessional?
So I think you got to challengethe status quo of like, listen,
(40:55):
it's no longer, someone took meto steak dinner and all this
crap.
I mean, it used to be thevendors, the owner operators had
all the power and it was likeyou know, the buyers are loud,
the sellers are quiet, right?
So how do you?
And now what's happening istechnology shifted and the the
(41:17):
it's the other way around, the,where the owner and operators
actually depend and need thepoint solutions, the vendors
more, because that's where theinnovation's happening, right?
So it's been, it's an, it's apendulum, swift swing.
And so now, if I'm inmultifamily asset manager or an
owner or an operator or athird-party manager, you're
going to start checking in onyour fiduciary responsibility.
(41:40):
I have something that couldmaterially impact our investors,
our LPs, our JV partners' yieldand their ability to protect
risk.
I need to be professional inthis process, right, and I don't
.
I don't.
I think a lot of people arejust like could be timid and
(42:01):
scared in many cases, and theymay not even pursue that, as
like, this is my job, right,it's your job to know things
about how the business works,and if there's an opportunity
that the business is going tochange and you don't know what's
happening, they're going tochoose another management
company.
Speaker 1 (42:20):
That's right, yeah, yeah.
Speaker 2 (42:22):
So for all the vendors out there, I'm rooting
for you Right, and if you sendus your documentation, we'll
bring them customers, becausewhat we believe is when we all
work together, the industry hasto succeed before markets
(42:44):
succeed and before companiessucceed.
That's why Elon Musk gave awaythe patents to electric vehicles
Is he was smart enough to thinkbigger and get away from sales
and say I need this category tosucceed before Tesla succeeds.
Speaker 1 (43:05):
Wow, that is just wild.
That's like a mic drop momentright there.
Speaker 2 (43:09):
It's true, it is, and it's already happened.
Speaker 1 (43:10):
I'm not making it.
This is fact, yeah, yeah, Imean, it makes a lot of sense.
We all are hitting the samehurdles, and we talk about this
in the innovation councilmeetings.
We all are hitting the samewalls.
Yep, it's time for us to bindtogether for innovation.
Yep, I like it Well.
On that note, where can peoplefind out about Nectar Flow?
Speaker 2 (43:36):
Nectarflowcom is a great spot and you know, I think
it's an opportunity to just getin touch with us.
I think what we do and whatwe're doing right now, hopefully
it provides value to people.
They think a little differentabout their business and if you
go through our marketing or yougo into a demo, sometimes you
don't even have to buy somethingJust when you get.
(43:57):
It's just, it's a process ofstarting.
I think it's taking the firststep is probably the hardest
step.
Yeah, that's NectarFlowcom.
Speaker 1 (44:04):
Yeah, just be curious .
We'll leave it at that, allright.
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