Multifamily Operator Insights with AI & Automation Expert Patrick Antrim

Discover the inspiring journey of Patrick Antrim, the visionary founder of nectarflow.com, as he transitions from the high-stakes world of professional sports to the multifamily real estate industry. Patrick's early influences in real estate come from his grandmother, but his unexpected career with the New York Yankees provides him with invaluable lessons on excellence, branding, and teamwork, often referred to as the "Yankee way." Through nostalgic recollections, Patrick reveals how the discipline and community spirit of baseball have shaped his leadership philosophy, which he now applies to revolutionizing the real estate industry.

At just 24 years old, Patrick took a bold leap from the baseball diamond to the boardroom. Guided by mentorship from the Hon. George Argyros, the former owner of the Seattle Mariners, Patrick learned to navigate the complexities of the multifamily real estate market. His story underscores the significance of finding the right mentors, creating fail-safe environments, and pushing the limits of what’s possible. Patrick's high-performance expectations and insights into motivating and managing teams provide a unique perspective on the parallels between sports and business.

As we explore the future of work and the transformative potential of AI, Patrick introduces nectarflow™, an AI-driven initiative designed to tackle industry challenges head-on. Through engaging discussions on unlearning outdated methods, fostering innovation, and building community, Patrick emphasizes the importance of rapid failure as a tool for growth. Wrapping up the episode, we delve into the challenges of integrating siloed technologies and the innovative solutions nectarflow™ offers to streamline business processes. Join us for a compelling episode packed with insights on leadership, innovation, and the journey from sports to business.

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/

Episode Transcript

Speaker 1 (00:00):
Welcome back to the Multifamily Leadership Podcast.
I am here today with thefounder of Nectar Flow, patrick
Antrim.
We are so happy to have youhere again today.
And I'm really excited todaybecause when I started at
Multifamily Leadership, youstarted to tell me your story
and I was like, wow, I didn'tknow this.

(00:20):
I didn't know you were a partof this and this and this.
And so there were so many partsof your story that were
compelling to me that I felt weneeded to share it.
So one happy to have you here.

Speaker 3 (00:31):
Yeah Well, thank you for putting this on, because I
probably would tell that storydifferently every time.

Speaker 1 (00:38):
Right.

Speaker 3 (00:39):
You know, depending on what prompts it, I guess.

Speaker 1 (00:42):
Yeah, well, you guys have been on a really amazing
journey, you and Carrie, and Ijust think let's start from the
very beginning and how you gotinto multifamily and then kind
of where the journey went fromthere.

Speaker 3 (00:56):
Yeah, so I mean way, way back, my grandmother was
like the top selling real estateagent and she had all these
keys.
Literally I think the name ofthe real estate company was key
real estate or something likethat like it was literally a key
, yeah.
And I just remember she had allthese keys and I thought she
was so cool because she had allthese keys to all these

(01:17):
properties and apparently shewas like a top go-getter.
I mean she was dressed like shewas going to I don't know, just
the most, she was just a killer.
I guess right.
And that was early in my lifeLike I'm talking, four or five
years old, I'm noticing thesethings.

(01:39):
So my family you know familyhad aspects of real estate but I
never really explored it as acareer, never thought I'd be
down this path of real estate.
But it was when I trained earlyin life as a professional
athlete.
I played three or four seasonswith the New York Yankees, you

(02:03):
just tossed that out there likeit's nothing.
Well, that's a whole otherconversation, because the
Yankees have a culture calledthe Yankee way, and part of that
is that's why they don't havetheir names on the back of their
jerseys.
It's they're like well, we'rethe Yankees.
Fans should know like who weare, and so outside of the game

(02:47):
where the uniform is on.
It's almost like you're notallowed to wear any Yankee
clothing.
You know regular life, youcarry yourself as a Yankee, as a
complete person.
But in doing that I mean youfigure you go to college for
four years.
I mean I did that for fouryears.
You're essentially traveling,you're away from home nine, 10
months of the year and I learnedthat it was very routine and
for me.
I started to see I retired at24.

(03:09):
So when I saw and I'm readingbooks on bus rides, Okay, this
was a long time ago, right, Iretired in 1998.
Wow.
So on bus rides I'm reading,like John Grissom, books,
fascinated with law, I'mliterally buying, like ATM
machines, finding places to makemoney with ATM machines, like,

(03:29):
what do you do?
And I was probably anentrepreneur and I didn't know
it yet, but it's sort of likeGroundhog Day, it's four o'clock
stretch, six o'clock pregame,game time seven.
I mean, you play a game andit's the same game.
The only thing that never gotold was listening to, you know,
the national anthem every dayand seeing some performer come

(03:51):
out and perform and seeing justcommunity come together, and I
get the chills because I missthe fresh cut of grass and the
fact that America loves baseball.
Baseball is essentially thegreatest simulation of life and
your perspective of how to learn, how to make yourself better,
how to be coachable, how tocoach others.

(04:13):
But I sat there in those gamesand I just watched all of this
happen around me and I journaledevery day playing.
I knew Reggie Jackson told methis, cleet Boyer told me this
the Steinbrenner slipped me $100at the you know here and
whatever it is.
And it's little stories likethat, like I remember in college

(04:35):
, I, you know you don't have alot of money, right.
You're like where's the pizza,like how are we going to eat?
And you're at the end of thegame, you're raking your own
field, you're cleaning upeverything, and then you're
running and it's just like anexhausting thing and you're
preparing to then get picked bylike the Yankees, right.
And so when I got to theYankees, the moment I put on my

(04:59):
jersey and those pinstripes, Imean it was like putting on the
most amazing Italian suit.
I mean it's fitted the way likeit's crazy.
And you see your.
You know your locker.
It's got your name on it.
All these emotional things gointo like since five years old
I've been working towards aschool and I actually got there.

(05:20):
I didn't know I was going toget there then and all that
stuff there.
I didn't know I was going toget there then and all that
stuff.
But in observing all thesethings I noticed that this
organization was building abrand and they were building a
brand off of people winning andthey built a brand off of

(05:42):
finding and paying for the besttalent.
So you look at some of theparallels that come into the
things that I lead in businesscomes from a lot of what I
trained early in life andexperience with even the Yankees
.
But what you soon realize isnot everybody attacks life that
way.
For example, back to my storywith college you're kind of

(06:03):
scrambling, you're hitting dirtybaseballs you can't even see at
five o'clock at practice.
And when I got to the Yankees Iwas in spring training at the
Tampa Complex and we call itcomplex.
I know it's an apartmentcomplex but it's a complex and I

(06:24):
just see this bucket of balls.
And we just signed DwightGooden to like a multi-year,
amazing high contract and he waswarming up and they were using
these balls that were.
To me they looked like pearls,they were perfect and beautiful.

(06:45):
But Steinbrenner gets on thefield, walks on, you know, he's
got his turtleneck and the wholething just as it plays out in
Seinfeld all that stuff, it'strue.
And he just looks at thesebaseballs and almost throws a
fit Like, get these out of here,we need to, and a new set comes

(07:08):
in.
And I was just blown awaybecause he basically was saying
these are scuffed.
And I just paid X amount ofdollars for Dwight Gooden.
I don't want him getting ablister.
Wow.
And so, as a leader, it's verytough to work for somebody like
that.
But it's also exciting to seethat they're going to pay the

(07:32):
most.
They're also going to expectthe most Right and also they're
going to give whatever.
They're going to get the bestequipment, the best technology,
the best trainers, the bestdoctors, whatever to say.
Look, I'm going to expect thatemployee to when they become the
Yankee.
They walk in that field.
They got to arrive at thehighest level, but the owner is

(07:53):
also putting it all in, notcutting corners, and that played
out into like what hotels westayed at and all that stuff.
So I journaled all these thingsI mean, I tell you that story
because I wrote it down andthings Reggie Jackson told me
are these just legendary teams?
But what's fascinating aboutthat was rookies.

(08:15):
You're signing at 21 years oldand you get there and they have
players in there that were 70,80 years old roaming around the
complex.
So they do a great job ofbringing sort of.
The rookies respect those thathave gone before them with great

(08:37):
legacy and great honor, becausethey've won championships and
they've done things that theyprobably grew up witnessing on
TV and stuff.
But the old timers we'll callthem also respected the rookies.
So you're talking about in workthe generational differences In
baseball.

(08:58):
There's no better experiencethan that.
Absolutely.
And I just really thought thatwas really well done.
Yeah, Because I think eventoday in real estate there's a
lot that we can learn from oursort of founders that saw an oak
tree and a vision of land andhad a vision for a city and took

(09:18):
the risk and fought for thatand got the resources.
It's an entrepreneurial storyand I think people walk into
lease ups today and forget that.
They just forget the fabric ofwhat made this happen.
And so I think the Yankees gaveme that appreciation to.
You know, if you look at allthe people that are trying to

(09:40):
get that job, you don't get itby applying.
You get it by winning where youare, if that's in college or
another team.
And then if you want to be onsort of a bigger and better team
or another team like, they willchoose you based off of how you
perform in another environment.
Yeah, so I think that was a lotof my early start to that.

(10:03):
I then realized, with theredundancy, the routine of this,
the journaling and me sayinglike I want to own this team, I
don't want to play on it.
You know what I mean.
Yeah.
And so for me that vision.
I don't know where that camefrom.
I think it came from that Ijust hadn't found me.
Yet I haven't figured out who Iwas.
I haven't figured out who I was, but when I retired, I actually

(10:25):
retired in 97 and then wenthome with no plan, no idea.
Yeah.
And no support.
Wow.
I mean you think about everybodyin my life.
This was when, like you're inthe newspapers and there's no
social media and there's nomobile phones, really.
So everybody family, friends,everybody that's ever seen my

(10:46):
journey thought I was absolutelycrazy to walk away from this
Now.
The Yankees wouldn't trade meor release me, so I signed a
seven-year deal.
So I was still under contract,which meant I can't play for
anybody else, and they were likewe're not going to release you,
you can run, you can switch,hit, you can do all these things
.
So we think that there's stillvalue for this.
I essentially retired meansalso quit.

(11:08):
Yeah.
Right To me.
I wanted something better.
I was witnessing on road trips,long road trips, isolated from
family.
A lot of them I couldn't evenspeak English with a lot of my
players, because number one aninternational I didn't, and that
with a lot of my playersbecause number one I had
international, and that wasactually an exciting part.
But I started to witness otherplayers that were older than me

(11:32):
I'm talking about even 30 yearsold, I'm 24.
And I'm like, do I want this?
Because they were missing theirkids' birthdays.
Now I was from California, andso I missed all the summers.
I missed a lot of the thingsthat I valued at the time, and
so I sort of just said, well,who else has done things in

(11:56):
sports?
And then did remarkable thingsafter it, and I looked at guys
like Vince Ferragamo, TimDeCense, these sort of families
that were familiar to ourhometown and they'd done some
great things off the field, andso I called my sports agent.
I said, listen, I want to dosomething, maybe in real estate

(12:17):
or in this aspect.
Vince Ferragamo is an oldfootball player.
That Legacy did this and heconnected me with a gentleman by
the name of George Ardresswhich used to own the Seattle
Mariners baseball team and Ibecame his apprentice.
He became the US ambassador somany great things that he had

(12:39):
accomplished in his career.
But owning a baseball team wasthe transition and the soft
landing into.
Okay, this is much bigger thanbaseball and I thought like
making a million and a halflet's say a million and a half
dollars as an athlete and youknow that's not a bad annual

(13:01):
salary if you had that as aposition player.
So when you're giving upopportunity there and then you
go take a job, I got $24,000 ayear is what I got paid to be
the apprentice to give upeverything in baseball, to not
know what was going to happen,and I essentially became almost

(13:22):
like a personal aid assistant.
I drove him to meetings, wewent everywhere and I did it for
24, I didn't even do it for themoney I was scraping.
I did so many things that werelike, what am I doing and what
did I give up?
But there was this process ofthe Yankee way, and the reason
why I don't talk a lot aboutthis is because they have this

(13:45):
thing and it's not just theYankees, it's more became a
fabric of how I show up in theworld, which is in baseball, let
your glove do the talking, letyour results do the talking, and
I've always tried to do that.
But now in business, that's notenough.
You have to share, you have toexperience, you have to take

(14:07):
people, you have to pull backthe curtain, you have to let
people see what's behind themaking of what's happening, and
so that's been sort of my unpack.
I still haven't unpacked thatand I have an advisor, former

(14:37):
head of talent capability atMicrosoft, who is working with
me on the weekly to to beingthis apprentice for this 700th
richest person in the world.
Amazing best friends withRichard Nixon, like chairman of
Republican Party finance, youknow, finance George Bush
campaigns, both families, bothsenior, and, you know, and I'm

(15:03):
in meetings where John at theArchitect to Peace Awards,
sitting next to William, simon,henry Kissinger, the you know
the I think it was acommissioner of baseball.
So now I'm with thecommissioner of baseball, you
know, and all my other buddiesare back in, you know taking

(15:42):
ground balls and he's just likewhat?
No, not at all, and so anyway.
So that's kind of how I thatformulates a lot of how I see
the business and see what'spossible.
Because what I realized andfast forward everything that I
did and I do that in the fastforwarding piece is everything
that I did in real estatebringing and building management

(16:04):
companies, even lease-ups,developments all the stuff comes
from their ability to find theright people, which is scouting
and baseball, getting them towork effectively together.
In many ways that's the minorleagues fail-safe environments,
pushing them to the limits,simulations of situations,
preparing them for somethingbigger and better Right, and so
collecting the right people.
Fail-safe environments, pushingthem to the limits, simulations

(16:25):
of situations, preparing themfor something bigger and better
right, and so collecting theright people, getting them to
work effectively together sothen they can show up for the
customer and if you do that, youget yield for the investor.
And a lot of I didn't realize Iwas that's kind of been my style
and a lot of I didn't realize Iwas that's kind of been my
style.
That's pushed away a lot ofpeople because I mean, I expect

(16:48):
people to play a big game andthat's part of my problem is
that I think everybody elsewants this high performance life
.
Yeah, yeah, so that's been alesson to learn over time.
But yeah, so that's how I gotinto multifamily.
The owner of the Mariners, whoI became an apprentice for, or

(17:09):
former owner.
He owned apartments and I was15 seconds away from never being
in this industry.
Wow.
I walked in there, I did thisfive-step recruiting process at
this time and I'm looking aroundat the wall and I see these
apartment buildings and and uh,I'm like they weren't really

(17:33):
that.
Some of them weren't reallythat nice.
I was like I don't want to dothis.
Like this isn't what I have inmind right you know little, did
I know like those apartmentbuildings created all these
other things that he did?
I mean, a simple Google searchon George Ardress would be.
It's just like how does onehuman being do this?
Wow, and I almost I, literally,I think I got up out of my seat

(17:56):
and Jill this lovely regionalmanager, I guess, opened the
door and was like hi, you know,come on in.
I'm like, oh, you know, yeah,and I went through the process
and the rest is history.
Yeah, and here I am inmultifamily still.

Speaker 1 (18:10):
It's pretty incredible and it all makes a
lot of sense to like I didn'tyou know.
I came in pretty I had no ideawho you were.
I had heard of multifamilyleadership, I've heard of best
places and multifamily, all ofthese pieces of your business,
but, um, but I think the storyis that it makes so much sense
the way that you're doing it,and for me it was such a thought

(18:34):
through, plan and strategy thatyou have.
I was almost taken aback toyour point, but I think it's you
have the sense that everybodyit's not that everybody doesn't
want that.
I would say it's not thateverybody doesn't want to know
how to be successful, like, likewho you've been in a room with,
or it's it's that they don'tknow how or they don't think

(18:56):
they have access to that, and soI think I think that would be
the biggest piece, that's, Idon't want to say missing, but
but that's different is to thinkthat you know the masses, you
know someone like me.
You know it's not that Iwouldn't come in and want that
for myself, it's just I wouldn'teven know where to begin.

Speaker 3 (19:14):
You know it's interesting and since we've been
talking so much about baseballin college and leading up to it
every, every level, from littleleague on, there's a lot of
instruction.
How to do this and mechanics,right, yeah, but do you know why
?
Even in political campaigns?

(19:35):
Do you know why people want togrow up to become teachers,
firefighters, policemen,baseball players, basketball
players, football players.

Speaker 1 (19:43):
Do I know why?
Yeah, do you know why?
It's a trick question.

Speaker 3 (19:47):
Well, it's not really a trick.

Speaker 1 (19:48):
To educate, to teach, to mentor.

Speaker 3 (19:51):
So what happens is at the early stages in life, four
or five years old, all the wayup.
That's what children see.
They're in the classroom withthe teacher, they're watching
them work.
Yeah, when I tell you build inpublic is because I want people
to see us work yeah and that'show you solve the I can do that

(20:11):
industry.
Yeah, right, because I was.
I saw the photo.
I'm like I don't want anythingto do with this yeah it's the
greatest industry on the onearth, right, because people but
they see movies, teachers, youknow.
Even in political campaigns,you know they romanticize these
roles as important as they are.

(20:32):
It's just a quick acceleratorto value in communities.
And you know, when you look atorganizations, people aren't
growing up wanting to do realestate, they're not growing up
wanting to operate apartmentportfolios and these types of
things because they don't seethat work.

(20:54):
They don't, they don't have avision for it.
But when I was in little leagueand all that stuff, I had a
vision of like I would emulatebatting stances from certain
players and because we saw themon TV, we could watch them work.
So I would emulate their moves,their steps, their mechanics.

(21:15):
And so you're in thisinstructional phase all the way
up to college.
But the most profound momentthat I recognize, when I signed
that contract and I'm flyingfrom Cape Cod because that's
where I came out of the Cape CodLeague, flying into Tampa the
moment I stepped in there onthat field, I realized a policy

(21:37):
that the Yankees had which wasdon't instruct for 30 days.
I thought that was interestingbecause to me when I was flying
in, I'm like man, I'm going toget the best instruction.
I'm going to get all this.
I'm going to get better, andthey're like we're not telling
you anything.

Speaker 1 (21:54):
Yeah.

Speaker 3 (21:55):
Right, like we're not going to mess up with the
system because you did somethingto get noticed, to get here
Like a coach isn't going to messthat up, like overcoach it,
right.
And when you said like peopleneed to know how, I mean the
thing that was the shift is thatit became the unlearning.

(22:16):
I realized most of theinstruction, if not all of it,
was wrong when, I got to theYankees and I learned from some
Dominicans that were playingbaseball with literally a paper
plate in their country, and Ilearned it without even speaking
English, and so I'm learningthese things that took what I

(22:41):
thought was a lot of things thatneeded to happen to like very
simple things that needed what Ithought was a lot of things
that needed to happen to likevery simple things that needed
to happen.
And so, if this plays out inbusiness in so many ways, we
overthink things, we try andemulate others and through this

(23:02):
process, what I benefited themost from was my own trust in my
own outcomes and not copyingsomebody else and trying to make
it my own or trying to be likesomebody else else.

(23:28):
And so the quicker we can failwhich is what we learned in
baseball the quicker we can makeit better.
So when I mentioned to you thatnot everybody else signs up for
that process, I'm coaching, I'mseeing an employee with like a
five-year vision and I'm like,oh my gosh, they're going to
change the world in this way.
Five years later they may noteven know it, and I'm putting

(23:49):
them in stressors situations andI'm like orchestrating, like
how can we fail so fast in allthese different fascinating ways
that they then build confidencefor themselves, that they learn
that they can do it, that theydon't need another logo to say

(24:11):
they did it from this other logo.
They don't need another leader,they don't need an article,
they don't need a video, theydon't need anything but their
own truths.
Yeah.
And that is powerful Verypowerful.
It's also frustrating.

Speaker 1 (24:25):
It's all the things.

Speaker 3 (24:26):
It is.

Speaker 1 (24:27):
There's been a lot of unlearning and it's not in a
bad way.
It does make you question.
You know, I think I asked you alot up front.
I was you know why do you capyour events at 250?
That seems like a missedopportunity.
Why is our council only youknow this amazing executive
level?
You know why don't we let youknow?

(24:48):
It's, it's just the way thatyou've structured and and when I
think about the story you justtold, you built a community, the
multifamily innovation council,a community of people who have
been in the industry a very longtime, come from very diverse
groups of assets, types ofassets, styles of companies, and
then there are some people thatare more fresh, that are

(25:08):
needing to be mentored, andyou've kind of built that
already in multifamily.
And then you think about theapplications.
You're saying you, you know, Ithink you're implementing a lot
of the elements you're alreadytalking about, which is really
interesting to me to see whereit all comes from.
Now it makes sense.

Speaker 3 (25:24):
Yeah, sometimes it's.
We try and have a plan and Ican tell you most of this hasn't
been planned.
It's just been paying attentionand making those adjustments
just like in anything else, ifyou're a singer and songwriter,
you launch.
I mean, do they dance to this?

(25:44):
There's a Taylor Swift clipwhere she's like she's got the
whole crowd and they're doingthis.
I can't remember the song lyricor whatever.
Carrie sent me the link andshe's like isn't this just give
you the chills?
And I said yes, I don't have myphone with me here, but I said
also, you know what Taylor did?
She gave them a call to actionand she says let me see your

(26:10):
hands.
And then she did this.
Yeah.
So, like she didn't just do this, right, she's like do this and
do it and do it like this, yeah,right.
And so the brain works in acertain way that it's designed
to protect us in some outcomes.
And so when we can set theintention to what we're really

(26:31):
trying to accomplish, um, we cando some really interesting
things.
And you know, sports psychologyis, it puts us into situations
where the outcomes areimpossible sometimes.
And when you do somethingthat's impossible and you get
progress, that is like fire tothe human soul, knowing like

(26:54):
you're going to walk into thenext situation and have an edge.
Or have I got this, you know?
And so all of this kind ofcircles back to you know, just
being okay with the process andfiguring out, most people will

(27:16):
think it's about something else.
You mentioned the 250 attendees.
I guess if we went to 500, wecould create that same
experience.
But the product is not theattendee.
The product is not how muchmoney we can make from the event
.
We lose money on these things,right, just by the way that we

(27:38):
structure the experience.
But the product is whensomebody attends something like
that, they leave with somethingthat makes their business better
.
Right, because what else areyou going to do?
Are you going to try andcollect everybody Like how do
you network with 10,000 people?
Right, you can't.

Speaker 1 (27:58):
You leave with a stress ball.

Speaker 3 (28:00):
That's true.

Speaker 1 (28:00):
That's you know.

Speaker 3 (28:01):
That's true, but so I think that's the.
I think it's having the courageto know, like, what you're
doing, that's different, yeah,and being able to say well, most
people are going to ask forthis over here and you can make
a lot of money with this overhere, but what truly people need
is this.
So you just have to havemarketing stamina to sustain it.

Speaker 1 (28:27):
Yeah, and I think it's just such a different
mindset than what we're used to.
We're used to thinking themasses is what you want, all the
people and all the money andall the trade shows and all that
.
You know, the things that weare marking as indicators for
success from observing you.
Maybe that's not it.
Maybe that you know and youhave done a lot of research on

(28:49):
some of the brightest minds inthe world.
You know, you're observing andyou're taking the elements of
these people that you find tohold true and you're applying
them into your business.
And.
I think if more people thoughtthat way and kind of broke,
broke out of the norms of whatwe know to be true, which it

(29:10):
only can serve us for so long,and you say this a lot.
You say people are.
You know it's working in thesense that people are cashing
checks, you know, um, but Ithink we're going to hit a point
and we already are gettingthere where we're realizing that
the change needs to happen.
And I think that, you know, isa nice segue into the fact that
now it might feel like this AItech side of the company that

(29:33):
you're building now, nectar FlowI don't want to say it felt
like it comes out of nowhere,but it could, if you don't see
that all of this has been towarm up to now solve the
problems that you've identified,and to me it's like wow, now
this makes so much sense thatthe natural next progression is
to launch a product that nowsolves all of the problems that

(29:56):
you've observed over howevermany years.

Speaker 3 (29:59):
Yeah, absolutely.
And when you observe and youcan research and you can involve
people that would use somethinglike that, then you get the
priority right, you get the needright, you get the feedback
loop and you want to buildthings that are useful.
And contrary to that, I meanyou you have like nobody asked
for the iPhone either.

(30:20):
Right, like nobody asked forcertain things.
So you need to kind of takepeople with you where you, where
you see going, because they'renot involved in certain
conversations because they're sofocused on their own
applications.
But, yeah, I think it'sultimately the way that I see
innovation is not technology,it's not AI, it's making the

(30:43):
business better.
In some cases, that could justbe like take that one hour
meeting and make it 15 minutes,and I just immediately walked
into your organization andcreated profitability.
Like, how many employees are inone hour meetings?
Across 200 employees?
What are you paying them perhour?
And even on a phone call withus as a demo for Nectar Flow, I

(31:04):
mean you come out of thatmeeting.
You haven't become a customerand you're like you know that's
a good point.
Why do we do that?
Well, the meeting is set, youknow, if you can't get it done
in 15 minutes, get it.

Speaker 1 (31:15):
If you can't get it done in 15 minutes, like is it
even worth it, right, well, andyou even walk away with
actionable right outcomes notusually right yeah.

Speaker 3 (31:20):
so I think I think it's, you know, just figuring
out that other people are notsmarter than you, that you a lot
of people think they can't doit, and one of the things that
I've always done is I've pulledoff most everything I've set out

(31:43):
to do.
Yeah.
And some of these things havebeen difficult and it's just.
It makes you feel again likeunstoppable.
Yeah.
But you have to have themarketing stamina to know like
there's going to be.
I mean, I went a lot of years,sometimes before, even when I
retired from the Yankees therewas a long time where people are
like oh, I get it now.

(32:04):
Yeah, you know.
Yeah, so I mean, that's wherethe personal courage needs to
happen.
A lot of challenge today isthat people are dependent on
their income through an employer, and so they they don't.
They don't unleash their trueself.

(32:25):
Right, okay, because if youlook at Elon Musk when he talks
about first principles, he talksabout when somebody smart says
something to you, it couldimpact things, because we
believe that Smart people saidit must be true.
It's not necessarily the case.
Right.

(32:45):
Right.
And so when we can use likefirst principles thinking or
like a scientific method totruly understand decision making
, then you can do bold thingsand you know that innovation
will always win, just like itdid in automotive, just like it
did in the hotel industry.
Even with smart players,Biggest industry dominators
missed it all.
So to me, when industryincumbents and large

(33:08):
organizations say things, it'snot really that impressive.
To me it's really what doeseach individual employee have
activated to truly impact thatcustomer experience?

Speaker 1 (33:18):
Right, and I think that's really smart, because on
a recent Innovation Councilmeeting, somebody said we've
been talking about the hierarchyand the org chart a lot, and
somebody said something alongthe lines of well, what if
everybody did every job on site?
Or everybody knew how to processpayroll, everyone knew how to
do sales, everybody knew how todo a resident, you know, deal

(33:41):
with a resident complaint, andwhen to escalate, and all of
those things.
So that concept is what, whenI'm thinking of the future and
what we've been working on withAI and automations and things
like that, is that I, as anindividual, now need to be
looking at myself and say how doI gain this robust skill set so

(34:03):
that, as processes become moreefficient and I'm able to do
what I would normally do in a40-hour work week in one day day
?
What else can I, where can Iprovide value now to be able to
keep a job you know, not to justkeep a job, but, you know,
thrive in a world whereautomation is going to be the

(34:24):
norm, and so I think that iswhere employers are almost doing
an injustice to their people bypigeonholing them into this one
set of responsibilities thatthey have to accomplish in this
one day.
Well, they're kind of like, youknow, they're kind of like
expose me to more to your point,give me a mentor to teach me

(34:45):
how to do every single part,play on every single part of the
team.
Right, you didn't only know howto pitch, or to you know
whatever it was, so that I canstep in and I have the skillset
I need as as processes change,as companies reorganize and
things like this.
Right, yeah, I think it'simportant.

Speaker 3 (35:06):
Yeah, I think the the challenge with all this is and
this is we're all going throughthis experience together and if
anybody has told anybody thatthey know what's going to happen
, that's not true.
Yeah, nobody knows.
Yeah.
Nobody knew the internet.

(35:26):
You know what that would unlock, you know.
So I think people are going toneed to figure out themselves.
This is going to be the bestthing for humanity.
Yeah, absolutely the mostamazing thing for humanity and
empowering.
There is going to be massiveuncertainty, tremendous amount

(35:47):
of shifts from how they identifywith who they are and what they
hold like a lot of.
I talk to property managerssometimes and, uh, it's what
they hold.
I talk to property managerssometimes and it's like they
hold themselves so proud withtheir checklists and the this
and the that and I'm like that'snot impressive to me.
That's not impressive.
So it's going to be when thosethings get done better, faster

(36:11):
and from a global marketplace,it's what they do next.
Like what else?
Right, so that's what I wastold Like.
So if everything I've had to doto build this company and do the
things and know AI and talk todevelopers and do all these
things, but my next phase isbuilding a team.

(36:32):
That would completely like walkoff a cliff for me.
How do you build that culture?
How do you build people thatcan challenge the status quo?
How do you build people thatwant to do something different
and make a difference and becomefilthy rich along the way?
How do you do that?
That's different than doing thething.
Yeah.

(37:01):
So people right now have beendoing the thing for so long in
front of a monitor, in front ofa computer, on a platform that
they're used to.
So when all of that getsreinvented and it becomes new
and better, it will be better.
What else do you do?
Yeah, and that's where it'slike well, what do you like to
do, like, what makes you?
You Like what music, whattravel, like, whatever that is.
And it's hard to think aboutthat in multifamily because

(37:22):
we're so high task, highrelationship and you think, well
, that would be distracting,whatever.
But man, if your employees cameto work not because they had to
, but because they wanted to,yeah, that's a very different
thing, okay.
That's a very different thing,mm-hmm, okay, it's a very
different thing and there's justa lot of shifts that are going

(37:47):
to happen as this unfolds.
But you think about theresidents, the greatest movement
for humans possible, becausethe things that they're going to
figure out not just multifamilyis like wait, I got
significance out of my job.
Yeah, I got significance out ofI was capable at this report.
I got significance because,whatever it is, I showed them

(38:11):
where the dishwasher was, youknow, yeah, and I was a closer,
whatever that is.
And so if you strip all thataway from work, where do they
find their personal power andtheir personal value and the
reality?
It's just been hidden for solong.
Right.
With all this boring stuff.

(38:32):
Yeah, yeah.
You know and, um, you know, I Ithink it's, it's really
remarkable.
So, if I'm an employee, youwant to get on the other side of
this, you want to go along withthis, you want to figure it out
, you want to use it for yourown benefit so you can bring
this, you know, bring momentumand profit to your organization.

(38:53):
Uh, but just recognize it's,it's just, it's a transition.

Speaker 1 (38:59):
It's going to be yeah , yeah, I mean even, like I said
, I've been here for a couple ofweeks at this point, but having
to even look at, like I said, Iresonate probably now with the
greater audience who's listeningto this of like, just wow, I
really need to be thinking.
You know I'm in marketing, so Idon't want to say a low hanging
fruit, but a lot of tasks inmarketing are being automated as

(39:23):
we speak and copywriting,graphic design I mean every
single element.

Speaker 3 (39:29):
And.

Speaker 1 (39:29):
I had already noticed this, mind you, before AI
started rolling out.
It started especially afterCOVID.
It really started to becomenecessary, as a marketer, to be
everything.
I couldn't just be a videoeditor and a producer, you know,
I had to be.
I had to know Adobe inside andout.
I had to know, you know, and itwas.
It became more and moreexpected to be a full you know,

(39:54):
full service marketer as anindividual, and these unique,
one-off skills weren't enough.
It wasn't going to cut it.
So that happened, even withoutAI, right?
So I think we all need to bethinking about the progression
of ourselves.
You know, and to your point, Ithink, the mentor mentality of
having somebody who's highlyelevated, that you're looking at

(40:16):
and almost I don't want to saycopy pasting what they're doing,
but you're observing and you'repulling the elements, like
you've done, of what they'redoing.
That's working, that's what weall need to be doing today.

Speaker 3 (40:27):
When I mentioned humanity, the greatest gift from
this is because I mean, I dostuff.
People copy some things that Ido out of the strategies that we
deploy, which is great.
I love that.
That just means that it's anearly indication that these
things prove to have momentumand they prove to convert to

(40:47):
value.
But you don't want to getconcerned about that, right.
Everything is art, right, andit's only art when it's seen by
the world.
It's not art if it's held back,right, and so, as people play
out these situations, thedifferentiator is that person,

(41:09):
that humanity, that person.
So you're the different.
Like there are things that youwould do that would be in
marketing that you're doing,that could be automated or, like
you mentioned, or AI or allthese things, but it's getting
in the way of you.
So you would set goals, setdirection and measure results.

(41:32):
The technology can besupportive to help you
accomplish that, but the truedifferentiator in all of this is
you, or it could be yourproperty or your company.
So that's the magic is where,again, we have to find out who
we are as a company, who we areas a leader, who we are as a

(41:52):
human, because that is what'sgoing to be the differentiator
between this and that.
When it comes down to ifeverybody can do it, it's not
interesting.
So the speed of this is justfar faster than what we
experienced with the internet.
So I think people aren't reallyprepared for that.
A lot of people are, but that'swhere it gets back to.

(42:17):
Our industry is a peopleindustry and you know it's
unknown about how these modelsshake out for what people expect
, but I can tell you that you'rewatching it in music, you're
watching like how people TV,you're watching it and how
people consume content.
But at the end of the day,people see the world through

(42:39):
their eyes or they hear theworld through their ears.
And I think, at the end of theday, if you're building a team,
you have to be able to, you haveto be able to bring people
together and give them thatvision through that Right.
And then same thing with withvideo.
With video, if it's an iPhoneor if it's a production, like we
have, or if it's a webcam,whatever that is, that's the

(43:05):
lens, as I mentioned, that wesee in pictures and images, and
so AI is being able to generatethese things on their own Right,
but they can't generate you asan individual right, right.
So all that stuff will sort ofit'll just be.

(43:26):
I don't know if you've everlistened to your favorite song
too much, it becomes lessvaluable.
Yeah, you just kind of.
We have songs that we just won'tplay.
Yeah.
Because we appreciate the valueof the song.
We're like we really want thisto be a special song, so we're
not going to play it a lot, yeah, and so that's what's special

(43:48):
is people, there's only one ofyou.
Mm-hmm, okay, and AI what's?
Special is people.
There's only one of you, okay,and ai can generate all these
other things, but that's where,again, if you lean into us,
that's where you make the edge.

Speaker 1 (44:02):
They make the difference right, right and and
to really just kind of tie thisall together, because we've
we've gone through your journey,how it got you to where you are
today, we've kind of trickledin the Nectar Flow piece, and so
for me to physically kind oftie this all together.
So Nectar Flow is a productthat allows you to look at

(44:24):
workflows within your business,create workflows within your
business and understand how eachof your applications talk to
one another through a scenariowhere you are able to also
infuse elements of customcreated AI solutions agents.
So talk to us a little bitabout the product and how that

(44:45):
solves some of these issues.

Speaker 3 (44:47):
Yeah, so I think you look at a business.
What is a business?
Well, there's a collection ofpeople with different
organizations.
You mentioned the org chart, sohumans, the reason why that org
chart exists and for 200 yearsthat's the most transformative
technology is the org chart.
And that org chart is how weorganize people, how we organize

(45:08):
priorities and structure flowof information.
But humans can only take on somuch capacity.
Yeah.
And that's why we have theseboxes right and those boxes go
up to the other box and itbasically is decision flow.
With AI and automation we cango across all of that Right

(45:31):
Without limitations.
Right.
Which means if you startlooking at every department in
your operation payroll, humanresources, acquisitions, due
diligence, recruiting, maybetraining, marketing, sales

(45:52):
maintenance, investor relations,fundraising, capital raising,
banking there are endlessopportunities in the
organization where an executivetoday can find efficiency and
value and operate moreprofitable.
Right the math has to work.

Speaker 1 (46:13):
Right.

Speaker 3 (46:14):
And so what that means is the reason why they
don't do all those things isbecause they've been focused on
debt and equity to get to theability to raise rent and sell
it to someone else, which isfast and that's good.
But you kind of create eithermore regulation for the industry
or you create.
You know you got to put themoney somewhere.

(46:35):
So what happens is CEOs havenot built their organizations
for 20 years with technology.
They've bought technology alongthe way, and they bought
technology along the way for asingle problem, and now they've
bought technology along the wayand they bought technology along
the way for a single problem,and now they've stacked all

(46:56):
these things up and they don'tknow how to bring them all
together, and some of thesethings don't even share data and
they don't talk to each other.
But the technology we have withNectar Flow makes all of that
possible.
We can connect any applicationto any application with an API.
We can do anything that theywant.
Organizations that would needto hire somebody to figure all

(47:21):
this out invest the resourcesand due diligence, orchestrate
it, and then even that there'srisk, because what if that
employee left?
What would happen, right?
So what we've done is we'vecreated essentially like a
managed services innovation armthat can bring any AI technology
automation into the business,depending on the problem it

(47:44):
wants to solve.
And so companies, instead ofbuying technology that was built
for everybody to buy, they canconnect to those technologies
but also have the ability tobring technology and AI to solve
a microservice problem withinthe business that's unique to
that business.

(48:05):
You know, for example, yesterdayI shared a video with our team
around.
You know, somebody mentionedthat they wanted to be able to
review a contract.
Right, and these contracts wereexpiring and they don't want it
to roll into another agreement.
And so great.
We brought in data automationand our AI to read that contract

(48:28):
, pull out the information thatwe needed and structure that in
JSON, which is basically so thecomputer can see it, so we can
move it into fields that lookkind of like an Excel sheet or
Google sheet.
And so now that CEO has theability, or business leader has
the ability, to plan, knowingthat the date of this is

(48:52):
expiring on this date, and totrigger an action that says, hey
, a month before the noticeperiod, make sure we handle this
and either review this contract, decide if we want to renew it
or send a notice like we're outand that could save that company
$300,000, $400,000, millions ofdollars just from that one

(49:16):
workflow.
Now that workflow, nobody'sgoing to build a product around
that that's going to beventure-backed and innovate
around that.
It means that companies need tobe able to do their own things
with technology withoutdepending on other products and
services that are being createdNow.
You need to work with otherpeople that have done

(49:36):
mission-critical things, likeyour accounting systems and
stuff like that, or pointsolutions, or if you've got a
favorite CRM, you want to beable to connect to those things.
But make that product morevaluable when you can take it
other places, like word orfavorite, I don't know everybody
.
Somebody moves in and wouldn'tit be nice to send?

(49:56):
I have an api to 1-800 flowersor something yeah and it sends a
flower or something.

Speaker 1 (50:03):
Just one flower, right yeah, just one one flower
to you congratulations on yournew home, yeah exactly so.

Speaker 3 (50:10):
There's so many things that we don't even know
is possible yet, because theydon't have the data and they
don't have the tool to bring ittogether and they don't have the
ability to connect it to otherinteresting things.
That's what Nectar Flow does,yeah, and so to me, I think this
is like a massive leverageopportunity to see this in your
business and to do somethingother people can't do.

(50:32):
Right, right, and that's whatleverage opportunity to see this
in your business and to dosomething other people can't do.
Right, right, that's what makesfor great business right, I
love it.

Speaker 1 (50:36):
Yeah, and it's kind of hard to explain without,
actually, you know, takingsomeone through and actually
showing it to them.
So my kind of call to actionhere would be if you want a demo
, book it through NectarFlowcom,because I have seen people's
eyes light up as they experiencethis and watch you automate
something for them, and my eyeshave lit up the same way, and so

(50:59):
I think that's really amazingto just get into a room and see
it and experience and feel itand understand the possibilities
.

Speaker 3 (51:08):
Yeah, I mean we take the complexity out of it so it's
easy for you.
But I think that's a good thingto do Our marketing and how we
go about this we want it to.
If people just go through ourmarketing and they even jump on
a demo call with us goingthrough that process, life
should get better for you.
And so that's when you know youhave something useful is when

(51:31):
the pursuit of educating peopleabout the product and solution
if they get better in yourmarketing, they may imagine like
, wow, if I was a customer, whatwould be possible.
Well, you have this entire teamto assist you in what's modern
today.

Speaker 1 (51:51):
Well, and I told you and I'll probably leave it here,
but, like what I told you is I,I looked at it and I came in
with base knowledge, probablythe general knowledge of AI and
automation, and I, yeah, okay,these products are implementing
it, et cetera.
I think if I were to teach acourse today on AI, I would just
pull up the software thatyou've created and I would say

(52:13):
here's, here's how it works.
This is an automation, this isa workflow, and here's how you
can pull in elements of AI, notjust the ones that you know, the
big ones that everybody'screated, but you can actually
talk to those large languagemodels and you can train them to
do specific things for you, asif they were a person doing a

(52:33):
specific task.
And I think that just made itall make sense to me.
And I told you this you've madeAI less scary because you can
see it.
You can see it in a workflow,exactly where it lives in my
process.
I'm still right here doing this, I'm still right here doing
this, but I've automated this70% and I think it makes it more

(52:55):
palpable, it makes it lessscary and it makes it more
understandable.

Speaker 3 (52:58):
Yeah, you mentioned you can see it.
That's very powerful, also tothe programmers.
When you're relying on AI, thatwas built for everyone, number
one it's all happeningprogrammatically, so it's behind
the scenes.
You don't know what's happeningand you don't know what what's
happening for you like ourenvironment is.
It's like your companyenvironment, your departments

(53:19):
right, your users, your teamsand everything's happening in
your secure environment.
Versus like we're using ai, butit's, it's coming to us, but we
don't know where the otherstuff's going.

Speaker 1 (53:31):
It's coming to us.
Yeah, that's what.
You know where the otherstuff's going.
Well, it's coming to us.
Yeah, that's what you're saying.
Right Versus.
I am owning it Right, I amdeciding Right.
I have the control.

Speaker 3 (53:40):
Yeah, yeah, it's important.
The stuff we're doing is sortof like I mentioned before in
other shows is the crawl, walk,run.
It's like what's going to makethe biggest impact financially
if we solved it today.
Simply let's start there andthen if we then have a
profitable relationship with acustomer now it's just like what

(54:03):
else can we do?
It's not an expense situation.
This is a profitablerelationship, just like when you
you know, when you build anapartment community, you have
that driveway right.
It gives customers access toyour thing, your property.
There's value in that, but thereal value is that you get the

(54:27):
customer where they end upneeding to be and that's, I
think, making their businessbetter, solving their talent
problems.
You know hedging all thechallenges around.
You know just the cost to buildinsurance costs it's just hard
to operate an apartment buildingtoday and you know people need
a platform to make it moreefficient.

Speaker 1 (54:48):
Yeah, and you and I can talk for hours, but you've
talked even about how, at theend of the day, this benefits
the resident, because and whichis what we all want to do, right
, and so when you're not, whenyou're finding other ways to
save money or to, you know, bemore efficient, then the only
answer is not to raise the rent.
There's other answers as to howto be more profitable.

(55:09):
Yeah, and so that's.
There's other answers as to howto be more profitable.
Yeah.

Speaker 3 (55:12):
And so that's I love.
So rent increases are reallygood for healthy markets.
It's good because peopleappreciate.
When they pay for things, youknow they value it right.
What they don't value is whenthey're priced out of the market
.
Right, because what ends uphappening is it's not that the
current owner shouldn't beraising rents or it should be.

(55:36):
That's up to them and theirinvestment objectives.
Healthy rent increases are goodfor markets, as I mentioned.
What I want people to thinkabout, though, is think about,
like what Elon Musk is doing inthe automotive industry.
Everyone else is trying to sellmore cars 15 million units a
year, whatever that is and forhigher prices, and they're

(55:58):
fighting over.
Just think about the TVcommercials.
Every commercial has action,details and motion, right.
So the Ford truck, you know outthere and it's got.
You know the tailgate drops andkids jump out with their
surfboards.
Or it's towing a boat.
Just next time you listen orwatch a TV commercial, there's

(56:19):
some emotional component there.
And then there's the shiftingof attention.
It keeps you engaged.
But then there's the financingat the end.
No money down, 3% interest,whatever their terms are.
There's the financing at theend.
You're like no money down,three percent interest, whatever
their terms are.
That's the logical buyer.
They want that, but they needthe facts to justify the
decision.
In the apartment industry, somuch money and energy is trying

(56:44):
to or, I'm sorry, the automotiveindustry, so much energy is
trying to sell these cars topeople, is trying to sell these
cars to people, and Elon iscoming at it with an entirely
different approach.
He's thinking how do I make thevehicle more valuable to the
customer?
Heck, he's letting them drivethemselves, right?
So now all of a sudden, maybeeating that cheeseburger is a

(57:08):
little more safer, the coffee orwhatever that is, and so he's
increasing the value of the carand he's trying to get it to the
customer for less.
Now, this is the richest one ofthe richest people in the world
, trying to make the customerpay less.
And Jeff Bezos, same thing.
He appreciates that.

(57:29):
Hey, customers in in five, tenyears are probably going to want
to have lower costs of thingsand they're going to want to get
it quick and they're going towant to get it fast, without
hassle, right?
So these are two of thewealthiest people.
Like that's what multifamily isabout creating wealth.
But shouldn't we listen to thetwo wealthiest people that are
trying to make life better forthe customer?

(57:50):
Yeah, and and in many cases Idon't believe our owners and
managers don't want to make lifebetter for the customer, but
they're taking purchasing poweraway from the customer by only
raising rents.
Now, rents are good for healthymarkets, rent growth but we
have to think about all thewaste in the business.
As leaders, we should get ridof that.

(58:12):
We should get rid of the highconstruction costs.
We should solve real problemsso that the investor and the
property owner still gets thesame return because they're
taking the risk.
They're taking more risk todaytoday for less return.
It's not fair that an investor,a property owner, an LP, a

(58:38):
general partner, a sponsor putsout all this risk and then can't
get the customer to pay for itbecause there's fraud, there's
collection issues or there'sregulation limiting what they
can do.
That's a problem, but we can'tcontrol that because that's what
got us here.
That got us here because all wedid was buy a property, put

(59:00):
some money into it and raise therent, and now we've created our
own problem.
So how we solve our own problemis through innovation, just
like elon did.
The automotive industry saidthis won't work.
Electric vehicles because itcosts $600 for a battery.
Elon said let's solve that, andhe did.
There are people today thatsays this won't work for an

(59:22):
apartment development becausethey're looking at, as an
analogy, $600, but they'relooking at things and cost
without innovating and takingcontrol of the supply chain,
taking control of their businessand making things happen.
Because ultimately a propertyowner will protect capital and

(59:42):
grow capital if we can keep ourresidents in apartments and we
can continue to grow our incomenot always just the rent.
And so it's.
It's a challenge and, uh, themarkets always win.
Yeah Right, we don't wantregulation.
That's never good for business.

(01:00:02):
But guess what?
Back to the story about thefiremen and the teachers and all
that stuff.
What is happening in ourindustry?
The story is not out about howmuch all of this costs and how
supply is restricted and allthese things, and it's just
unfair, because they're buildingcommunities, building roads,

(01:00:26):
doing so many great things, yeah, and it just takes innovation
to make to pull these things off.
And we've just been we off,we've just been lazy.
Buy a property, raise a rentwhat worked, flip it.
Yeah, yeah.
Well, now we can't do thatanymore, so we got to go look at
what Elon did, and he figuredit out.
Yeah, I love it.

Speaker 1 (01:00:49):
Well, we could probably talk for a whole day to
two days if we wanted to, but Ithink that's a really good
place to leave it for now and Ithink it really got some wheels
turning on some of theinnovation and changes that need
to happen in our industry.
And again, if you want a demo,go to NectarFlowcom and book a
demo with us.

(01:01:09):
And thanks for being here,Patrick.
Yeah, absolutely.

Speaker 3 (01:01:12):
I'm yeah, thanks for doing this.
I just I think people you knowwe built the platform so we can
get others excited about it andbehind building a modern way for
markets to bring innovation tocompanies so that we can do
healthy things.

Speaker 1 (01:01:27):
Absolutely.
It's a great product and I'mvery excited for people to see
it.
Awesome.
Thanks.