June 13, 2024 • 65 mins
Discover how AI and innovation are driving critical transformations in the multifamily industry and the strategies every executive needs to implement now.
In this episode, Patrick Antrim introduces Lauren Stinson, Vice President of Strategic Marketing and Media for Multifamily Leadership. Patrick and Lauren dive deep into the intricacies of multifamily leadership and innovation, highlighting the groundbreaking work and upcoming projects of their team.
Patrick begins by welcoming and introducing Lauren, noting her contributions to the multifamily industry. Lauren shares her initial impressions of the company's innovative strides and how Patrick and his team are continually ahead of the curve. They discuss the importance of understanding customers, conducting national research on the Best Places to Work Multifamily®, and the role of the Multifamily Innovation® Council in fostering a community-driven approach to innovation.
A key focus of the discussion is their new platform, nectarflow™. Patrick elaborates on how this platform aims to streamline workflows within multifamily operations, making processes like blogging more efficient by leveraging AI and automation. Lauren emphasizes how the platform allows companies to create and optimize workflows tailored to their specific needs, integrating tools and vendor partners seamlessly.
The conversation also touches on the broader implications of AI and automation in the multifamily industry. Patrick and Lauren explore how these technologies enhance employee experience, reduce redundancy, and drive better business outcomes. They highlight the importance of data and how having access to accurate and comprehensive data can transform decision-making and operational efficiency.
Lauren shares how the platform can elevate individuals within the industry, empowering them to work alongside AI to achieve greater productivity. They discuss how AI can revolutionize various aspects of multifamily operations, from marketing to maintenance, and how it can help companies stay competitive.
Patrick and Lauren reflect on the importance of continuous learning, leadership, and taking bold actions to drive innovation. They encourage listeners to leverage the power of AI and data to create more efficient, effective, and innovative multifamily operations.
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):
Welcome back to another episode of the
Multifamily Innovation Podcast.
I'm your host, patrick Antrim,and I've got a great guest today
, part of our team now, who hasdone some really incredible
things in multifamily, and we'reso excited to have her not only
in the studio but here makingthings better for our company.
(00:20):
So we've got our MultifamilyLeadership Summits, our
Innovation Council, all of thethings with the Multifamily
Women's Summit and all thedifferent things that we're
going to be doing from thestudio.
And then what we'll talk aboutlater today is our platform,
nectar Flow, which you'll hearmore about.
(00:40):
So, for those of you that arejust tuning in, multifamily
Innovation Council is amembership organization and we
are a national program forexecutives that are looking to
create a profitable multifamilyinvestment, and so we're
bringing together AI, innovation, technology and leadership and
bringing together people to movethrough what's required to
(01:02):
build a healthy organization.
Now, if you're not yetregistered for the Multifamily
Innovation and AI Summit, goahead and do that.
That's atmultifamilyinnovationcom.
Go ahead and do that and thencome back and finish this
episode.
But until then, I've got agreat guest in the studio with
me, lauren Stinson.
She's our vice president ofmedia marketing and all things
(01:28):
marketing with Nectar Flow now,so welcome in.
Speaker 2 (01:31):
Thank you, I'm so excited to be here.
Speaker 1 (01:33):
Yeah, and many other things probably right.
Speaker 2 (01:35):
Many other things, All the things that the stories
that need to be told.
Speaker 1 (01:38):
Executive producer, probably writer, all the things.
So are you excited to showcasesome of the things that you've
developed in your career helpingother, I guess, operators in
the business?
Speaker 2 (01:53):
Absolutely so.
You know, I've spent the lasttwo weeks really getting
involved in your business andwhat you're doing here, and I
was telling Carrie earlier, mymind is just blown at what you,
what you have already built, andnormally I would say what you
are building, which is, it'sboth, but I, what I find so
impressive is everything that Iwould think of to come in and do
(02:14):
just to.
You know, get geared up to go.
You're already 40 steps aheadof me at every moment, and so
I've been, just at every turn,incredibly impressed with what
you have built already and wherethis can go.
Speaker 1 (02:28):
Yeah, you know it's interesting.
I don't want to take any creditfor it, because what we tend to
do here is you know, when youunderstand the customer and you
get into the hearts and theminds of the conversation that
customers already have, and youknow, if you pay attention, ask
them, survey.
Obviously, we do the researchnationally on the best places to
(02:48):
work multifamily, so that givesus a great insight into what it
means to build a healthyorganization, what people care
about and the difference whenyou move the needle on some of
these engagement practices, whatit means financially to a
business, and then, with theInnovation Council, what we
believe is more, I would say,community driven innovation.
(03:11):
It's a collective genius of allthese operators, from new
developers to hundreds ofthousands of units to 1,500
units, and it's exciting to seethose conversations unfold,
giving way for better results,connectivity and actions that
(03:36):
ultimately make the companybetter.
I've always been saying thatit's not about information, more
education, more information.
It's not about information,more education, more information
.
People need results, yeah, andthat's what gets inspired,
because all we're doing is justlistening and then finding
formats that make sense in amodern world that we live in.
Speaker 2 (03:58):
Yeah, and that's very true.
And you know, from a marketingstance obviously, I come into a
company and I see, wow, you haveyour hand in a lot of different
spaces and it's looksoverwhelming at first, but now
that I've I've immersed myselfin it and I see how every part
of the business fuels the nextpart, right, how the, the
innovation council, thenactually fuels the events where
(04:21):
they gather to talk about theproblems that have been
identified.
You gather a group together, youinnovate, you talk about the
main core issues you'veidentified and then you create
products to solve those problems.
Every single part of thebusiness that you've built fuels
the next step, which is reallycool to see, and for me, I
thought I was innovative as ahuman.
(04:42):
I really don't feel like I knewwhat that meant until I came
here.
Speaker 1 (04:46):
Yeah, man, I have the chills.
The way that you articulatedthat is really special, being
that you haven't been here thatlong and the fact that you can
recognize that.
I'm excited for that andbecause you know it's difficult
today with so much media, somuch noise Like, who do you
(05:11):
trust?
Right, and what I want peopleto do is not even trust us, like
trust themselves, and that'swhy I keep going back to this If
you collaborate right.
I'm spending a lot of time in AIbased off of the projects that
I'm working on with our teamsand developers, and one of the
things that's inspiring withthat work that I get to do is in
(05:36):
the AI community.
It's very I mean, it's very open.
People are collaborating,connected, and we don't benefit
really from that in themultifamily space and so in
things like that we do at thecouncil, when people can trust
themselves and their own duediligence, knowing they will
(05:58):
find their next big move, theirnext big idea, from maybe a
failure that they did by tryingsomething, not because they
trust a big logo, you know, or alogo of somebody else or a
certain venture backed companyor funding, Like those are great
signals, but the greatestsignal for their business
(06:20):
process for their reasons, notanyone else's is the ability to
have the courage to take theaction, get into something that
you know you have some way toget data and figure out.
Did this work?
I've done some things that arepretty awful, but, man, it
opened up just markets for usand I really want people
(06:45):
listening and watching, I guess,to just trust themselves, and
the only way to do that isthrough action, right Taking
action.
Speaker 2 (06:54):
Yeah, and I think to your point, having been in the
industry as long as I haveespecially, I've been on the
supplier side, I've been on themanagement side, right, I've
hopped around in the industryand there's a lack of best
practices in general and I thinkit comes from this kind of idea
that we can't collaborate withour competitors.
(07:17):
Necessarily.
There's this vibe and itactually has created an industry
where we can't innovate veryeasily because there aren't just
general best practices that arein place for the industry as a
whole.
So I think a lot of what you'redoing here and getting the
council together that might befrom totally different companies
(07:38):
that might not have the sameviews that's actually bringing
people together to establish astandard that we're going to
hold ourselves to.
That needs to be in place toinnovate.
Speaker 1 (07:48):
You know you bring up a great point.
If you think of medicine,doctors are saving lives.
I mean, the stuff we're doingis it's really not that
complicated.
And if you get out into the AIcommunities, you'll realize that
the world that we're going tois far more advanced than we may
estimate.
And in the medical communityyou know, you have these
(08:12):
clinical trials, you have theJournal of Medicine like to
understand the patientexperience and knowing that that
collaboration is entirelynecessary for total patient care
.
Right, nobody knows everythinganymore, and I've been saying
(08:35):
this a long time aroundapartment owners and operators
that they're far moretechnically advanced than they
take credit for.
They're far more technicallyadvanced than they take credit
for They've been developers farlonger than there was even code
to develop.
What I mean by developers ishaving a vision for a business
buying the land, digging holes,getting utilities, going to city
(08:58):
count like making things happenway before there's even revenue
things happen way beforethere's even revenue and then
understanding those disciplinesthat need to come together from
architects to engineers.
All the I mean it's and youknow this in the lease up
process it can get ugly, it canget messy, there's problems, and
I think that the way thosebusinesses startup businesses,
(09:22):
which is a lease up arestructured is it forces the
operator, the owner operator, toknow and to have a longer term
vision, even if they are exitingafter they lease it up or
stabilize, they know there's avision for that.
And with technology we're notthat collaborative.
And you think building code isPython code.
(09:45):
I mean you need to.
You know everybody needs tohave the same set of plans,
right, and so I agree with youthat there are some
opportunities where we canimprove upon this collaboration
and opening up networks.
Networks so data can flow, sothat best practices can be
(10:11):
shared.
And people you know they makedecisions for their own reasons
and their own investmentobjectives and, to your point,
the best practice is verydifficult because the investment
timelines are different, theinvestment structures are
different and investment goals,you know, and the people and are
different.
The investment structures aredifferent, right, and investment
goals, you know, and the people, the culture, right.
And when I was hiringmanagement companies, I mean
(10:32):
I've hired all of them that aregreat, local, the largest, all
that and at the end of the dayit came down to how good that
regional manager put good peopleon site.
Yeah.
And I think the AI stuff thatI'm leaning into, everybody's
going to have the AI right.
Everybody's going to have thissort of automated life and it's
(10:52):
going to get people to thinkdifferently about even how they
value contribution in society.
And it's really exciting inmany ways and it's scary in many
ways because it's scary in manyways because it's unknown.
Nobody has the answer.
I don't claim to have theanswer, but what I do know is
(11:12):
that people are going to needstability, they're going to need
a little bit of certainty, andleadership is how we
differentiate, because what I'mstudying and learning about is
that AI and this conversationthat we're having with customers
the differentiator goingforward is probably going to be
(11:33):
a human experience.
Right, right, it'll swing Rightnow.
It's nice and we've been toldit's the customer advantage and
all that stuff.
But who knows, it may be peopleare paying premium to have
special access.
I mean, you think about it?
Speaker 2 (11:51):
It's true.
Yeah, well, and you think aboutthe individual and this is why
I'm excited to dive into thesoftware piece individual who
might be concerned where theirnext move would be or what would
happen if you know, theindustry innovated to a way
where I was no longer relevant.
Right, that's an individual'sfear when it comes to AI, and I
(12:14):
think a lot of what you built,from what I can see it actually
makes AI palpable to theindividual.
To say, it elevates theindividual for, say, a
copywriter, right, like, I'mblogging and I can automate that
piece, but which pieces of itdo I still control?
And it teaches someone how towork alongside AI.
And I'm now elevated as anindividual.
I can go into any company andsay, hey, I'm a copywriter, I
(12:38):
can, I can automate 70% of myworkflow and I can actually also
now do X, y and Z and I'mlearning to elevate myself and
work along AI, which is comingright no matter what.
And so it eliminates that fearfactor that you're talking about
, I think, from the individualstance, but also from that
leadership stance, to look atsomeone's workflow and
(12:58):
understand which pieces they canautomate.
Speaker 1 (13:02):
And now they're understanding what's expected of
their, the people that areworking for them yeah, uh, you
know, in many ways we've failedour industry and what I mean by
that is there's regulation,there's lawsuits, uh, they're,
they're the.
The brand isn't strong.
I mean they're making moviesabout how we tear down, build
like it's.
It's it the industry, thepeople that I know the industry
(13:24):
are is remarkable people,especially when we go through
like our best places to workprograms.
I mean, you go through thatresearch.
These companies do so manyincredible things for the
communities that they operate inand for the people that they
bring together employees,residents, all that stuff.
And unfortunately, that's notthe brand right, the brand is
(13:48):
we're the ones that raise therents and there are challenges
with that and most of thosechallenges because right now
that's the only path to income.
There's some alpha return youcan get through adjacent income
and efficiency and stuff likethat.
But Wall Street and SiliconValley don't really look at our
industry because they can'taccess our industry right.
(14:09):
I mean Amazon, skirted around,but where's Tesla, where's Apple
, where's American Express?
And so, until we understandthat data problem and we realize
that data is our competitiveadvantage to not only create an
experience for employees andcustomers, but also unlock other
ways to get to the yield, sothe investors' return and risk
(14:33):
is protected, but the customers.
We don't take away purchasingpower, we give it back to them.
Right.
And there's a lot to thisconversation.
We don't really have anyleadership around it.
There's a lot to thisconversation.
We don't really have anyleadership around it and we're
just taking the same linearthings, trying to fight and
write letters and PDFs toCongress, and it's not working.
It's never worked and there's alot of money going to those
(14:56):
resources.
So innovation will win andinnovation will be that answer.
So, for those of you out therethat are listening or watching,
if I'm a leasing agent or amaintenance technician or a
regional manager right now andI'm concerned about AI or
automation, or if I'm inmarketing, you know marketing is
(15:18):
probably the easiest target.
You know, if I'm sitting herewondering what my company is
going to do with that stuffnumber one you don't know what
your company is going to dobecause they may be in reaction
mode.
It may get ugly before it getsbetter.
I mean, to your point, build agreat brand, work in public, let
people know how you think andhave great energy right, talk
(15:42):
about the solution, be part ofenergy, which is scarce and
leadership is scarce.
So if you can be positive, youcan be a great leader and you
can bring energy to a team.
People will find a spot for you.
That's when we found a spot foryou.
(16:03):
We knew right away, like okay,we knew that Now what I would
think about in terms of the techand the AI and what's going to
happen with my role andcentralized and all that stuff.
Don't be afraid, I'll tell youwhy.
This technology gives you theability to have a team of
(16:24):
world-class geniuses next to youto do your job.
So, for example, let's say I'ma leasing agent and I need to do
a report.
Now it's my third day on thejob and the asset manager is
doing an inspection becausethere's a refinance and it's
messy and things are going on.
(16:44):
Now I have the ability tounderstand the financial part of
the business or accessinformation that otherwise
people would fear doing.
They're not going to call, onthe third day of their job, the
vice president of the company orthe CFO and ask a question of
(17:11):
what does this NOI word mean?
Right.
Right.
So now you've given the personthe power to have access to
supreme intelligence, to then gointo the next meeting with
better conversation and thenhave control over their own
outcomes.
So it's not my company didn'ttrain me, it's not any of that
(17:32):
stuff.
Now I will say you know, as anorganization, especially
enterprise with fair housing,and you know we have regulatory
bodies of industry that istricky with compliance and stuff
.
When we're in chat, gpt andthese types of things, we have
to be careful in terms of how wecommunicate, because these
(17:53):
things are training the largelanguage models and, to your
point, around our technology,the multifamily GPT stuff.
You know we're using thesethings at the API level.
So it's where you could give acompany access to a
conversational assistant thatwould retrieve using what we
(18:15):
call retrieval, augmentedgeneration, which means at the
API level, we're systematicallyor programmatically using the
API to retrieve our owndocumentation, instead of
looking through 97 pages of adocument which, by the way,
nobody would do.
They would just make up theanswer and get the answer that
they need, whatever that may be.
So I think it's going to helppeople do a better job.
(18:38):
And if we take artificial andreplace it with assistant,
what's wrong with that?
Did you not want to have anassistant going through all
those roles?
Speaker 2 (18:48):
I want an AI assistant that's not going to
have typos and errors.
Speaker 1 (18:51):
I don't worry about any of that anymore and you know
it's interesting because youknow this is our second shot at
the internet.
So we looked at when, when theinternet and I think it was 96,
somewhere on there we had like110,000 websites or whatever,
(19:12):
and then 12 years later, it waslike just an astonishing number.
Like at that point in time,nobody knew then that that was
going to play out.
It's.
This is exponentially greaterthan that, yeah, and I don't
know.
I think us, I think ourauthentic self, however we
describe that.
(19:33):
I'm still trying to figure outwhat that is is.
We have to be curious, we haveto be focused on connecting and
that's why we do that.
Friday meeting.
Yeah.
We have to stay connected, andwe do have to do that in person,
too.
That's why we have our yeah inperson stuff, but uh, I don't
remember your question.
It's okay, but a lot ofinformation, you know what here
(19:55):
and here's the.
Speaker 2 (19:55):
The great part is that I feel like I'm here as
someone fresh, you know freshinto this, this world and this
product and what you've beendoing, and I think that's where
I can help translate, right Likeyou're.
You're so big, high level, bigpicture of what you could do and
(20:16):
it's so incredible.
But the actual translation iswhat this software can actually
do, and so I want to take a stabat explaining to you and
explaining to our audience whatthat?
is Two weeks in barely evenknowing AI.
To be honest with you, I wasjust as uncomfortable with AI
conversations as anyone else.
I'd been in all of the webinars, the, you know, the conferences
that discussed it, but didanyone ever make it palpable
(20:40):
really for anyone to understand?
I mean, honestly, not until nowfor me.
So that's what got me soexcited is that I feel like
after two weeks, I understand AIbetter than I could after
watching a million webinars yeah, actually seeing it.
So what the platform does isthere is basically a central hub
(21:00):
, a platform where you cancreate scenarios.
You're calling them scenarios.
They're almost like a workflowof any given task that any of
your employees has.
So the example that's very easyto digest in the marketing
world is blogging, and so withinthose workflows, you have your
apps that are basically speakingto one another, like a Zapier
(21:24):
um, that you're creatingconnections within.
That you're placing AI withinthe structure of that workflow
where it makes sense.
So so essentially, my blogger isgoing to we create a, a
multifamily specific but evenfurther, a company specific
agent that is going to speak tothat large language model and
(21:48):
teach it my company, my brand,my guidelines, how we speak.
We want to create wins for ourclients.
Whatever that is, from amarketing perspective, that I
really want to train that largelanguage model on.
Now I'm creating blogs that arerelevant to me as a company,
that's relevant to my industry,but still pulling in language
that I want to use, all whileoptimizing SEO, using all the
(22:11):
keywords that I need to appearfirst in a Google search and
then generating a blog for methat I then only have to review
and post.
Speaker 1 (22:20):
Yes and wow.
I have to say what a great jobyou did explaining that and you
know, we hope our employees dothat and what do they do?
They get distracted and theyshould because a customer comes
in Right, or they get promoted,and then you have a new hire and
then maybe they don't know thebrand identity or the ideal
(22:41):
customer or the persona for thatlease up.
Another thing that I thoughtwas interesting the way you
described those apps so you canthink about the bubbles in the
workflow.
Let's call them four or five ofthem across.
A scenario is, if you had anagency blogging for you or a
property manager writing anarticle, then they you know
(23:06):
they're doing all of those tasks.
They may not be experts in allthose tasks, but what I love
about this is you can have onebubble in the workflow that's
great at writing the articlebecause it's retrieving, as you
mentioned, all that informationand it's knowing that because we
get it privately for thatcompany and that customer
they're after, and then thatdata and action goes to the next
(23:33):
step, automated, without anyemployee involvement, and that
would be maybe they're doing seo, so now it's trained
specifically on seo, right, andmost employees, right, they're
not thinking through this likeat that level, so you have to
bring in a team to do that andthen the next thing is like okay
, okay, let's talk about socialright.
So now it's writing for LinkedInor it's writing for Instagram
(23:54):
and it's writing for X right orFacebook, and each one of those
has its own expert multifamilyGPT that's narrow and
specialized in that aspect, andI think that's really where you
cannot expect that of a humanand you don't want to hire all
those people because it's tooexpensive, and so what we end up
(24:18):
doing with that process andthat use case is it's about
generating new rentals right,being in control of the demand
and being able to be discoveredwhere people are doing these
searches right, and then youknow, maybe even reducing
advertising costs right, andthen ultimately giving other.
If you're doing other things inthe business, like nurture
(24:40):
tools and things like that, nowyou have other assets that then
can be used in other thingsyou've invested in right, and so
it's exciting, and that's justa very simple use case, and I
love the way that you explainedthat, because, man, you are a
fast learner.
I mean it's one of many.
Speaker 2 (24:58):
But I just remember seeing the software.
I told you this I was drivinghome and I literally—I'm usually
driving home I got the windowsdown, I got a song on, I got my
podcast, whatever it is.
I literally drove home that dayjust and my wheels were just
spinning on how far this couldgo and how many possibilities
and how many, and I just gotinto the weeds of how many of my
(25:21):
processes could I haveautomated to create room for me
to do so much more in my career,in my job, if I just had a tool
like this.
And I like, honestly, my mindwas kind of blown and it really
took some time to process, and Ithink that's why you know,
coming up with one tool thatmakes sense of all of it the
blogger is is the way to go,because then now, now we get it
(25:45):
and now we can also think abouthow many more of these can I
build out that can automateeverything in my business to
where my people know how to useAI in a responsible way.
I know how my people are usingAI.
I don't have to ask questionswell, did GPT write this or
where did this come from?
(26:06):
And I just think it justcreates this very palpable way
to use AI.
Speaker 1 (26:10):
Yes, and you know, for Nectar Flow customers.
You know we look at it like so.
When I was running large realestate companies and even
recently, right, I mean youwatch work get done, you see the
people working, see the peopleworking and when things are done
(26:32):
differently from remotelocations and things like that.
This is a great way for aleader to understand how work's
getting done, where things arebreaking, where there's
redundancy, if they want to usefirst principles thinking and
look at really really gettingefficient.
It's a great assessment tool asa way just to understand how
the organization functions.
So most of the larger REITswould have millions of dollars
(26:57):
invested in these types ofplatforms, with CTOs and teams
of people to work through this,which is wonderful because they
have to.
They understand that thereneeds to be enterprise value for
the organization.
They need to be able to controltheir data, how it flows, have
access to it and be able to dothings even if people don't show
(27:21):
up for work, and so what we aredoing with Nectar Flow is we're
giving people the opportunity,regardless of the size of your
company, to be one, like youwould have a platform that is
millions of dollars, you know,on your platform.
You just you look at it likeAmazon, where you're renting it
(27:41):
on demand, right, so you canaccess that.
And then we set aside a teamfor those that want to lean in
and get the most out of thismanaged services, ai developers,
technology orchestrators and ateam to really help them what we
call crawl, walk, run and start.
(28:02):
And I think that blogging thingis a great way to start,
because who doesn't want morerents?
Speaker 2 (28:08):
Right, and who doesn't want to be that?
First thing that appears whenyou search best apartments in
Atlanta.
Speaker 1 (28:13):
Right, and they may have a cost to that already.
That completely makes sense,right.
Speaker 2 (28:19):
Yeah, no, I think it's really brilliant and you
know, like you said, there arethere are people that will only
want that tool, or there'speople that will want this whole
platform in their hands tobuild out every single tool they
possibly could want, Right?
So, um, I think it's going togo more that direction where
they use one and they, they gethungry for more, Um, but, but.
(28:41):
But, to your point, I mean, andto both of our points.
You know, telling this storypublicly is is hopefully going
to make it as palpable as it wasfor me to see.
You know, this is how AI can bemanaged, this is how a workflow
can be managed, and it doesn'thave to be as hard as we've been
making it traditionally right.
(29:01):
My mind is still blown thinkingabout how complicated we've
been making all of theseelements and the software just
solved for all of it yeah,that's true incredible.
Speaker 1 (29:13):
Yeah, um, you know there's a lot of different
places we can take thisconversation to.
I think with um, you know theability to reduce redundant task
for an employee, provide thatemployee experience where they
may not want to quit now becausework is a little more
interesting.
I'm actually thinking and doingdifferent things maybe interact
(29:37):
with the customer, or maybe Ican have the day off or
something like that.
Right, that's useful.
The other piece of it is youknow you can't not have data in
your business.
You can't not have data in yourbusiness.
I mean, it's just we've beenable to get away with it for I
don't know how long, and youjust can't be an effective
(30:14):
organization without theunderstanding of the insights
and the data from your customer.
And the trouble that I see nowis that, in many ways, the way
that we authenticate APIconnections can be troublesome
for some people that want to dothings that are an up and coming
startup, those types of things,and so I think the ability for
a real estate operator to havetheir own API to their own data,
like most software out there,all they would need to do is
(30:38):
have an endpoint on our platformand they'd be able to pull
whatever they needed to do to dothe thing they wanted to do,
and sometimes it's not moving itinto a core system, it's doing
something so they can provide aunique thing for an investor or
they want to know more abouttheir customer, how long a tour
is happening virtual versusself-guided or video tour and
(31:02):
you cannot expect even aMicrosoft to come in and save
the day.
You cannot have a softwarethat's built uniquely for every
company, right?
So what we're doing is we'regiving real estate owners and
operators, and also our vendortechnology companies the ability
(31:25):
to develop micro softwaresolutions that solve certain
problems, and then we providethem this development team to
make it happen.
And those are the types ofproblems that are not going to
ever enter the market.
People are not going to fund aventure-backed company on how to
do leasing commissions or trackthem or what have you.
It's not going to happen.
(31:45):
It's not big enough of a dealof a problem to happen.
It's not big enough of a dealof a problem and so.
But a company it's spendingthousands of dollars on the
problem, right, and so that'swhere I really think it's
special is an executive canthink like this isn't for IT,
this is not an IT thing, this iscritical business.
(32:07):
This is the ability.
Like you know debt and equityand JV deals and real estate and
people.
You need to know how businessworks with technology, and we're
trying to support people in thecouncil for that.
But those are the executiveleaders that win tomorrow is
those that bring technologytogether with their disciplines
(32:29):
of real estate and they createthat competitive advantage
winning company that winnerswant to work for, and they have
a vision set for the future.
And if you don't think you needdata for that, then you know I
have a few articles to share topeople for that Right exactly.
Speaker 2 (32:47):
Well, and I love that too, because I will say, like I
consider myself, you know, ahumanitarian and I very much see
that in you too.
And and what I loved is, inlooking at this platform, I was
like, okay, who stands?
Does anyone stand to lose here?
And I was, and I was kind ofshocked to say no, everybody
stands to benefit.
Because I was thinking aboutour vendor partners and how,
(33:10):
actually, by using theseintegrations so in in the way I
explained it before, with my twoweek knowledge, um, in these
scenarios, you can actuallyfilter a vendor partner into
these scenarios as an app thatis now working as a part of a
workflow.
So here is where this vendorpartner fits into this workflow
(33:31):
and we're, almost through thisplatform, selling on their
behalf.
Speaker 1 (33:35):
For sure.
Speaker 2 (33:36):
And so I was like, wow, what could this do for them
?
You know, get their name outthere immediately, see where
they fit into the big picture ofa business and which workflows
they best fit into.
And oh, by the way, x companyhas built this beautiful
workflow now and and otherpeople can use that workflow as
(33:57):
a best practice.
What we were talking aboutdeveloping best practices, and
so now you're creating bestpractices.
Just naturally, these suppliersare not having to explain what
they do.
It's already there and it'svery easy to digest in that way.
So I was like, wow, thatactually benefits them.
It benefits the employee toknow how to work along AI and
what's expected of them.
It elevates them as a personand as an individual, and I just
(34:21):
couldn't see anybody who losesin this scenario.
It gives a company ownership oftheir own workflows and their
own data.
To now say to your point, wehaven't even touched on this,
but here, like, I can integratemy PMS, but I'm not solely
reliant on my PMS to integratewith all these different
supplier partners, which is apain for them too.
(34:42):
You know, I'm not I'm sure thePMS isn't, you know just just
chomping at the bit to createnonstop APIs out to these, you
know, just chomping at the bitto create nonstop APIs.
Out to these, you know,supplier partners.
So now you're owning that hub,which is just fascinating and
incredible.
Speaker 1 (34:57):
Yeah, you know it's interesting and maybe I can take
a shot at this.
You know these API connectionsright now are point to point and
there's a lot of frustrationaround them and I got to tell
you you talk about like I wouldsay, like a Yardi or a RealPage.
These are big companies inmultifamily and you know you got
(35:18):
to hand it to them.
I mean, they've builtincredible businesses.
I mean, think about that.
And the Yardi story is just anincredible entrepreneurial story
, right, and my understanding isthey have a great culture as
well and they do some greatthings and goodness.
They are robust, financiallysuccessful and people rely on
(35:42):
them.
And I know, when I was a user,I mean it was because we had
portfolios of multifamily and wealso had commercial office,
right, and so there are realreasons, reasons and especially
like Wall Street, I mean thereare people that are locked into
status.
I think most people are scaredof their accountants more than
anything.
That's really what it comesdown to, because our platform
(36:04):
can connect to anything with anAPI, and what's fascinating is
there's going to be some biasaround what they think like we
don't actually need to integratewith the PMS.
We're just allowing customersto integrate their own things.
Right now, the vendors are theones paying for the integrations
and doing the integrations.
My vision is that the realestate operators I think I can
(36:27):
make the PMSs more money on APIintegration fees, which someone
would say, what are you talkingabout?
And I'm saying, yes, butthere's more opportunity for
those PMSs to get maybe a littlebit higher tier from the real
estate company right, and allowthem access to their data, and
(36:50):
what that does is it unlocksthousands of people to charge an
API fee to, instead of just afew vendors that in some cases,
they're in competition with andthey've got stuff going on and
all that stuff.
So it's tricky, but you knowthey've kept our data safe and
good, to our knowledge at leastand so I think that we have to
(37:14):
be grateful.
When you think big and you haveabundance, and you have to know
that we've collected rents andwe've been able to achieve
returns and hire people and dosome great things, and a lot of
people that complain about thesethings have never really built
anything and it's hard things,and a lot of people that
complain about these things havenever really built anything
Right, and it's hard, it'sconstantly changing, and so
(37:36):
anybody that's complaining aboutthe PMS system.
That's not the solution tocomplain.
So we created a solution thatwe believe will help them reduce
support on band-aiding anddoing APIs and those types of
things, because we can do somereally awesome stuff in here
(37:58):
that just goes beyond.
Like a REST API, we cantransform data, we can structure
data, we do all kinds of thingsthat allow for— we can go
backwards in time, you know.
And so what?
I think the PMS stands tobenefit the most if they're open
(38:19):
to it and someone will be opento it.
I mean, we can build our own ifwe wanted to.
We can open source it.
Right, we have the resources todo that.
So I don't know that that's thepriority.
When I first through theInnovation Council, which is
more than 2 million units andgrowing, we did research in the
(38:43):
council and beyond, so we hadabout 1.6 million units actually
respond to the survey and weonly sent out one email, and
that's what gave me the idea tosolve this problem, and I
thought I was going to solve theintegration problem because I
said you know what I'm tired ofhearing about it Ten years doing
(39:05):
surveys and sponsors coming toour events, and it was just like
vendors wanting to come tomarket and and you know it was a
problem.
And so we thought, well, we're,we can solve it because
technically any of the PMSscan't Right.
Right, because it would bethey're trying to do their own
(39:25):
marketplaces.
You can't, there's nothing init.
Isn't that what they want us tobe doing, unbiased?
You can't, there's nothing init, unbiased, it's just.
There needs to be something inthe middle and that's where we
sit in the industry.
So I thought, well, let's firsttalk to people.
So we interviewed technologycompanies, real estate operators
(39:45):
and with the integration survey, it was just a lot of data
around the costs and efficiencyand a lot of open, good dialogue
in the questions.
But as I went through this, youknow when you write a check,
you learn fast and when you talkto developers, you learn
(40:08):
accelerated versus just kind ofwatching on the sidelines.
And I expanded my businessthrough first principles
thinking and I realized at firstI thought I was solving the
integration problem and then Irealized I don't even need to
touch that because somethingelse is going to solve that,
(40:29):
that we don't need to take therisk in solving.
So we're going to let peopleplay out, however they play out.
What we realized is we startedto think about everything that's
happening outside the PMS andwe looked at work spreadsheets,
payroll, think of the employeeturnover.
You know someone is sitting inthere doing a new employee
(40:50):
signature every time thathappens, new onboarding.
There is so much found moneyoutside the PMS and the PMS
can't go there.
So what we've done is we'vecreated the BMS, which we call
the business management system,because what happens with
(41:11):
property management systems?
Properties come and go,businesses pretty much stay
together for a long time.
It's the LLCs that get flippedin 36 months or whatever, and
the integrations need to be torndown and put back up.
But if you have a businessmanagement system, then
(41:33):
technically the PMS wouldintegrate with us and that's
what I'm saying is you wouldhave a real estate operator,
would be able to justauthenticate, just like they
would, and all the standards andspecs are as secure and more
secure than even now.
Because right now everything ishappening programmatically and
(41:54):
there's not errors, there's notqueuing.
There's some things that createinefficiencies for the PMS and
the developer of the pointsolution, technology product,
technology product, because theyare funded with a fast,
accelerated roadmap and they'remessing and fussing with api
(42:14):
connections programmatically.
Where we've taken all that workdown.
We want the vendor to give ustheir documentation and we'll
bring them customers.
Yeah, we build the apiconnections so they can do it no
code.
They can do it fast and theycan allow customers to get
access to their product quicklyand that's that's.
That's the way that works, andso we're super excited because
(42:36):
we believe we can help those.
We think we can bring the vendor, technology partners, customers
because of the platform.
People are going to want to seethose bubbles and what's this
all about?
Well, call the vendor and getthe api key and you're in right,
(42:58):
and I think we can reduce theirdevelopment cost on what it
takes for their funded engineersto build API connections and
build better products.
For the customer, the PMS, Ithink we can provide a support
system to stabilize thestructure around the API
endpoints through modular andno-code things, because what we
want is we want Lauren doing APIconnections, we want people
(43:19):
doing the work, doing theworkflows.
Right now, all the integrationsare happening from programmers.
Well, they don't do the workright, so doesn't it make sense
for the people that do the workto be able to control the
workflow?
Yes, so this is what thisplatform does.
And then for the real estateinvestor now they have data,
(43:40):
they can get alpha returns intheir property because maybe
there's a tech solution thatcomes along and they get an API
connection.
They get to their data, theyget what they need and they do
some fun stuff, make some valuefor you know, their investors
and owners, and even employees.
Speaker 2 (43:59):
Yeah, Everybody stands to benefit.
That's right.
It's pretty incredible, I mean.
Usually, yeah, you look at anysoftware and you think this is
going to do something.
This is going to rustle somefeather.
Speaker 1 (44:14):
Yeah, I got on a roll there, you did?
Speaker 2 (44:16):
I got on a roll.
You really did.
Speaker 1 (44:19):
I'll have to listen to the recording and say what
did I say?
I kind of hear when Icrystallize, but I really know
this stuff.
I really know it and what Ireally am excited about what
other people don't know is theintegration problem is only
there because we haven'tnegotiated to get our own data.
(44:39):
Mm-hmm.
But this platform wasn't therebefore.
So even if they negotiated,what would they do with it?
Right, you know, dropbox madeAWS and cloud architecture and
sharing files very easy for thecustomer.
That's what we're doing.
So, if you think about, in thecloud era, you had Google Drive,
(45:01):
you had Microsoft and thenApple.
You had Apple, right, likeiCloud, and it's like, well,
which one do you like?
If you had something in iCloud,how do you share it with someone
with Google or Microsoft, right, and iCloud, and it's like,
well, which one do you like?
If you had something in iCloud,how do you share it with
someone with Google or Microsoft, right, and you had to either
sign in with a Gmail account,all this.
It was messy.
Well, dropbox came in and said,hey, we're just really AWS, and
(45:24):
if you've been in AWS, it's youknow you need to be a CTO to
manage through this process.
They made it easy, right, andthey just said just share a
document, no matter what you'vegot.
Yeah, and their business wentnuts because they made it easy
and they provided value for acustomer and you know we stand
(45:44):
to work on that for ourmultifamily clients.
Speaker 2 (45:46):
Yeah, Well, what's really funny is that, you know,
I came in with a lens oftraditional industry knowledge,
right, and so, coming in here, Ithink you had said something
along the lines of on a slideyour data, put your data in here
and we'll you know.
And I immediately went no, no,right, cause, initially you're
you.
(46:06):
When you think of data, youthink of, like, proprietary
numbers.
You know that kind of data andwhat you mean when you say data
is your employee handbook, youraccessible data.
It can be literally anything,but actually you're putting it
in their hands, right, not ours.
We're not hosting it.
Yeah, exactly, I think that'swhere what, really, from my eyes
(46:29):
as a marketer, I'm like, okay,we're not holding your data, you
are owning your data, not yourpremise, you are now in
ownership of your own data.
And to me, that was a piecethat needed to click, because my
traditional industry knowledgemade me immediately tense up at
that word or that thought.
Speaker 1 (46:47):
And some companies will say I want it on Azure, I
want it in AWS, I want it on AWS, I want it on Google Cloud, I
want it in a data store, I wantit on-premise.
You can do all of that.
Yeah.
And we have some pretty smartpeople to help people with that
and it can.
You know, people, it's hard toappreciate what we don't
(47:09):
understand.
Yeah, and it can feel it'sscary, you know.
Yeah.
And back to my point earlier onabout trust your own actions.
Trust yourself, do it you knowand take the action.
And we are designed to grow andcontinually learn, and I know
(47:32):
what I do is I look back ateverything I've ever done and
it's just like there's timeswhen you think like well, I
don't know if that's me, I cando that.
And then every time I get intothe circles with the people and
you collaborate and you payattention, you put yourself
around the right people and yourealize like we're all as smart
(47:53):
as we need to be.
In fact, now, with access tolarge language models and
perplexity, and if you want togo to Pi and have some
empathetic, I mean you haveprobably a counselor there.
Now we have.
It's the most exciting time tobe alive and to be able to make
an impact for a company.
Yeah.
(48:14):
You know, and now's the time tobe bold.
Be that bold leader, you know.
Going back to your point where,what does that leader do?
I'm a VP and people are cuttingback or regional, or they're
thinking about optimizing orcentralizing and all this,
whatever I mean, just be thatleader.
And every company wants togenerate more revenue and every
(48:44):
company wants to generate morerevenue.
Bring them more revenue throughenergy, through attention,
through selling, whatever thatis.
And you know, people will beowning the buildings that
they're working in if they payattention.
Speaker 2 (48:49):
Right, yeah, and you've done such a good job of
creating those networks foryourself outside of the industry
that you've seen this play outin other industries and play out
well.
It really is the best practiceof most other industries as a
whole, right, so I think that'swhy multifamily has been needing
something like this for a verylong time.
Speaker 1 (49:10):
Yeah, and you know, sometimes we learn from pain
more than we learn from thebigger, better plot process.
Because I look at industriesthat got it wrong too.
I mean you think about hotelhospitality.
I mean they missed the wholeAirbnb.
You know you look at the, youcan always say the taxis and all
that.
They missed the ride sharing.
You know automotive industry.
(49:32):
They missed Tesla EVs andthey're catching up.
They'll chase.
And you know now, tesla beingthe company it is today, I mean
it will probably own the AIsoftware in the autonomous
vehicle, right Like, whereasFord's trying to sell one
product one time and Tesla'sselling one product and trying
(49:55):
to get the price of the car downfor the customer and then has
just this infinite scale ofrevenue because it has data or
the technology that's probablygoing to power other cars.
And so real estate operators ifyou look at real estate, we
spend, I don't know, 80, 90% ofour time indoors.
You look back 30, 40 years in acar and it's you know.
(50:16):
You look back 30, 40 years in acar and seatbelts are different
and safety is different, soundis different, all kinds of the
style, everything.
But you look at 30, 40 years ofan apartment building and it's
like what have we been doing?
You know what we've been doingCashing million-dollar checks,
because success is definitelythe problem here.
(50:40):
Yeah.
You know, yeah, and until, like,manufacture a stressor.
You know, when I was beforeCOVID, I owned a media company,
events.
Right, we did Events and I dida project for Tony Robbins,
helped him build mastermindcomAt his home.
He put his chest, he leaned onme and he said when 9-11
(51:04):
happened, his business wasreally, really in trouble.
I'm looking at this giant of aman and I'm thinking, my
goodness, with that brand, whoam I?
I just have this littleconference business in
multifamily and I called my wifeand I said we got to invest in
(51:25):
video and we hired a producer.
I went to NBC Studios JimmyFallon show and I made a
decision to not have the biggestevent, to not do trade shows,
to do things differently and tosay we're going to have a.
We'll call it a small event,200, 500 people, but a big
audience.
Small event, big audience.
(51:46):
Right.
Because I can get more peoplewill listen to this podcast and
will attend the largest event inmultifamily, right, yeah?
So with that, we leaned intobefore COVID video in a studio.
Now you're sitting on a stageright talking with me and the
reality is I manufactured.
(52:07):
I didn't think it was going tobe COVID.
I didn't know what it was goingto be and I don't even know why
, but when it happened we wereready and we're in business
because of that decision.
Yeah.
And you know a lot of peoplethought I was crazy.
You know they probably still doright now.
And in that box over in ourstudio there's that we send to
(52:29):
our members MultifamilyInnovation Council members.
When you open it, there's aquote in there and it says the
riskiest thing we can do ismanage that status quo.
So I think people need to learnfor themselves, get into their
own actions, mess it up, beawful, and that's the learning,
(52:51):
you know.
And because change is comingand our ability to move through,
that will be the empowermentthat we have because we believe
in ourselves.
I wake up every day and I feellike a freaking superhero
because what I've been throughwhat I've had to do and I feel
(53:14):
unstoppable.
And I feel unstoppable and theamount of capital and financial
partners I have behind me toreimagine this industry is
astonishing.
It is literally I can't even.
I got the chills and you've metsome of these people.
Speaker 2 (53:31):
Yeah, it's pretty incredible.
It's pretty interesting.
It's really incredible.
Speaker 1 (53:36):
And we can help our friends that live in apartments.
You know our children, you knowthere's a lot of success to be
created, so I'm excited for it.
Speaker 2 (53:51):
Me too.
You know it's so interesting,even when you have, when you
switch to that very futureforward mindset, the things that
you used to be doing that wereso rudimentary.
You almost look back at it andyou do say, what was I doing?
And I found myself even in that.
You know how long did I take topost a blog before.
(54:11):
How long, how much, how manyhours did I put into that?
And that's just one thing youknow so.
Speaker 1 (54:17):
It's not easy.
I'm going to tell you, likeeven this week, me, I've got a
coach who was the head of formerhead of Microsoft and talent
capability at Microsoft.
So technology was there withthe merger or the acquisition of
LinkedIn.
I mean I just feel lucky tohave the time to share with him
(54:40):
and he's got some things thathe's helping me roadmap to do
what we're doing.
You have to invest in yourselfto grow as a leader to do these
things.
But I mean, I've got a note inmy pocket.
I'm like, okay, this is myintentionality this week and I'm
going to tell you, even knowingand having my own awareness,
(55:01):
it's been hard.
It is difficult, you know, andyou maybe have been in moods
before where you're like anxiousabout something or there's so
much excitement.
What do you do first, you know,and there's so much excitement,
what do you do first, you know,and there's so much enthusiasm,
you know, and it can play outin how you make people feel and
(55:28):
so I think, leaning into theagain this leadership part we're
talking AI, we're talkingtechnology, all this stuff but
it's your ability to movethrough that and hopefully not
damage relationships along theway.
And I'm going to tell you it isnot easy, and that's my biggest
(55:53):
struggle right now.
I get so excited because Ithink everybody wants what I
want or is driven towards what Iwant, or cares enough about
certain things, and so when wesay the crawl, walk, run stuff,
it plays out in leadership too.
We have to find ways to connect, be curious about people and,
(56:18):
uh, to me, put them insituations to win.
Yeah, because I think peoplefeel like I want.
Speaker 2 (56:24):
I think people like to be victorious yeah, like have
you know like they didsomething and I would wager that
most people are sitting aroundfeeling rather stagnant
currently you know and and Ithink, and I think, when you're
beholden to processes that havealways been, you don't have that
(56:44):
excitement, you don't have thatflame inside of you to make a
change, or you just know thatyou're going to have to go
through so many obstacles toeven attempt to get in front of
the person who might approvesaid change.
It's not even worth it andpeople give up and then they
lose motivation to innovate, todo anything different, because
it's always been the way it'sbeen.
And so how do we ignite people?
(57:08):
How do we become okay withfeeling a little uncomfortable?
We talk about this a lot, likethat feeling of discomfort
that's so uneasy when I'm at awhiteboard and I'm not making
sense of something and I can't,and you're like leave it open
ended.
You know you'll figure it out,but you can leave it open ended.
That's very uncomfortable forsomeone who is used to making
(57:30):
sense of things and plowingforward.
So I just think it's a wholemindset shift.
And so, thinking aboutmarketing something like this
we've been back and forth on dowe sell one, you know, or do we
tell everybody about the onepalpable product that we know
they can understand, or do weshow them this endless world of
possibilities and hope that itsticks.
(57:51):
So even that's interesting andthat's where I think the
building public will come in.
Speaker 1 (57:56):
Yeah, I tried to boil you.
I did a few webinars.
That it's like excitement,share everything and that's how
we kind of got to this.
You know the productization ofthings, but you're absolutely
right, I think you know we'retrained to have the answers and
(58:17):
if you have the answers you'lllook good in front of the boss
and you'll be able to keep yourjob or get the job you want.
And you know, now it's morelike questions, right and the
actions, and it's very hard.
I mean, I remember unpackingwhat I needed to do because
(58:38):
different organizations havedifferent priorities.
But we've really left a lot ofpeople behind.
And you know what Carrie'sdoing with the Women's Summit
and all that, the movementaround helping everyone in
multifamily understand thefundamentals of what it means to
(59:01):
create wealth.
And we're in operators.
We kind of do the hard work,the 3,000 tasks that keep
growing and growing.
But to me, I want to makepeople filthy rich.
I don't.
Why have we not made moremillionaires?
Why do our maintenanceprofessionals not know how to
(59:25):
invest in real estate?
Right.
Why do our assistant managersnot have their own portfolio?
Why do they not?
Why are they not part of thefinance meetings?
Why are they not part of theinvestor relations meetings?
Why are they not part of the JVdeals?
The real estate operators havethe ability to create wealth for
(59:56):
people through education, andthis happened to me.
I mean, I was actually justcurious.
I was observing.
A lot of people don't know toobserve, because they're trained
and they process and they havetheir PTO and all the things
that they need to do to followthe.
You know, because thesecompanies get so large and they
(01:00:18):
basically make a rule whensomething goes wrong.
And you know, with all theserules, and then people feel
trapped sometimes becausethey're really, like, alive,
they want to do great things andthey don't know where and how
Is it risky and they're a singleflow of income.
But if I'm out there and I'm inan organization and that
(01:00:40):
organization feels status quo,there's probably a reason.
Until you own a business or aproperty, you may not understand
that decision, but while you'rethere, I think they have the
ability to take it into theirown.
Like, don't wait for somebodyto train you.
There's the stuff going onaround you Pay attention,
(01:01:02):
observe and you may be somebodywe write a check to, to fund the
next big idea.
Speaker 2 (01:01:08):
Yeah, yeah, elevate yourself.
Speaker 1 (01:01:11):
Yeah, absolutely.
Speaker 2 (01:01:13):
And that is why, and I will say like candidly, you
know when, when you walked methrough the process of how you
got to where you're at today inyour company, I said to you
there are so many times youcould have just monetized cash
to check and peaced out, I meanhonestly, so many of the things
you built you could have justsold in that very moment.
Um, and that was impressive tome that you intentionally didn't
(01:01:37):
, and you had bigger goals andyou're always thinking about
others in the sense of how do weelevate, how do we help renters
, how do we help individuals whowork for these companies, how
do we help people to think justdifferently as a whole people?
(01:01:58):
to think just differently as awhole, and and that's that's
what motivates me to be here,truly because I've seen you not
cash the check and just settlefor a status quo the way it is.
You see something bigger.
Speaker 1 (01:02:08):
Yeah, I mean I'd have a larger event and I'd have a
trade show.
But, to your point, we need,like what you're doing with
mindset and ambition andattitude and capabilities, we
need to help people understandhow to think independently,
(01:02:33):
right, and know that they areaccountable and capable of
anything.
Yeah, literally anything.
Yeah, and that's a very.
There's some dark momentsgetting there, but, man, on the
(01:02:54):
other side of that, when youpull it off there's no money
that can buy it.
I mean, carrie and I firstdecided the life we wanted to
have first, and then you workbackwards what would fit into
that City?
You're in location, who youspend time with all that stuff.
But yeah, I think it's anexciting time If I'm out there
(01:03:19):
and what you're doing is getpeople to think differently,
inspire them and, all the whileyou know, generate the rents.
You have to keep the lights on,collect the rents Simple stuff
and lead the teams.
Then you're done.
That's it.
Just those three things.
Speaker 2 (01:03:36):
Yeah, always be thinking forward.
Speaker 1 (01:03:37):
That's it, just those three things yeah, always be
thinking forward, that's right.
Speaker 2 (01:03:39):
More forward than forward.
I thought I was a forwardthinker.
Speaker 1 (01:03:43):
I want to find out if this is the longest podcast
I've been on, because I havebeen.
Normally I'm interviewingpeople and you've turned.
You're now interviewing me andI'm just like you know, I'm
going.
Speaker 2 (01:03:55):
We both think this way, and I've been hungry for it
for a long time.
I've been hungry for innovation, or the ability to innovate,
for a long time, so I think thatwe could probably podcast for
24 hours.
Speaker 1 (01:04:09):
Yeah, well, there'll be more to come for this.
Should we break and wrap onthat?
I think that was good.
Yeah.
Awesome.
Hey, thanks for hanging.
That was fun.
I know people are really goingto want to know a little bit
more about you and what you'reup to, and I know that it's easy
to find you.
Those of you that want toconnect with Lauren in the show
(01:04:32):
notes, go ahead and do that.
Until next time I'll see you,maybe standing on this stage,
maybe giving a keynote, maybe,or some kind of little charge
for people and bringing in theleaders.
Yeah Sounds great, awesome.
All right, we'll catch you onthe next one.
All right, that's it.
That's all.
We got you stuck with us, sowatch the next one.
(01:04:54):
Listen to the next one.
Hey, if this was useful, youfound it valuable.
Slack it, message it.
I don't know if it Teamses it,teams it, whatever that is, text
it like it, subscribe it,whatever that is.
Give it a share.
That helps other peoplediscover the things that were
working.
I want to bring some value toyou, so we'll see you, guys, on
the next one.
(01:05:14):
See ya.
Welcome back to another episode of the
Multifamily Innovation Podcast.
I'm your host, patrick Antrim,and I've got a great guest today
, part of our team now, who hasdone some really incredible
things in multifamily, and we'reso excited to have her not only
in the studio but here makingthings better for our company.
(00:20):
So we've got our MultifamilyLeadership Summits, our
Innovation Council, all of thethings with the Multifamily
Women's Summit and all thedifferent things that we're
going to be doing from thestudio.
And then what we'll talk aboutlater today is our platform,
nectar Flow, which you'll hearmore about.
(00:40):
So, for those of you that arejust tuning in, multifamily
Innovation Council is amembership organization and we
are a national program forexecutives that are looking to
create a profitable multifamilyinvestment, and so we're
bringing together AI, innovation, technology and leadership and
bringing together people to movethrough what's required to
(01:02):
build a healthy organization.
Now, if you're not yetregistered for the Multifamily
Innovation and AI Summit, goahead and do that.
That's atmultifamilyinnovationcom.
Go ahead and do that and thencome back and finish this
episode.
But until then, I've got agreat guest in the studio with
me, lauren Stinson.
She's our vice president ofmedia marketing and all things
(01:28):
marketing with Nectar Flow now,so welcome in.
Speaker 2 (01:31):
Thank you, I'm so excited to be here.
Speaker 1 (01:33):
Yeah, and many other things probably right.
Speaker 2 (01:35):
Many other things, All the things that the stories
that need to be told.
Speaker 1 (01:38):
Executive producer, probably writer, all the things.
So are you excited to showcasesome of the things that you've
developed in your career helpingother, I guess, operators in
the business?
Speaker 2 (01:53):
Absolutely so.
You know, I've spent the lasttwo weeks really getting
involved in your business andwhat you're doing here, and I
was telling Carrie earlier, mymind is just blown at what you,
what you have already built, andnormally I would say what you
are building, which is, it'sboth, but I, what I find so
impressive is everything that Iwould think of to come in and do
(02:14):
just to.
You know, get geared up to go.
You're already 40 steps aheadof me at every moment, and so
I've been, just at every turn,incredibly impressed with what
you have built already and wherethis can go.
Speaker 1 (02:28):
Yeah, you know it's interesting.
I don't want to take any creditfor it, because what we tend to
do here is you know, when youunderstand the customer and you
get into the hearts and theminds of the conversation that
customers already have, and youknow, if you pay attention, ask
them, survey.
Obviously, we do the researchnationally on the best places to
(02:48):
work multifamily, so that givesus a great insight into what it
means to build a healthyorganization, what people care
about and the difference whenyou move the needle on some of
these engagement practices, whatit means financially to a
business, and then, with theInnovation Council, what we
believe is more, I would say,community driven innovation.
(03:11):
It's a collective genius of allthese operators, from new
developers to hundreds ofthousands of units to 1,500
units, and it's exciting to seethose conversations unfold,
giving way for better results,connectivity and actions that
(03:36):
ultimately make the companybetter.
I've always been saying thatit's not about information, more
education, more information.
It's not about information,more education, more information
.
People need results, yeah, andthat's what gets inspired,
because all we're doing is justlistening and then finding
formats that make sense in amodern world that we live in.
Speaker 2 (03:58):
Yeah, and that's very true.
And you know, from a marketingstance obviously, I come into a
company and I see, wow, you haveyour hand in a lot of different
spaces and it's looksoverwhelming at first, but now
that I've I've immersed myselfin it and I see how every part
of the business fuels the nextpart, right, how the, the
innovation council, thenactually fuels the events where
(04:21):
they gather to talk about theproblems that have been
identified.
You gather a group together, youinnovate, you talk about the
main core issues you'veidentified and then you create
products to solve those problems.
Every single part of thebusiness that you've built fuels
the next step, which is reallycool to see, and for me, I
thought I was innovative as ahuman.
(04:42):
I really don't feel like I knewwhat that meant until I came
here.
Speaker 1 (04:46):
Yeah, man, I have the chills.
The way that you articulatedthat is really special, being
that you haven't been here thatlong and the fact that you can
recognize that.
I'm excited for that andbecause you know it's difficult
today with so much media, somuch noise Like, who do you
(05:11):
trust?
Right, and what I want peopleto do is not even trust us, like
trust themselves, and that'swhy I keep going back to this If
you collaborate right.
I'm spending a lot of time in AIbased off of the projects that
I'm working on with our teamsand developers, and one of the
things that's inspiring withthat work that I get to do is in
(05:36):
the AI community.
It's very I mean, it's very open.
People are collaborating,connected, and we don't benefit
really from that in themultifamily space and so in
things like that we do at thecouncil, when people can trust
themselves and their own duediligence, knowing they will
(05:58):
find their next big move, theirnext big idea, from maybe a
failure that they did by tryingsomething, not because they
trust a big logo, you know, or alogo of somebody else or a
certain venture backed companyor funding, Like those are great
signals, but the greatestsignal for their business
(06:20):
process for their reasons, notanyone else's is the ability to
have the courage to take theaction, get into something that
you know you have some way toget data and figure out.
Did this work?
I've done some things that arepretty awful, but, man, it
opened up just markets for usand I really want people
(06:45):
listening and watching, I guess,to just trust themselves, and
the only way to do that isthrough action, right Taking
action.
Speaker 2 (06:54):
Yeah, and I think to your point, having been in the
industry as long as I haveespecially, I've been on the
supplier side, I've been on themanagement side, right, I've
hopped around in the industryand there's a lack of best
practices in general and I thinkit comes from this kind of idea
that we can't collaborate withour competitors.
(07:17):
Necessarily.
There's this vibe and itactually has created an industry
where we can't innovate veryeasily because there aren't just
general best practices that arein place for the industry as a
whole.
So I think a lot of what you'redoing here and getting the
council together that might befrom totally different companies
(07:38):
that might not have the sameviews that's actually bringing
people together to establish astandard that we're going to
hold ourselves to.
That needs to be in place toinnovate.
Speaker 1 (07:48):
You know you bring up a great point.
If you think of medicine,doctors are saving lives.
I mean, the stuff we're doingis it's really not that
complicated.
And if you get out into the AIcommunities, you'll realize that
the world that we're going tois far more advanced than we may
estimate.
And in the medical communityyou know, you have these
(08:12):
clinical trials, you have theJournal of Medicine like to
understand the patientexperience and knowing that that
collaboration is entirelynecessary for total patient care
.
Right, nobody knows everythinganymore, and I've been saying
(08:35):
this a long time aroundapartment owners and operators
that they're far moretechnically advanced than they
take credit for.
They're far more technicallyadvanced than they take credit
for They've been developers farlonger than there was even code
to develop.
What I mean by developers ishaving a vision for a business
buying the land, digging holes,getting utilities, going to city
(08:58):
count like making things happenway before there's even revenue
things happen way beforethere's even revenue and then
understanding those disciplinesthat need to come together from
architects to engineers.
All the I mean it's and youknow this in the lease up
process it can get ugly, it canget messy, there's problems, and
I think that the way thosebusinesses startup businesses,
(09:22):
which is a lease up arestructured is it forces the
operator, the owner operator, toknow and to have a longer term
vision, even if they are exitingafter they lease it up or
stabilize, they know there's avision for that.
And with technology we're notthat collaborative.
And you think building code isPython code.
(09:45):
I mean you need to.
You know everybody needs tohave the same set of plans,
right, and so I agree with youthat there are some
opportunities where we canimprove upon this collaboration
and opening up networks.
Networks so data can flow, sothat best practices can be
(10:11):
shared.
And people you know they makedecisions for their own reasons
and their own investmentobjectives and, to your point,
the best practice is verydifficult because the investment
timelines are different, theinvestment structures are
different and investment goals,you know, and the people and are
different.
The investment structures aredifferent, right, and investment
goals, you know, and the people, the culture, right.
And when I was hiringmanagement companies, I mean
(10:32):
I've hired all of them that aregreat, local, the largest, all
that and at the end of the dayit came down to how good that
regional manager put good peopleon site.
Yeah.
And I think the AI stuff thatI'm leaning into, everybody's
going to have the AI right.
Everybody's going to have thissort of automated life and it's
(10:52):
going to get people to thinkdifferently about even how they
value contribution in society.
And it's really exciting inmany ways and it's scary in many
ways because it's scary in manyways because it's unknown.
Nobody has the answer.
I don't claim to have theanswer, but what I do know is
(11:12):
that people are going to needstability, they're going to need
a little bit of certainty, andleadership is how we
differentiate, because what I'mstudying and learning about is
that AI and this conversationthat we're having with customers
the differentiator goingforward is probably going to be
(11:33):
a human experience.
Right, right, it'll swing Rightnow.
It's nice and we've been toldit's the customer advantage and
all that stuff.
But who knows, it may be peopleare paying premium to have
special access.
I mean, you think about it?
Speaker 2 (11:51):
It's true.
Yeah, well, and you think aboutthe individual and this is why
I'm excited to dive into thesoftware piece individual who
might be concerned where theirnext move would be or what would
happen if you know, theindustry innovated to a way
where I was no longer relevant.
Right, that's an individual'sfear when it comes to AI, and I
(12:14):
think a lot of what you built,from what I can see it actually
makes AI palpable to theindividual.
To say, it elevates theindividual for, say, a
copywriter, right, like, I'mblogging and I can automate that
piece, but which pieces of itdo I still control?
And it teaches someone how towork alongside AI.
And I'm now elevated as anindividual.
I can go into any company andsay, hey, I'm a copywriter, I
(12:38):
can, I can automate 70% of myworkflow and I can actually also
now do X, y and Z and I'mlearning to elevate myself and
work along AI, which is comingright no matter what.
And so it eliminates that fearfactor that you're talking about
, I think, from the individualstance, but also from that
leadership stance, to look atsomeone's workflow and
(12:58):
understand which pieces they canautomate.
Speaker 1 (13:02):
And now they're understanding what's expected of
their, the people that areworking for them yeah, uh, you
know, in many ways we've failedour industry and what I mean by
that is there's regulation,there's lawsuits, uh, they're,
they're the.
The brand isn't strong.
I mean they're making moviesabout how we tear down, build
like it's.
It's it the industry, thepeople that I know the industry
(13:24):
are is remarkable people,especially when we go through
like our best places to workprograms.
I mean, you go through thatresearch.
These companies do so manyincredible things for the
communities that they operate inand for the people that they
bring together employees,residents, all that stuff.
And unfortunately, that's notthe brand right, the brand is
(13:48):
we're the ones that raise therents and there are challenges
with that and most of thosechallenges because right now
that's the only path to income.
There's some alpha return youcan get through adjacent income
and efficiency and stuff likethat.
But Wall Street and SiliconValley don't really look at our
industry because they can'taccess our industry right.
(14:09):
I mean Amazon, skirted around,but where's Tesla, where's Apple
, where's American Express?
And so, until we understandthat data problem and we realize
that data is our competitiveadvantage to not only create an
experience for employees andcustomers, but also unlock other
ways to get to the yield, sothe investors' return and risk
(14:33):
is protected, but the customers.
We don't take away purchasingpower, we give it back to them.
Right.
And there's a lot to thisconversation.
We don't really have anyleadership around it.
There's a lot to thisconversation.
We don't really have anyleadership around it and we're
just taking the same linearthings, trying to fight and
write letters and PDFs toCongress, and it's not working.
It's never worked and there's alot of money going to those
(14:56):
resources.
So innovation will win andinnovation will be that answer.
So, for those of you out therethat are listening or watching,
if I'm a leasing agent or amaintenance technician or a
regional manager right now andI'm concerned about AI or
automation, or if I'm inmarketing, you know marketing is
(15:18):
probably the easiest target.
You know, if I'm sitting herewondering what my company is
going to do with that stuffnumber one you don't know what
your company is going to dobecause they may be in reaction
mode.
It may get ugly before it getsbetter.
I mean, to your point, build agreat brand, work in public, let
people know how you think andhave great energy right, talk
(15:42):
about the solution, be part ofenergy, which is scarce and
leadership is scarce.
So if you can be positive, youcan be a great leader and you
can bring energy to a team.
People will find a spot for you.
That's when we found a spot foryou.
(16:03):
We knew right away, like okay,we knew that Now what I would
think about in terms of the techand the AI and what's going to
happen with my role andcentralized and all that stuff.
Don't be afraid, I'll tell youwhy.
This technology gives you theability to have a team of
(16:24):
world-class geniuses next to youto do your job.
So, for example, let's say I'ma leasing agent and I need to do
a report.
Now it's my third day on thejob and the asset manager is
doing an inspection becausethere's a refinance and it's
messy and things are going on.
(16:44):
Now I have the ability tounderstand the financial part of
the business or accessinformation that otherwise
people would fear doing.
They're not going to call, onthe third day of their job, the
vice president of the company orthe CFO and ask a question of
(17:11):
what does this NOI word mean?
Right.
Right.
So now you've given the personthe power to have access to
supreme intelligence, to then gointo the next meeting with
better conversation and thenhave control over their own
outcomes.
So it's not my company didn'ttrain me, it's not any of that
(17:32):
stuff.
Now I will say you know, as anorganization, especially
enterprise with fair housing,and you know we have regulatory
bodies of industry that istricky with compliance and stuff
.
When we're in chat, gpt andthese types of things, we have
to be careful in terms of how wecommunicate, because these
(17:53):
things are training the largelanguage models and, to your
point, around our technology,the multifamily GPT stuff.
You know we're using thesethings at the API level.
So it's where you could give acompany access to a
conversational assistant thatwould retrieve using what we
(18:15):
call retrieval, augmentedgeneration, which means at the
API level, we're systematicallyor programmatically using the
API to retrieve our owndocumentation, instead of
looking through 97 pages of adocument which, by the way,
nobody would do.
They would just make up theanswer and get the answer that
they need, whatever that may be.
So I think it's going to helppeople do a better job.
(18:38):
And if we take artificial andreplace it with assistant,
what's wrong with that?
Did you not want to have anassistant going through all
those roles?
Speaker 2 (18:48):
I want an AI assistant that's not going to
have typos and errors.
Speaker 1 (18:51):
I don't worry about any of that anymore and you know
it's interesting because youknow this is our second shot at
the internet.
So we looked at when, when theinternet and I think it was 96,
somewhere on there we had like110,000 websites or whatever,
(19:12):
and then 12 years later, it waslike just an astonishing number.
Like at that point in time,nobody knew then that that was
going to play out.
It's.
This is exponentially greaterthan that, yeah, and I don't
know.
I think us, I think ourauthentic self, however we
describe that.
(19:33):
I'm still trying to figure outwhat that is is.
We have to be curious, we haveto be focused on connecting and
that's why we do that.
Friday meeting.
Yeah.
We have to stay connected, andwe do have to do that in person,
too.
That's why we have our yeah inperson stuff, but uh, I don't
remember your question.
It's okay, but a lot ofinformation, you know what here
(19:55):
and here's the.
Speaker 2 (19:55):
The great part is that I feel like I'm here as
someone fresh, you know freshinto this, this world and this
product and what you've beendoing, and I think that's where
I can help translate, right Likeyou're.
You're so big, high level, bigpicture of what you could do and
(20:16):
it's so incredible.
But the actual translation iswhat this software can actually
do, and so I want to take a stabat explaining to you and
explaining to our audience whatthat?
is Two weeks in barely evenknowing AI.
To be honest with you, I wasjust as uncomfortable with AI
conversations as anyone else.
I'd been in all of the webinars, the, you know, the conferences
that discussed it, but didanyone ever make it palpable
(20:40):
really for anyone to understand?
I mean, honestly, not until nowfor me.
So that's what got me soexcited is that I feel like
after two weeks, I understand AIbetter than I could after
watching a million webinars yeah, actually seeing it.
So what the platform does isthere is basically a central hub
(21:00):
, a platform where you cancreate scenarios.
You're calling them scenarios.
They're almost like a workflowof any given task that any of
your employees has.
So the example that's very easyto digest in the marketing
world is blogging, and so withinthose workflows, you have your
apps that are basically speakingto one another, like a Zapier
(21:24):
um, that you're creatingconnections within.
That you're placing AI withinthe structure of that workflow
where it makes sense.
So so essentially, my blogger isgoing to we create a, a
multifamily specific but evenfurther, a company specific
agent that is going to speak tothat large language model and
(21:48):
teach it my company, my brand,my guidelines, how we speak.
We want to create wins for ourclients.
Whatever that is, from amarketing perspective, that I
really want to train that largelanguage model on.
Now I'm creating blogs that arerelevant to me as a company,
that's relevant to my industry,but still pulling in language
that I want to use, all whileoptimizing SEO, using all the
(22:11):
keywords that I need to appearfirst in a Google search and
then generating a blog for methat I then only have to review
and post.
Speaker 1 (22:20):
Yes and wow.
I have to say what a great jobyou did explaining that and you
know, we hope our employees dothat and what do they do?
They get distracted and theyshould because a customer comes
in Right, or they get promoted,and then you have a new hire and
then maybe they don't know thebrand identity or the ideal
(22:41):
customer or the persona for thatlease up.
Another thing that I thoughtwas interesting the way you
described those apps so you canthink about the bubbles in the
workflow.
Let's call them four or five ofthem across.
A scenario is, if you had anagency blogging for you or a
property manager writing anarticle, then they you know
(23:06):
they're doing all of those tasks.
They may not be experts in allthose tasks, but what I love
about this is you can have onebubble in the workflow that's
great at writing the articlebecause it's retrieving, as you
mentioned, all that informationand it's knowing that because we
get it privately for thatcompany and that customer
they're after, and then thatdata and action goes to the next
(23:33):
step, automated, without anyemployee involvement, and that
would be maybe they're doing seo, so now it's trained
specifically on seo, right, andmost employees, right, they're
not thinking through this likeat that level, so you have to
bring in a team to do that andthen the next thing is like okay
, okay, let's talk about socialright.
So now it's writing for LinkedInor it's writing for Instagram
(23:54):
and it's writing for X right orFacebook, and each one of those
has its own expert multifamilyGPT that's narrow and
specialized in that aspect, andI think that's really where you
cannot expect that of a humanand you don't want to hire all
those people because it's tooexpensive, and so what we end up
(24:18):
doing with that process andthat use case is it's about
generating new rentals right,being in control of the demand
and being able to be discoveredwhere people are doing these
searches right, and then youknow, maybe even reducing
advertising costs right, andthen ultimately giving other.
If you're doing other things inthe business, like nurture
(24:40):
tools and things like that, nowyou have other assets that then
can be used in other thingsyou've invested in right, and so
it's exciting, and that's justa very simple use case, and I
love the way that you explainedthat, because, man, you are a
fast learner.
I mean it's one of many.
Speaker 2 (24:58):
But I just remember seeing the software.
I told you this I was drivinghome and I literally—I'm usually
driving home I got the windowsdown, I got a song on, I got my
podcast, whatever it is.
I literally drove home that dayjust and my wheels were just
spinning on how far this couldgo and how many possibilities
and how many, and I just gotinto the weeds of how many of my
(25:21):
processes could I haveautomated to create room for me
to do so much more in my career,in my job, if I just had a tool
like this.
And I like, honestly, my mindwas kind of blown and it really
took some time to process, and Ithink that's why you know,
coming up with one tool thatmakes sense of all of it the
blogger is is the way to go,because then now, now we get it
(25:45):
and now we can also think abouthow many more of these can I
build out that can automateeverything in my business to
where my people know how to useAI in a responsible way.
I know how my people are usingAI.
I don't have to ask questionswell, did GPT write this or
where did this come from?
(26:06):
And I just think it justcreates this very palpable way
to use AI.
Speaker 1 (26:10):
Yes, and you know, for Nectar Flow customers.
You know we look at it like so.
When I was running large realestate companies and even
recently, right, I mean youwatch work get done, you see the
people working, see the peopleworking and when things are done
(26:32):
differently from remotelocations and things like that.
This is a great way for aleader to understand how work's
getting done, where things arebreaking, where there's
redundancy, if they want to usefirst principles thinking and
look at really really gettingefficient.
It's a great assessment tool asa way just to understand how
the organization functions.
So most of the larger REITswould have millions of dollars
(26:57):
invested in these types ofplatforms, with CTOs and teams
of people to work through this,which is wonderful because they
have to.
They understand that thereneeds to be enterprise value for
the organization.
They need to be able to controltheir data, how it flows, have
access to it and be able to dothings even if people don't show
(27:21):
up for work, and so what we aredoing with Nectar Flow is we're
giving people the opportunity,regardless of the size of your
company, to be one, like youwould have a platform that is
millions of dollars, you know,on your platform.
You just you look at it likeAmazon, where you're renting it
(27:41):
on demand, right, so you canaccess that.
And then we set aside a teamfor those that want to lean in
and get the most out of thismanaged services, ai developers,
technology orchestrators and ateam to really help them what we
call crawl, walk, run and start.
(28:02):
And I think that blogging thingis a great way to start,
because who doesn't want morerents?
Speaker 2 (28:08):
Right, and who doesn't want to be that?
First thing that appears whenyou search best apartments in
Atlanta.
Speaker 1 (28:13):
Right, and they may have a cost to that already.
That completely makes sense,right.
Speaker 2 (28:19):
Yeah, no, I think it's really brilliant and you
know, like you said, there arethere are people that will only
want that tool, or there'speople that will want this whole
platform in their hands tobuild out every single tool they
possibly could want, Right?
So, um, I think it's going togo more that direction where
they use one and they, they gethungry for more, Um, but, but.
(28:41):
But, to your point, I mean, andto both of our points.
You know, telling this storypublicly is is hopefully going
to make it as palpable as it wasfor me to see.
You know, this is how AI can bemanaged, this is how a workflow
can be managed, and it doesn'thave to be as hard as we've been
making it traditionally right.
(29:01):
My mind is still blown thinkingabout how complicated we've
been making all of theseelements and the software just
solved for all of it yeah,that's true incredible.
Speaker 1 (29:13):
Yeah, um, you know there's a lot of different
places we can take thisconversation to.
I think with um, you know theability to reduce redundant task
for an employee, provide thatemployee experience where they
may not want to quit now becausework is a little more
interesting.
I'm actually thinking and doingdifferent things maybe interact
(29:37):
with the customer, or maybe Ican have the day off or
something like that.
Right, that's useful.
The other piece of it is youknow you can't not have data in
your business.
You can't not have data in yourbusiness.
I mean, it's just we've beenable to get away with it for I
don't know how long, and youjust can't be an effective
(30:14):
organization without theunderstanding of the insights
and the data from your customer.
And the trouble that I see nowis that, in many ways, the way
that we authenticate APIconnections can be troublesome
for some people that want to dothings that are an up and coming
startup, those types of things,and so I think the ability for
a real estate operator to havetheir own API to their own data,
like most software out there,all they would need to do is
(30:38):
have an endpoint on our platformand they'd be able to pull
whatever they needed to do to dothe thing they wanted to do,
and sometimes it's not moving itinto a core system, it's doing
something so they can provide aunique thing for an investor or
they want to know more abouttheir customer, how long a tour
is happening virtual versusself-guided or video tour and
(31:02):
you cannot expect even aMicrosoft to come in and save
the day.
You cannot have a softwarethat's built uniquely for every
company, right?
So what we're doing is we'regiving real estate owners and
operators, and also our vendortechnology companies the ability
(31:25):
to develop micro softwaresolutions that solve certain
problems, and then we providethem this development team to
make it happen.
And those are the types ofproblems that are not going to
ever enter the market.
People are not going to fund aventure-backed company on how to
do leasing commissions or trackthem or what have you.
It's not going to happen.
(31:45):
It's not big enough of a dealof a problem to happen.
It's not big enough of a dealof a problem and so.
But a company it's spendingthousands of dollars on the
problem, right, and so that'swhere I really think it's
special is an executive canthink like this isn't for IT,
this is not an IT thing, this iscritical business.
(32:07):
This is the ability.
Like you know debt and equityand JV deals and real estate and
people.
You need to know how businessworks with technology, and we're
trying to support people in thecouncil for that.
But those are the executiveleaders that win tomorrow is
those that bring technologytogether with their disciplines
(32:29):
of real estate and they createthat competitive advantage
winning company that winnerswant to work for, and they have
a vision set for the future.
And if you don't think you needdata for that, then you know I
have a few articles to share topeople for that Right exactly.
Speaker 2 (32:47):
Well, and I love that too, because I will say, like I
consider myself, you know, ahumanitarian and I very much see
that in you too.
And and what I loved is, inlooking at this platform, I was
like, okay, who stands?
Does anyone stand to lose here?
And I was, and I was kind ofshocked to say no, everybody
stands to benefit.
Because I was thinking aboutour vendor partners and how,
(33:10):
actually, by using theseintegrations so in in the way I
explained it before, with my twoweek knowledge, um, in these
scenarios, you can actuallyfilter a vendor partner into
these scenarios as an app thatis now working as a part of a
workflow.
So here is where this vendorpartner fits into this workflow
(33:31):
and we're, almost through thisplatform, selling on their
behalf.
Speaker 1 (33:35):
For sure.
Speaker 2 (33:36):
And so I was like, wow, what could this do for them
?
You know, get their name outthere immediately, see where
they fit into the big picture ofa business and which workflows
they best fit into.
And oh, by the way, x companyhas built this beautiful
workflow now and and otherpeople can use that workflow as
(33:57):
a best practice.
What we were talking aboutdeveloping best practices, and
so now you're creating bestpractices.
Just naturally, these suppliersare not having to explain what
they do.
It's already there and it'svery easy to digest in that way.
So I was like, wow, thatactually benefits them.
It benefits the employee toknow how to work along AI and
what's expected of them.
It elevates them as a personand as an individual, and I just
(34:21):
couldn't see anybody who losesin this scenario.
It gives a company ownership oftheir own workflows and their
own data.
To now say to your point, wehaven't even touched on this,
but here, like, I can integratemy PMS, but I'm not solely
reliant on my PMS to integratewith all these different
supplier partners, which is apain for them too.
(34:42):
You know, I'm not I'm sure thePMS isn't, you know just just
chomping at the bit to createnonstop APIs out to these, you
know, just chomping at the bitto create nonstop APIs.
Out to these, you know,supplier partners.
So now you're owning that hub,which is just fascinating and
incredible.
Speaker 1 (34:57):
Yeah, you know it's interesting and maybe I can take
a shot at this.
You know these API connectionsright now are point to point and
there's a lot of frustrationaround them and I got to tell
you you talk about like I wouldsay, like a Yardi or a RealPage.
These are big companies inmultifamily and you know you got
(35:18):
to hand it to them.
I mean, they've builtincredible businesses.
I mean, think about that.
And the Yardi story is just anincredible entrepreneurial story
, right, and my understanding isthey have a great culture as
well and they do some greatthings and goodness.
They are robust, financiallysuccessful and people rely on
(35:42):
them.
And I know, when I was a user,I mean it was because we had
portfolios of multifamily and wealso had commercial office,
right, and so there are realreasons, reasons and especially
like Wall Street, I mean thereare people that are locked into
status.
I think most people are scaredof their accountants more than
anything.
That's really what it comesdown to, because our platform
(36:04):
can connect to anything with anAPI, and what's fascinating is
there's going to be some biasaround what they think like we
don't actually need to integratewith the PMS.
We're just allowing customersto integrate their own things.
Right now, the vendors are theones paying for the integrations
and doing the integrations.
My vision is that the realestate operators I think I can
(36:27):
make the PMSs more money on APIintegration fees, which someone
would say, what are you talkingabout?
And I'm saying, yes, butthere's more opportunity for
those PMSs to get maybe a littlebit higher tier from the real
estate company right, and allowthem access to their data, and
(36:50):
what that does is it unlocksthousands of people to charge an
API fee to, instead of just afew vendors that in some cases,
they're in competition with andthey've got stuff going on and
all that stuff.
So it's tricky, but you knowthey've kept our data safe and
good, to our knowledge at leastand so I think that we have to
(37:14):
be grateful.
When you think big and you haveabundance, and you have to know
that we've collected rents andwe've been able to achieve
returns and hire people and dosome great things, and a lot of
people that complain about thesethings have never really built
anything and it's hard things,and a lot of people that
complain about these things havenever really built anything
Right, and it's hard, it'sconstantly changing, and so
(37:36):
anybody that's complaining aboutthe PMS system.
That's not the solution tocomplain.
So we created a solution thatwe believe will help them reduce
support on band-aiding anddoing APIs and those types of
things, because we can do somereally awesome stuff in here
(37:58):
that just goes beyond.
Like a REST API, we cantransform data, we can structure
data, we do all kinds of thingsthat allow for— we can go
backwards in time, you know.
And so what?
I think the PMS stands tobenefit the most if they're open
(38:19):
to it and someone will be opento it.
I mean, we can build our own ifwe wanted to.
We can open source it.
Right, we have the resources todo that.
So I don't know that that's thepriority.
When I first through theInnovation Council, which is
more than 2 million units andgrowing, we did research in the
(38:43):
council and beyond, so we hadabout 1.6 million units actually
respond to the survey and weonly sent out one email, and
that's what gave me the idea tosolve this problem, and I
thought I was going to solve theintegration problem because I
said you know what I'm tired ofhearing about it Ten years doing
(39:05):
surveys and sponsors coming toour events, and it was just like
vendors wanting to come tomarket and and you know it was a
problem.
And so we thought, well, we're,we can solve it because
technically any of the PMSscan't Right.
Right, because it would bethey're trying to do their own
(39:25):
marketplaces.
You can't, there's nothing init.
Isn't that what they want us tobe doing, unbiased?
You can't, there's nothing init, unbiased, it's just.
There needs to be something inthe middle and that's where we
sit in the industry.
So I thought, well, let's firsttalk to people.
So we interviewed technologycompanies, real estate operators
(39:45):
and with the integration survey, it was just a lot of data
around the costs and efficiencyand a lot of open, good dialogue
in the questions.
But as I went through this, youknow when you write a check,
you learn fast and when you talkto developers, you learn
(40:08):
accelerated versus just kind ofwatching on the sidelines.
And I expanded my businessthrough first principles
thinking and I realized at firstI thought I was solving the
integration problem and then Irealized I don't even need to
touch that because somethingelse is going to solve that,
(40:29):
that we don't need to take therisk in solving.
So we're going to let peopleplay out, however they play out.
What we realized is we startedto think about everything that's
happening outside the PMS andwe looked at work spreadsheets,
payroll, think of the employeeturnover.
You know someone is sitting inthere doing a new employee
(40:50):
signature every time thathappens, new onboarding.
There is so much found moneyoutside the PMS and the PMS
can't go there.
So what we've done is we'vecreated the BMS, which we call
the business management system,because what happens with
(41:11):
property management systems?
Properties come and go,businesses pretty much stay
together for a long time.
It's the LLCs that get flippedin 36 months or whatever, and
the integrations need to be torndown and put back up.
But if you have a businessmanagement system, then
(41:33):
technically the PMS wouldintegrate with us and that's
what I'm saying is you wouldhave a real estate operator,
would be able to justauthenticate, just like they
would, and all the standards andspecs are as secure and more
secure than even now.
Because right now everything ishappening programmatically and
(41:54):
there's not errors, there's notqueuing.
There's some things that createinefficiencies for the PMS and
the developer of the pointsolution, technology product,
technology product, because theyare funded with a fast,
accelerated roadmap and they'remessing and fussing with api
(42:14):
connections programmatically.
Where we've taken all that workdown.
We want the vendor to give ustheir documentation and we'll
bring them customers.
Yeah, we build the apiconnections so they can do it no
code.
They can do it fast and theycan allow customers to get
access to their product quicklyand that's that's.
That's the way that works, andso we're super excited because
(42:36):
we believe we can help those.
We think we can bring the vendor, technology partners, customers
because of the platform.
People are going to want to seethose bubbles and what's this
all about?
Well, call the vendor and getthe api key and you're in right,
(42:58):
and I think we can reduce theirdevelopment cost on what it
takes for their funded engineersto build API connections and
build better products.
For the customer, the PMS, Ithink we can provide a support
system to stabilize thestructure around the API
endpoints through modular andno-code things, because what we
want is we want Lauren doing APIconnections, we want people
(43:19):
doing the work, doing theworkflows.
Right now, all the integrationsare happening from programmers.
Well, they don't do the workright, so doesn't it make sense
for the people that do the workto be able to control the
workflow?
Yes, so this is what thisplatform does.
And then for the real estateinvestor now they have data,
(43:40):
they can get alpha returns intheir property because maybe
there's a tech solution thatcomes along and they get an API
connection.
They get to their data, theyget what they need and they do
some fun stuff, make some valuefor you know, their investors
and owners, and even employees.
Speaker 2 (43:59):
Yeah, Everybody stands to benefit.
That's right.
It's pretty incredible, I mean.
Usually, yeah, you look at anysoftware and you think this is
going to do something.
This is going to rustle somefeather.
Speaker 1 (44:14):
Yeah, I got on a roll there, you did?
Speaker 2 (44:16):
I got on a roll.
You really did.
Speaker 1 (44:19):
I'll have to listen to the recording and say what
did I say?
I kind of hear when Icrystallize, but I really know
this stuff.
I really know it and what Ireally am excited about what
other people don't know is theintegration problem is only
there because we haven'tnegotiated to get our own data.
(44:39):
Mm-hmm.
But this platform wasn't therebefore.
So even if they negotiated,what would they do with it?
Right, you know, dropbox madeAWS and cloud architecture and
sharing files very easy for thecustomer.
That's what we're doing.
So, if you think about, in thecloud era, you had Google Drive,
(45:01):
you had Microsoft and thenApple.
You had Apple, right, likeiCloud, and it's like, well,
which one do you like?
If you had something in iCloud,how do you share it with someone
with Google or Microsoft, right, and iCloud, and it's like,
well, which one do you like?
If you had something in iCloud,how do you share it with
someone with Google or Microsoft, right, and you had to either
sign in with a Gmail account,all this.
It was messy.
Well, dropbox came in and said,hey, we're just really AWS, and
(45:24):
if you've been in AWS, it's youknow you need to be a CTO to
manage through this process.
They made it easy, right, andthey just said just share a
document, no matter what you'vegot.
Yeah, and their business wentnuts because they made it easy
and they provided value for acustomer and you know we stand
(45:44):
to work on that for ourmultifamily clients.
Speaker 2 (45:46):
Yeah, Well, what's really funny is that, you know,
I came in with a lens oftraditional industry knowledge,
right, and so, coming in here, Ithink you had said something
along the lines of on a slideyour data, put your data in here
and we'll you know.
And I immediately went no, no,right, cause, initially you're
you.
(46:06):
When you think of data, youthink of, like, proprietary
numbers.
You know that kind of data andwhat you mean when you say data
is your employee handbook, youraccessible data.
It can be literally anything,but actually you're putting it
in their hands, right, not ours.
We're not hosting it.
Yeah, exactly, I think that'swhere what, really, from my eyes
(46:29):
as a marketer, I'm like, okay,we're not holding your data, you
are owning your data, not yourpremise, you are now in
ownership of your own data.
And to me, that was a piecethat needed to click, because my
traditional industry knowledgemade me immediately tense up at
that word or that thought.
Speaker 1 (46:47):
And some companies will say I want it on Azure, I
want it in AWS, I want it on AWS, I want it on Google Cloud, I
want it in a data store, I wantit on-premise.
You can do all of that.
Yeah.
And we have some pretty smartpeople to help people with that
and it can.
You know, people, it's hard toappreciate what we don't
(47:09):
understand.
Yeah, and it can feel it'sscary, you know.
Yeah.
And back to my point earlier onabout trust your own actions.
Trust yourself, do it you knowand take the action.
And we are designed to grow andcontinually learn, and I know
(47:32):
what I do is I look back ateverything I've ever done and
it's just like there's timeswhen you think like well, I
don't know if that's me, I cando that.
And then every time I get intothe circles with the people and
you collaborate and you payattention, you put yourself
around the right people and yourealize like we're all as smart
(47:53):
as we need to be.
In fact, now, with access tolarge language models and
perplexity, and if you want togo to Pi and have some
empathetic, I mean you haveprobably a counselor there.
Now we have.
It's the most exciting time tobe alive and to be able to make
an impact for a company.
Yeah.
(48:14):
You know, and now's the time tobe bold.
Be that bold leader, you know.
Going back to your point where,what does that leader do?
I'm a VP and people are cuttingback or regional, or they're
thinking about optimizing orcentralizing and all this,
whatever I mean, just be thatleader.
And every company wants togenerate more revenue and every
(48:44):
company wants to generate morerevenue.
Bring them more revenue throughenergy, through attention,
through selling, whatever thatis.
And you know, people will beowning the buildings that
they're working in if they payattention.
Speaker 2 (48:49):
Right, yeah, and you've done such a good job of
creating those networks foryourself outside of the industry
that you've seen this play outin other industries and play out
well.
It really is the best practiceof most other industries as a
whole, right, so I think that'swhy multifamily has been needing
something like this for a verylong time.
Speaker 1 (49:10):
Yeah, and you know, sometimes we learn from pain
more than we learn from thebigger, better plot process.
Because I look at industriesthat got it wrong too.
I mean you think about hotelhospitality.
I mean they missed the wholeAirbnb.
You know you look at the, youcan always say the taxis and all
that.
They missed the ride sharing.
You know automotive industry.
(49:32):
They missed Tesla EVs andthey're catching up.
They'll chase.
And you know now, tesla beingthe company it is today, I mean
it will probably own the AIsoftware in the autonomous
vehicle, right Like, whereasFord's trying to sell one
product one time and Tesla'sselling one product and trying
(49:55):
to get the price of the car downfor the customer and then has
just this infinite scale ofrevenue because it has data or
the technology that's probablygoing to power other cars.
And so real estate operators ifyou look at real estate, we
spend, I don't know, 80, 90% ofour time indoors.
You look back 30, 40 years in acar and it's you know.
(50:16):
You look back 30, 40 years in acar and seatbelts are different
and safety is different, soundis different, all kinds of the
style, everything.
But you look at 30, 40 years ofan apartment building and it's
like what have we been doing?
You know what we've been doingCashing million-dollar checks,
because success is definitelythe problem here.
(50:40):
Yeah.
You know, yeah, and until, like,manufacture a stressor.
You know, when I was beforeCOVID, I owned a media company,
events.
Right, we did Events and I dida project for Tony Robbins,
helped him build mastermindcomAt his home.
He put his chest, he leaned onme and he said when 9-11
(51:04):
happened, his business wasreally, really in trouble.
I'm looking at this giant of aman and I'm thinking, my
goodness, with that brand, whoam I?
I just have this littleconference business in
multifamily and I called my wifeand I said we got to invest in
(51:25):
video and we hired a producer.
I went to NBC Studios JimmyFallon show and I made a
decision to not have the biggestevent, to not do trade shows,
to do things differently and tosay we're going to have a.
We'll call it a small event,200, 500 people, but a big
audience.
Small event, big audience.
(51:46):
Right.
Because I can get more peoplewill listen to this podcast and
will attend the largest event inmultifamily, right, yeah?
So with that, we leaned intobefore COVID video in a studio.
Now you're sitting on a stageright talking with me and the
reality is I manufactured.
(52:07):
I didn't think it was going tobe COVID.
I didn't know what it was goingto be and I don't even know why
, but when it happened we wereready and we're in business
because of that decision.
Yeah.
And you know a lot of peoplethought I was crazy.
You know they probably still doright now.
And in that box over in ourstudio there's that we send to
(52:29):
our members MultifamilyInnovation Council members.
When you open it, there's aquote in there and it says the
riskiest thing we can do ismanage that status quo.
So I think people need to learnfor themselves, get into their
own actions, mess it up, beawful, and that's the learning,
(52:51):
you know.
And because change is comingand our ability to move through,
that will be the empowermentthat we have because we believe
in ourselves.
I wake up every day and I feellike a freaking superhero
because what I've been throughwhat I've had to do and I feel
(53:14):
unstoppable.
And I feel unstoppable and theamount of capital and financial
partners I have behind me toreimagine this industry is
astonishing.
It is literally I can't even.
I got the chills and you've metsome of these people.
Speaker 2 (53:31):
Yeah, it's pretty incredible.
It's pretty interesting.
It's really incredible.
Speaker 1 (53:36):
And we can help our friends that live in apartments.
You know our children, you knowthere's a lot of success to be
created, so I'm excited for it.
Speaker 2 (53:51):
Me too.
You know it's so interesting,even when you have, when you
switch to that very futureforward mindset, the things that
you used to be doing that wereso rudimentary.
You almost look back at it andyou do say, what was I doing?
And I found myself even in that.
You know how long did I take topost a blog before.
(54:11):
How long, how much, how manyhours did I put into that?
And that's just one thing youknow so.
Speaker 1 (54:17):
It's not easy.
I'm going to tell you, likeeven this week, me, I've got a
coach who was the head of formerhead of Microsoft and talent
capability at Microsoft.
So technology was there withthe merger or the acquisition of
LinkedIn.
I mean I just feel lucky tohave the time to share with him
(54:40):
and he's got some things thathe's helping me roadmap to do
what we're doing.
You have to invest in yourselfto grow as a leader to do these
things.
But I mean, I've got a note inmy pocket.
I'm like, okay, this is myintentionality this week and I'm
going to tell you, even knowingand having my own awareness,
(55:01):
it's been hard.
It is difficult, you know, andyou maybe have been in moods
before where you're like anxiousabout something or there's so
much excitement.
What do you do first, you know,and there's so much excitement,
what do you do first, you know,and there's so much enthusiasm,
you know, and it can play outin how you make people feel and
(55:28):
so I think, leaning into theagain this leadership part we're
talking AI, we're talkingtechnology, all this stuff but
it's your ability to movethrough that and hopefully not
damage relationships along theway.
And I'm going to tell you it isnot easy, and that's my biggest
(55:53):
struggle right now.
I get so excited because Ithink everybody wants what I
want or is driven towards what Iwant, or cares enough about
certain things, and so when wesay the crawl, walk, run stuff,
it plays out in leadership too.
We have to find ways to connect, be curious about people and,
(56:18):
uh, to me, put them insituations to win.
Yeah, because I think peoplefeel like I want.
Speaker 2 (56:24):
I think people like to be victorious yeah, like have
you know like they didsomething and I would wager that
most people are sitting aroundfeeling rather stagnant
currently you know and and Ithink, and I think, when you're
beholden to processes that havealways been, you don't have that
(56:44):
excitement, you don't have thatflame inside of you to make a
change, or you just know thatyou're going to have to go
through so many obstacles toeven attempt to get in front of
the person who might approvesaid change.
It's not even worth it andpeople give up and then they
lose motivation to innovate, todo anything different, because
it's always been the way it'sbeen.
And so how do we ignite people?
(57:08):
How do we become okay withfeeling a little uncomfortable?
We talk about this a lot, likethat feeling of discomfort
that's so uneasy when I'm at awhiteboard and I'm not making
sense of something and I can't,and you're like leave it open
ended.
You know you'll figure it out,but you can leave it open ended.
That's very uncomfortable forsomeone who is used to making
(57:30):
sense of things and plowingforward.
So I just think it's a wholemindset shift.
And so, thinking aboutmarketing something like this
we've been back and forth on dowe sell one, you know, or do we
tell everybody about the onepalpable product that we know
they can understand, or do weshow them this endless world of
possibilities and hope that itsticks.
(57:51):
So even that's interesting andthat's where I think the
building public will come in.
Speaker 1 (57:56):
Yeah, I tried to boil you.
I did a few webinars.
That it's like excitement,share everything and that's how
we kind of got to this.
You know the productization ofthings, but you're absolutely
right, I think you know we'retrained to have the answers and
(58:17):
if you have the answers you'lllook good in front of the boss
and you'll be able to keep yourjob or get the job you want.
And you know, now it's morelike questions, right and the
actions, and it's very hard.
I mean, I remember unpackingwhat I needed to do because
(58:38):
different organizations havedifferent priorities.
But we've really left a lot ofpeople behind.
And you know what Carrie'sdoing with the Women's Summit
and all that, the movementaround helping everyone in
multifamily understand thefundamentals of what it means to
(59:01):
create wealth.
And we're in operators.
We kind of do the hard work,the 3,000 tasks that keep
growing and growing.
But to me, I want to makepeople filthy rich.
I don't.
Why have we not made moremillionaires?
Why do our maintenanceprofessionals not know how to
(59:25):
invest in real estate?
Right.
Why do our assistant managersnot have their own portfolio?
Why do they not?
Why are they not part of thefinance meetings?
Why are they not part of theinvestor relations meetings?
Why are they not part of the JVdeals?
The real estate operators havethe ability to create wealth for
(59:56):
people through education, andthis happened to me.
I mean, I was actually justcurious.
I was observing.
A lot of people don't know toobserve, because they're trained
and they process and they havetheir PTO and all the things
that they need to do to followthe.
You know, because thesecompanies get so large and they
(01:00:18):
basically make a rule whensomething goes wrong.
And you know, with all theserules, and then people feel
trapped sometimes becausethey're really, like, alive,
they want to do great things andthey don't know where and how
Is it risky and they're a singleflow of income.
But if I'm out there and I'm inan organization and that
(01:00:40):
organization feels status quo,there's probably a reason.
Until you own a business or aproperty, you may not understand
that decision, but while you'rethere, I think they have the
ability to take it into theirown.
Like, don't wait for somebodyto train you.
There's the stuff going onaround you Pay attention,
(01:01:02):
observe and you may be somebodywe write a check to, to fund the
next big idea.
Speaker 2 (01:01:08):
Yeah, yeah, elevate yourself.
Speaker 1 (01:01:11):
Yeah, absolutely.
Speaker 2 (01:01:13):
And that is why, and I will say like candidly, you
know when, when you walked methrough the process of how you
got to where you're at today inyour company, I said to you
there are so many times youcould have just monetized cash
to check and peaced out, I meanhonestly, so many of the things
you built you could have justsold in that very moment.
Um, and that was impressive tome that you intentionally didn't
(01:01:37):
, and you had bigger goals andyou're always thinking about
others in the sense of how do weelevate, how do we help renters
, how do we help individuals whowork for these companies, how
do we help people to think justdifferently as a whole people?
(01:01:58):
to think just differently as awhole, and and that's that's
what motivates me to be here,truly because I've seen you not
cash the check and just settlefor a status quo the way it is.
You see something bigger.
Speaker 1 (01:02:08):
Yeah, I mean I'd have a larger event and I'd have a
trade show.
But, to your point, we need,like what you're doing with
mindset and ambition andattitude and capabilities, we
need to help people understandhow to think independently,
(01:02:33):
right, and know that they areaccountable and capable of
anything.
Yeah, literally anything.
Yeah, and that's a very.
There's some dark momentsgetting there, but, man, on the
(01:02:54):
other side of that, when youpull it off there's no money
that can buy it.
I mean, carrie and I firstdecided the life we wanted to
have first, and then you workbackwards what would fit into
that City?
You're in location, who youspend time with all that stuff.
But yeah, I think it's anexciting time If I'm out there
(01:03:19):
and what you're doing is getpeople to think differently,
inspire them and, all the whileyou know, generate the rents.
You have to keep the lights on,collect the rents Simple stuff
and lead the teams.
Then you're done.
That's it.
Just those three things.
Speaker 2 (01:03:36):
Yeah, always be thinking forward.
Speaker 1 (01:03:37):
That's it, just those three things yeah, always be
thinking forward, that's right.
Speaker 2 (01:03:39):
More forward than forward.
I thought I was a forwardthinker.
Speaker 1 (01:03:43):
I want to find out if this is the longest podcast
I've been on, because I havebeen.
Normally I'm interviewingpeople and you've turned.
You're now interviewing me andI'm just like you know, I'm
going.
Speaker 2 (01:03:55):
We both think this way, and I've been hungry for it
for a long time.
I've been hungry for innovation, or the ability to innovate,
for a long time, so I think thatwe could probably podcast for
24 hours.
Speaker 1 (01:04:09):
Yeah, well, there'll be more to come for this.
Should we break and wrap onthat?
I think that was good.
Yeah.
Awesome.
Hey, thanks for hanging.
That was fun.
I know people are really goingto want to know a little bit
more about you and what you'reup to, and I know that it's easy
to find you.
Those of you that want toconnect with Lauren in the show
(01:04:32):
notes, go ahead and do that.
Until next time I'll see you,maybe standing on this stage,
maybe giving a keynote, maybe,or some kind of little charge
for people and bringing in theleaders.
Yeah Sounds great, awesome.
All right, we'll catch you onthe next one.
All right, that's it.
That's all.
We got you stuck with us, sowatch the next one.
(01:04:54):
Listen to the next one.
Hey, if this was useful, youfound it valuable.
Slack it, message it.
I don't know if it Teamses it,teams it, whatever that is, text
it like it, subscribe it,whatever that is.
Give it a share.
That helps other peoplediscover the things that were
working.
I want to bring some value toyou, so we'll see you, guys, on
the next one.
(01:05:14):
See ya.
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