September 30, 2025 • 32 mins
Ep 01: The Financial Strategy Behind PadSplit: In-Depth with Gayle Abrahams, PadSplit’s CFO
In this inaugural episode of the One Room at A Time podcast, host Atticus LeBlanc, founder and CEO of PadSplit, interviews Gayle Abrahams, CFO of PadSplit. They discuss Gayle's journey from corporate America to the housing startup world, her role in driving financial strategy and people operations at PadSplit, and the company’s mission to solve the affordable housing crisis. Gayle shares insights into the cultural fit required for startup success, the seamless integration of her corporate finance skills into PadSplit's growth, and offers advice for others considering similar career transitions. The episode provides an overview of PadSplit's business model, its focus on values, and its future potential.
00:00 Introduction to One Room at A Time Podcast
00:59 Meet Gayle Abrahams: PadSplit's CFO
02:19 Gayle's Journey from Corporate America to PadSplit
04:33 The Value of Corporate Experience in Startups
08:57 PadSplit's Growth and Financial Strategy
14:06 Advice for Aspiring Startup Professionals
16:26 Hiring and Culture at PadSplit
18:56 Mission, Vision, and Future Goals
26:09 Rapid Fire Questions and Closing Remarks
To learn more, visit https://padsplit.com/podcast.
Connect with Atticus LeBlanc on LinkedIn: https://www.linkedin.com/in/atticus-leblanc-3960466/.
Connect with Gayle Abrahams on LinkedIn: https://www.linkedin.com/in/gayleabrahams/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Atticus LeBlanc (00:11):
Welcome to the all new One Room at A Time podcast.
I'm your host, Atticus LeBlanc.
I'm the founder and CEO of PadSplit,which is the largest coliving marketplace
in the country at the moment andhopefully for the foreseeable future.
I've worked in the affordable housingindustry for the last 20 years.
Property owner, developer,manager, investor.
(00:32):
Uh, I'm excited you're tuning in today,and this is our very first episode.
So, uh, do us a favor and if you enjoywhat you hear, please subscribe like,
leave a review and suggest a guest.
Reach out anytime.
Today is our very first episode,so I wanna welcome all our
listeners and our viewers.
The podcast features housing policyleaders to discuss some of the
challenges and opportunities aroundour country's growing housing crisis.
(00:56):
And we'll have some spirited debatesfocusing on practical solutions
to this really important issue.
And our first guest serves a dual purpose.
So we're gonna be talkingwith Gayle Abrahams.
Gayle is PadSplit'sChief Financial Officer.
So yes, I am her boss.
At least for now.
And we're having Gayle on to work outsome of the kinks for the podcast,
(01:16):
do a trial run of all the equipment.
Make sure everything works smoothly.
And most importantly, she's justa phenomenal leader in the housing
industry and at the company.
And we wanna talk about some ofthe finance operations and what
makes her tick and how she's beenhelping helping PadSplit become the
successful endeavor that it has been.
(01:36):
Quick background on Gayle asCFO, she leads our financial
strategy and people operations.
She brings more than 15 years ofsenior finance management experience
from roles at GE, Exterran and nowPadSplit, where she is an "OG.".
She's passionate about usingdata and teamwork to drive both
business growth and social impact.
(01:57):
Gayle lives in Houston, Texas withher family, and we are excited to have
her join us for this conversation.
Gayle, welcome to the show.
How are you doing?
Gayle Abrahams (02:06):
I'm good.
Hello.
Thanks for having me.
Atticus LeBlanc (02:08):
So you've been with PadSplit for, gosh how, how long now?
It's,
Gayle Abrahams (02:13):
Almost four and a half
Atticus LeBlanc (02:14):
years.
It probably seems likeyesterday, I'm sure.
Time flies when you're having fun.
You don't have to tell everybodyhere how much fun you've been
having, but I know, I know deep down.
And curious to know like what, um,what was your housing story and
what drew you to, to the companyand yeah, it's it's obviously very
unconventional as a as a path and yeah.
(02:37):
Talk us, talk to us about coming fromcorporate America to startupville
and startup in particular.
Gayle Abrahams (02:43):
Yeah, so I mean, my housing story admittedly, is not very,
very rich before I joined PadSplit, Iowned my own house, but I really didn't
know much about the housing industryother than, you know, the mortgage that
I paid or the rent I paid before that.
But for me, you know, I think my 15years before PadSplit and just kind of
an, I'd call, like a finance bootcampin corporate America, learning all
(03:05):
the different things, going throughsome different training programs.
I think I, there's probably alot of folks that have their, you
know, they're good at this thing.
It's finance, it's legal, it's HR, it'sengineering, and you can take that thing
and, and move it to different industries.
So I think after my decade and ahalf, I was ready to do something
as I tell people "with meaning.
" If you're not watching video,I'm doing air quotes right now.
(03:27):
And when I came across the PadSplitlisting when we were hiring for
a head of finance, I think itjust, it was a really easy sell.
It was a big click.
It was like this makes sense.
There's a, there, there's a lot ofpeople with incredible ideas of how
to solve problems, these social issuestoday, but it's, it's unusual to have
(03:48):
something that solves a problem and hasa, an actual like monetization business
model that with like real promise.
And I think my instinct, assoon as I heard about PadSplit,
it was like this works.
I mean this just makes sense.
And of course, time and again, Ithink, okay, how can we PadSplit, you
know, childcare or food insecurity?
(04:09):
There's so many issues out there thatyou know, or have to be solved, or
at least in our today's solutions bygovernment funding, philanthropy dollars.
And so to see something that can bea market-based solution is just, it
was a really, really cool concept atthe time, and it remains that way.
And it was a, it's really what drew me.
Atticus LeBlanc (04:28):
Nice.
And so I'm sure you are aware now andsomething we've talked about in the
past, but I'm curious to know likehow much you're aware of at the time.
There's this maxim in startup landthat you don't hire people from
corporate backgrounds because they'renot nimble enough, or they're not
risk takers or whatever reason.
(04:49):
I know you have a unique perspectiveon that particular maxim.
Given that uh, GE is, is maybeabout as corporate uh, as it gets.
So yeah, curious to know what youwould tell people who are purveyors
of the don't hire from corporateAmerica if you're running a startup.
Gayle Abrahams (05:11):
I think it just depends on the stage of the startup.
I think what was nice is I came atPadSplit at a time where, you know,
you guys had already been around fora few years and you figured out, I
mean, we talked about the productmarket fit or, you know, in the early
days of a startup and trying to figureout what we wanna be when we grow up.
And I think I came in with PadSplitalready and like a okay, this
works, this doesn't, this iswe're already on a great path.
(05:34):
So it was time for me to come in andthen just really build the finance
processes that were gonna go on that path.
I'd like to think I could be nimbleenough to even come in earlier,
but I, maybe that's the, it was theright timing for, to bring in a, a
a senior finance person.
You know, I'm inclined and of coursecoming from my my, my angle, I'm
inclined to say that, hey, startupfounders like stop poo-pooing
(05:57):
all over corporate America.
I think having people with thatdeep training of, Hey, this is how
we need to look at the financials.
This is how we need to think aboutyou know, engineering, legal, sales,
all these things like you, when yougo through the many years of training
from these big companies, like youcome in with different frameworks and
different experiences that can helpguide small businesses to success.
(06:20):
So it's probably justabout the individual.
If they do, they have the mindsetto be flexible, to try new things
to "fail fast", as I say in quotes,which, you know, could be an irritating
phrase, but I think it is real.
So I, you know, I think it.
It goes back to the instincts and thefeel about the individual, and I'd say
not so much about what their background
Atticus LeBlanc (06:40):
So, so did you know when you were working in the corporate
world that did you feel different asa finance professional in that role
compared to maybe some of your peersor other folks at other companies who
you may have interacted with that, thatled you to believe, okay, I, I wanna do
something that's a little bit more nimbleor fast moving and less bureaucratic.
Gayle Abrahams (07:03):
You know what?
Not really.
I think we were, you know, whether it'sPad-, small PadSplit, or you know, big
medium sized, like large public companies,like ultimately we're all just trying
to solve the problems in front of us.
So maybe the problems aren't, don'taspire as much passion or aren't,
you know, solving the affordablehousing crisis, but you're still,
(07:24):
Hey, we need to get this widget made.
We need to, you know, get this audit done.
I mean, man went back at mydays at GE and, you know, Morton
on the team did this with me.
We would do these massive physicalinventory counts and it would be
a whole week of the whole plantshut, you know, basically shut down.
We're all dedicated to counting$30 million of inventory.
(07:44):
But you had this big projectand you had to get it done.
And so I think in a sense you know,whatever that challenge is in front of
you, how can you think through the, thatchallenge and organize it and execute it?
So that it's successful.
So I don't know.
I'm, I believe that really it's aboutthe ability of a person to be creative,
find a solution and execute it,regardless of whether it's a housing
(08:07):
startup or a big corporate America.
I'd say maybe one of the differences,me and my peers in GE is just
what your career goals were.
I think a lot of where I came up in thebeginning at GE was, you know, about
there's a path to becoming, you know,a senior leader there and you do this
and you take that role and that role.
And along with my peers arekind of going on that ladder.
(08:29):
And I got to a point of it'snot really what I wanna do.
And it was hard.
I didn't know exactly what it was, but Iknew I wanted something with that meaning.
And so, maybe made some choicesto, to not continue up that
ladder and instead look elsewhere.
But I think, I mean, I got so much outof it from a training and mentorship
(08:50):
perspective that I'd say for, andmaybe this is a little unique to
finance, but it probably in a lot ofplaces, like just having people to
learn from and get experience from.
I think that's translatableacross all companies.
Atticus LeBlanc (09:02):
Well, and I'll give our I'll give our audience
some background here in that runningPadSplit before Gayle came on board,
was basically like driving a car at 80miles an hour with just bugs and dirt
splatter all across your windshield.
Like we didn't really have anyidea, I mean, you had a general idea
(09:24):
of what direction you were going,but you didn't know how long it
was gonna be until you hit a tree.
And I'm curious to know I know for me,there's been a huge benefit in just the
the rigor, I'll say in understandingthe finances of the business or
having someone who is an expert inunderstanding the finances of the
(09:44):
business and can help clear the windshielda bit for the person who's driving.
And I know you have mentionedmany times that that corporate
experience really gave you the theexperience and diligence necessary
to know how to clear the windshield.
So I certainly appreciate that.
And I think it's probably both acautionary tale and an element of
(10:07):
guidance for any founders or folkswho are running their businesses
that that may be listening today.
I mean on um, kind of circling backto just like both the financial
sustainability and the mission side.
You'd mentioned that was somethingthat you noticed right away in
terms of the model for PadSplitand how it's both more profitable
(10:31):
and more affordable simultaneously.
I'm curious from your perspective, likeany particular data points or proof
points that stand out maybe from theearly days that highlighted for you.
Okay.
I'm gonna join this startup andI'm reasonably confident that
this is gonna be successful.
(10:52):
And just your your opinion overtime, whether you were surprised
or not, that this has grown asmuch as it has, or if it's just
well, well, yeah, of course it has.
But yeah.
Was there a single moment when youthought, this is gonna work, or was
that just true from the beginningwhen when I interviewed you and you
realized it was just really charming?
Gayle Abrahams (11:13):
You know, there's selective memory, so maybe I would, if
you went back in time four and a halfyears ago and asked me, it'd be different.
But I really have been, felt prettyoptimistic about PadSplit from the start.
I think, you know, it just again, thatwhen I first heard about the company,
I mean, I think before I even hadan interview, I was sitting around
telling some of my family membersabout this really neat company that
(11:35):
I've came across and just it, therewas something that clicked about it.
And you know what, maybe I found threeother companies before a PadSplit
and thought the same about them.
I don't know, but hey,the fourth one stuck.
But it just it clicked for me veryearly on that it was like this can work.
And coming in and maybe because I, thiswas the first startup I worked for.
I had the rose coloredglasses on and, but I laugh.
(11:57):
It's oh, startups are so easy.
Look how they all just keep growing.
But this is my N of one.
But you know, I think coming in andseeing the experience that you and Frank
and Jon at the time had in buildingthis I think there was just so much.
You guys had the battlewounds, you'd figured it out.
It was growing and we were adding units.
I mean, not the pace that we aretoday, but that's actually one of
(12:20):
the things that has been a blessingfor me as a CFO of, or, you know,
in charge of the finance group, isthat our growth has just been steady.
Don't get me wrong.
Would I love, like the rocket ship,Hey, let's 3X growth tomorrow.
Cool.
But what's really neat about the, thisbusiness model and makes it really
easy for me is we've just had thisvery steady, like constant growth in,
(12:41):
in contrast back in my GE days andExterran, you know, we were, we made
these giant pieces of equipment forthe oil and gas industry, you know,
sat on the floor of the oceanand helped you drill for oil, and
there were these massive projects.
So you would have a quarter where youmight have a record number of orders,
two or three giant blow up preventersordered, or you might have nothing.
(13:01):
It was very lumpy and you know, finance,you're just like, I don't, you could
have forecasts, but you just ultimatelydidn't know what was gonna happen both
from an orders perspective and fromrevenue because your revenue was tied to
very specific milestones being achieved.
And either that thing got done by themanufacturing team or it didn't, you know?
So it was very, it was a lot of anxietyon the finance side trying to figure
(13:23):
out what those numbers were gonna be.
In contrast with PadSplit, I mean,not to diminish what the team does,
they work really hard to achieve it.
But we, if you go back, fromthe maybe to 20, early 2023.
I mean, we have been consistentlygrowing the same, about the same
percentage per month, every month.
And I think that, I mean, that's notsomething that just happens without a lot
(13:46):
of effort, but it's, it just shows howconsistent and healthy this business is
that we're not having these crazy swings.
It's, I feel like it kind of proves that,yeah, anything could happen tomorrow.
I realize that.
You know, it's great today what we stillhave to worry about tomorrow, but I think
the predictability here, the constantperformance month over month, has made
me, has only solidified my conviction thatlike we have something really good here.
Atticus LeBlanc (14:10):
And so curious like what for anybody who may be in a role
now, finance or otherwise, at a moretraditional shop that's considering
switch to startup or maybe just wantsmore meaning in their life what advice
would you have for younger versionsof yourself or just anyone else who
(14:32):
may be in a similar situation thatmay be considering career change?
Gayle Abrahams (14:37):
You know, I'd say, I mean first, I know I've mentioned this already,
but experience, get that experience, learnfrom people that can teach you and you
know, sometimes you learn from people whoare incredible and can directly teach you.
And sometimes you learn from people whoare like, I don't wanna be like that.
And I think those are both, youknow, just both really good examples
of just absorb as much as you can.
(14:58):
And I think in the roles that you'rein, I know I've had a lot of success
earlier in my career of just beingresourceful, be that person that you
don't have to have all the answers,but you know how to figure them out.
You figure, you know, kind ofhow the dots get connected.
And I think you know, early in mycareer, and anyone that's early in
their career, just be that person that.
Hey, I, you know, I don't knowthe answer, but I'll ask Gayle
(15:21):
and Gayle can figure it out.
And you start to get on people'sradars and they notice you and
they know that helps you, Ithink, move along in your career.
As far as, you know, making the jumpto, or, you know, starting going to a
startup for the first time, you know, somany startups fail, so of course there's
the personal, you know, your personalsituation of can you take on that risk?
(15:41):
And I know people, while I have come inwith this blazing amount of confidence
about PadSplit, I know others have come ina little more hesitant and worried about,
you know, hey, it's just, it's a startup.
Am I gonna have a job?
I think it's just a personal decisionyou have to make for yourself.
But definitely.
My advice to anyone is just trustyour instincts about something.
Does it smell pretty ordoes it smell like a turd?
(16:01):
And, you know, sometimes you're gonna beright, sometimes you're gonna be wrong.
But there's, you know,ask the right question.
Ask all the questions, youknow, in, in the proper way.
You know, you don't wanna be too criticaland, you know, Hey, what am I doing here?
But I think if you have the self-awarenessto be able to ask the right questions
in the right tone, and reallymake sure that you're walking into
something that has a lot of promise.
(16:22):
There's no guarantees, but.
Atticus LeBlanc (16:24):
Well, well, you also head up people operations here
at PadSplit which reports into you.
So, maybe more specifically,what are you hiring for?
What are you looking for when thethrongs of people are applying for
for roles at this amazing company?
Gayle Abrahams (16:38):
Yeah, it, that is, it is funny.
You know, my before PadSplit there,eight, there's a lot of natural tension
between people, ops, HR, and finance.
And so I remember when I first tookover, you know, having people ops
roll up under me I got a couplecomments from friends and family
being like, really like you, HR?
And I will give a very loud shout outto Justin and really all the people ops
(17:01):
leaders that we've had at this companythat have taught me a ton, and I still am
definitely nowhere near the subject matterexpert here, but it's been a lot of fun.
And I think especially being in thegrowth store, it's a lot of fun,
'cause you know, we have so many rolesopen and so many things we're hiring for.
It's nice to be going in thatdirection and not the other direction.
But you know, I think a lot of what welook for, I mean, certainly culture fit.
(17:23):
Culture that the C word that alot of people, I think early in my
career, I would roll my eyes whenpeople would talk about culture.
It's okay, whatever, like back to work.
But I think as I've, you know, maybethis just happens, we all learned to
appreciate it more over time, but youknow, being at a place where you know you
can be yourself and you don't have to,people really do what they say and there's
(17:45):
a lot of authenticity in in our val intalking about our values and all that.
Anyways, I, that's not your question,but I think the culture's really
important, but we, we do look, partof the first interview we always
do what the, our recruiting teamruns is sort of a culture fit.
You know, talking about our values,talking about our mission, and really
Justin and Mike will do a great jobof telling our story and like what
(18:06):
PadSplit is and what is our philosophy.
And then just getting a sense of,hey, does this candidate kind of
seem like they'd be a good fit.
And a lot of times they are.
I don't think we have a lot ofpeople coming in and being like,
oh, I hate integrity, you know?
But it's, I think just trying as much asanyone can to look for things like that.
The fact that we've got such a greatmission, it's a pretty easy sell.
(18:27):
When we're talking to candidates,they, they are excited about
PadSplit, but, and you love to seethe enthusiasm and it definitely, it
reminds me of when I was applying forthe job and so excited about it too.
You know, I think it's a greatposition to be in that we are
hiring, we've got a bunch of newroles and people want to be here.
So I you know, get, like I said aboutthe company in general, we still have
(18:48):
to worry about tomorrow and make surethat you know, we can't just rest on
laurels, on our laurels, but I thinkpeople are very excited what we're doing.
Atticus LeBlanc (18:54):
So let's talk about tomorrow.
We I'm sure you could recite ourmission, vision guiding principles and
core values for everyone on the siteor everyone that's listening, but,
Gayle Abrahams (19:06):
Are you asking me to?
Atticus LeBlanc (19:07):
I mean, you could we haven't we haven't covered
that in in the podcast yet.
Considering this is our first episode,
Gayle Abrahams (19:14):
Yeah, I mean, maybe that's something you need to ask all of your
Atticus LeBlanc (19:17):
It's actually a great it's a great point.
Well, you could do it.
I mean, go ahead.
You got it.
You got it.
Gayle Abrahams (19:20):
So our mission is to help solve the affordable housing
crisis one room at a time- heyyyypodcast name while leveraging housing
as a vehicle for financial empowerment.
And then our vision is to create aworld-class marketplace that enables
the quickest and most effectivesolutions for the affordable housing
shortage for low income earners.
Atticus LeBlanc (19:41):
Excellent.
What's the difference betweena mission and a vision?
Gayle Abrahams (19:46):
A mission is I, would I, in my own words, a mission is what we're
trying to accomplish with our business.
And the vision is what is the business.
Atticus LeBlanc (19:53):
There you go.
I think it's very succinct.
and then what does CSP mean?
Gayle Abrahams (19:58):
Oh, it means to care, show it, and prove it.
Atticus LeBlanc (20:00):
There you go.
Gayle Abrahams (20:02):
And our values, man this, these questions...,
Atticus LeBlanc (20:05):
All hands, doesn't it?
Gayle Abrahams (20:06):
Yeah.
Really?
Well.
I never get called on anall hands, which is fine.
I think it's better to like,let everybody else participate.
But compassionate directness,which has been a lot of fun.
High integrity optimism, intellectualcuriosity, my personal favorite.
Strong work ethic, empathyand self-awareness.
Atticus LeBlanc (20:23):
Amazing.
So, so just like in allhands, you get a coffee for
Gayle Abrahams (20:26):
Ah, well, I already had my coffee this morning, but I'll have
next tomorrow I'll put it on the company.
Atticus LeBlanc (20:31):
It's.
You can have two cups of coffee every day.
Gayle, I'm
Gayle Abrahams (20:35):
I appreciate that.
Atticus LeBlanc (20:35):
but but yes.
Gayle Abrahams (20:36):
not to, but yeah.
Atticus LeBlanc (20:38):
So relative to mission, vision what's next?
What's next for you at the company?
What are the what are the thingsthat, that are exciting for
you outside of just the growth?
Or maybe it is just the growth thatthat you see coming down the pike.
Gayle Abrahams (20:51):
Yeah.
You know, I think this is an insight intothe conversation you and I often have, but
I really think what we have, it works andI want us to focus and just keep doing it.
I think there's so many neat things.
I was at a conference this week andwe were talking about, you know, data
monetization strategies and there'sso many other things that we could do.
(21:13):
Are kind of add-ons and you know,a second product to PadSplit.
And I do think that is our, in ourfuture, but I still think there's
so much for us to do with just ourcore product and what we do best.
So, you know, I don't have tospeak for our growth team, but I
think there's a lot of interest inexpanding PadSplit across the U.S..
Maybe one day outside the U.S.,
(21:33):
although my finance little heartis gonna start beating faster
of, you know, new currencies andnew, you know, country entities.
But we'll get there one day.
But I think there's just still so muchuntapped potential and, you know, talk
about the TAM, but you know, there, thereis so much market to be explored here
that I think we just for the next, atleast year or two, is just keep focusing
(21:54):
on what we do it and do it really well.
I think what we.
As a business, you know, we'll alwaysstruggle with though, is that we
are a technology company, right?
So because we're a technology company,but housing is not technology.
You know, at the end of the day,housing is a person who wants to rent
a room and a person who owns the roomand they're com you know, they're
(22:14):
interacting and you know, we talkabout AI and all the things AI can do.
Like at the end of the day,like AI cannot be housing.
AI is....
we have a physical personand a physical house.
And so.
Atticus LeBlanc (22:25):
to be clear,
Gayle Abrahams (22:26):
The, okay fair.
But I'm talking aboutthe non Matrix world.
Right.
But I think that as we scale,I mean we're already at 25,000
units, but once, as we continue togrow, it's how do you, how do we,
you talk about this allthe time, align incentives.
How do we build our process andour incentives so that people
have the best experience they can?
Because with technology, you justcan't, you can't be there to open
(22:49):
the door and welcome someone in andmake sure the movement goes great.
We have to incentivize the hosts and theother members to make that experience.
And so I think that's something that we'rejust gonna have to continue to focus in.
Not wor worry about in a good way, notworry about something is problematic,
but how do we ensure that as we growand we are just the technology piece
(23:10):
of it, that we can also ensure thatthe non-technology part goes well.
Atticus LeBlanc (23:14):
Right on.
And what about for you personally?
I mean, what keeps youshowing up for work every day?
Other than you're an amazingboss who just you know, is is
super supportive, but yeah.
What are the things that that keepyou motivated to continue to do
the work every day and what do yousee for yourself in the future?
Gayle Abrahams (23:32):
I know not every role in the company is, is as flexible as
finance, but that is one of the coolthings about finance and it's PadSplit
finance or anywhere is there's, yeah,there's certain meetings you have to be
at, certain podcasts you have at a certaintime, but there's a lot of flexibility.
And of course, being a remote company,there's even more flexibility.
So, you know, I can go off and managemy kids' t-ball team- go Hedgehogs!
(23:55):
You know, there there's things that Ireally appreciate that about, you know.
I'm motivated to work, but I'm also,I'm motivated to get things done because
I can have the flexibility to do.
Things outside of work as well.
So, you know, stay tuned.
Near, near town, little league,you're gonna be the champs.
But, you know, from work what motivatesme and I really just, I see the
tangible impacts of what we're doing.
(24:16):
It's been really fun forme from the beginning.
I like the building you know, cominginto PadSplit, it was like, Hey, how
do we want to report our financialsand organize our financial statements?
How are we gonna recognize revenue?
How do we calculate payouts and I thinkit's been, I've loved the building
piece of it, and so it we're kind ofevolving into this next phase, at least.
(24:36):
It's certain, I've done this afew times where it's okay, I build
the thing and then I hire theperson and pass it off to them.
And it's, that's beenvery fun and rewarding.
I like the, like putting my brain to work.
So that kind of motivates me of whateverthat the project du jour, I have to go
figure out and simplify and streamline.
But I think, you know, I also likethe, we learn a lot as a company.
(24:57):
You know, one of our values, asI've mentioned is self-awareness.
And really, even before my timeat PadSplit, I've always been
a big believer in the cycle ofself-awareness and validation.
Like you strive to know yourself,but hey, perception is reality and
how people perceive you is a bigpart of, you know, being self-aware
(25:17):
is knowing how people perceive you.
And you can't know thatwithout some feedback, right?
You can guess and you wannahone your ability to catch
how people perceive you, but.
Having that validation, gettingthe feedback, whether it's the
compassionate directness or just inthe day-to-day work that we do of
like trying something and seeing if itworks or if it doesn't and testing it.
(25:37):
We do a lot of testing,which I know we should.
But I get really excited to buildsomething, test it, and then get
the validation if it works or not.
So I think that it goes intoself-awareness of me as an individual, but
also about what we're doing as a company.
Getting those, that validation, Imean, from hosts and members, right?
We go do something, they tell us theylove it or they don't love it, right?
And then we react.
(25:58):
So, that, that's a lot of my motivations.
Atticus LeBlanc (26:02):
Well, good stuff.
Well, yeah, I mean onto the therapid fire portion of the show.
Yeah.
We're gonna run through justsome quick questions and look
for relatively quick answers.
Best advice you've ever received ina word, a sentence, a maximum of two.
Gayle Abrahams (26:17):
Well, it's, I maybe have two sentences, but my father once
told, once, advised me that the, thisis so cheesy, but I'm gonna say it.
Atticus LeBlanc (26:27):
That's what parents are for.
Gayle Abrahams (26:28):
Most important things.
Yes.
The most important things in lifeare your health and your happiness.
And if you're lucky enough to have yourhealth, then do what makes you happy.
Atticus LeBlanc (26:36):
I love it.
That's amazing advice.
And not at all cheesy.
I think that's straight into the
Gayle Abrahams (26:40):
I mean, it's cheesy, but it's good.
Atticus LeBlanc (26:41):
Thanks.
Thanks dad.
Gayle Abrahams (26:43):
Thanks dad.
Atticus LeBlanc (26:43):
If you could instantly master one skill outside
of your field, what would it be?
Gayle Abrahams (26:50):
Oh goodness.
This is sort of a question du jour.
'Cause it's something that I havenerded out a bit with lately.
But the coffee shop I frequentdown the street every Sunday
they have a Go club, like peopleplaying Go that very advanced game.
And I really know nothing about it exceptit's really old and like very logic based.
And I'm like, I think my brainshould be able to handle this.
(27:12):
So I found like a little onlineapp and I'm slowly learning how to
play the game, but I know it takes.
A long time to sort of like half learn it.
So that is what I really wanna, I want togo hang out with the Go Club, but I got a
Atticus LeBlanc (27:24):
I thought you were gonna tell me that you wanted to be a
barista and you could make those littledesigns on the top of coffees 'cause
Gayle Abrahams (27:29):
No.
I just want the, I love my baristas.
They're really good at their job.
I'm not gonna try to match
Atticus LeBlanc (27:34):
Don't put 'em outta work.
And then what is one habit thatyou think has changed your life?
Gayle Abrahams (27:42):
Oh my goodness.
I don't know that I have agreat answer for that one
habit that has changed my life.
I can't think of
Atticus LeBlanc (27:51):
You should have expected this one since you know that Atomic Habits
is like one of my favorite book Gayle.
So I mean, you have to
have one Atomic Habit that you thinkjust drives you or makes you successful.
Gayle Abrahams (28:05):
I mean, I.
I use my to-do.
I have a crazy to-do list.
Is that a good habit?
Atticus LeBlanc (28:10):
It counts.
It depends what you do with it.
Gayle Abrahams (28:12):
I have a, I have the same to-do list template.
It's an Excel file and it's calledDo It from, I think some like
Owen Wilson movie a long time ago.
Do it.
And it's the way I organizeeverything I have to do.
I think that makes me quiteaccountable, I guess as my boss.
You could give me thevalidation if it's good or not.
But I think I've usedthis organizing this way.
(28:34):
I organize like my priorities andwhat's due and what I can wait
on and what's think about later.
I used to, back when I was a, youknow, a early in my management
career, I also kept them from myteam of what I asked them to do.
But now my, we have other reallygreat one-on-one tools that we use.
But yeah, I've used the same Excelfile and I will tell people that
you don't have everyone I know.
(28:55):
Their brain works a little bitdifferent, so not everybody, I'm like,
I'll show you the way I organize,but you do not have to use it.
But you need a way to write things down.
I know I've met one person in mylife who can remember everything.
I mean, this guy, we were workingon an audit together and he would
be interviewing like, you know,clients at the company and he
would just sit there and listen.
(29:16):
And he really remembered everything.
Anyone else that I've seenthat just doesn't take notes,
I'm like, you just you're not
Atticus LeBlanc (29:21):
Well, now we have AI for
Gayle Abrahams (29:22):
And I know.
Yeah, well, oh, that's true.
I mean, this was like 20years ago, so 15 years ago.
But you know, I think just likehaving a way to organize and keep
track and be accountable, my to-dolist has served me for many years.
Atticus LeBlanc (29:34):
Love it.
And then lastly for business orpleasure what have you been reading or
watching that that you would recommend?
Gayle Abrahams (29:41):
Ooh.
Well, so it's funny, I use the Libby app'cause I just refuse to buy things that
Atticus LeBlanc (29:47):
Why
Gayle Abrahams (29:48):
paper and waste.
I have all these books behind me,but they're mostly my husband's.
But, so I use the Libby app.
And I'll put something on hold andit'll just, you know, three months
later, it's so I don't know where Igot the recommendation, except I do
know my husband loves this book is abook from, I think, early two thousands
called The Adventures of Cavalier andAmazing Adventures of Cavalier and Clay.
(30:09):
Have
Atticus LeBlanc (30:09):
I have not.
I'm writing it down.
Gayle Abrahams (30:12):
Okay.
Well, I mean, it was, I thinkit's, I think it won the Pulitzer.
I mean, it was like a veryhighly well regarded book.
And it's a novel, but it's takesplace in the, you know, World War II
Holocaust and it's about these twocousins that create a comic book.
I'm not even really sure exactlywhat it's all about, but I know
it's a very well regarded bookand I'm really enjoying it so far.
And actually, my aunt just sentme an email that they're turning
(30:34):
it into an opera in New York City.
So I don't know, but I'm really liking
Atticus LeBlanc (30:40):
It's gotta be good.
Well love it Well, listen, Gayle.
Thank you so much for being the very firstguest on the One Room at A time Podcast.
Gayle Abrahams (30:47):
It's been a pleasure.
Atticus LeBlanc (30:48):
Thank you for being a great leader in the
industry and at the company.
We certainly would not be here withoutwithout your support, dedication,
and hard work over the years.
I know that you truly understand theopportunities and challenges because
you've witnessed them yourself in yourrole in helping us build PadSplit.
But and for our audience wherecan people learn more about
(31:10):
you or about PadSplit, but.
Gayle Abrahams (31:15):
You asking me?
Atticus LeBlanc (31:15):
you
Gayle Abrahams (31:17):
You can find us at www.padsplit.com.
We have a pretty good socialmedia presence as well.
You can find us on LinkedInor Facebook or Instagram.
Atticus LeBlanc (31:26):
Are you active anywhere?
Gayle Abrahams (31:28):
I have LinkedIn.
You can find me on LinkedIn.
Gayle Abrahams.
Atticus LeBlanc (31:31):
On.
Well,
Gayle Abrahams (31:32):
nice having a similar to you have a name that there's not
a lot of us out there, so if youlook for my name, you'll prob I'll
probably be the first on the list.
Atticus LeBlanc (31:38):
Uh, Good stuff.
Well, uh, well, thank you again.
This has been fun and appreciateyou being a guinea pig here.
Gayle Abrahams (31:47):
Yeah.
My pleasure.
Atticus LeBlanc (31:48):
So if you like this episode of The One Room at
A Time Podcast, don't forget tosubscribe or suggest another guest.
You can learn more aboutus at PadSplit.com/podcast.
And Gayle, thank you and thank you for allour listeners and viewers for tuning in.
See you next time.
Welcome to the all new One Room at A Time podcast.
I'm your host, Atticus LeBlanc.
I'm the founder and CEO of PadSplit,which is the largest coliving marketplace
in the country at the moment andhopefully for the foreseeable future.
I've worked in the affordable housingindustry for the last 20 years.
Property owner, developer,manager, investor.
(00:32):
Uh, I'm excited you're tuning in today,and this is our very first episode.
So, uh, do us a favor and if you enjoywhat you hear, please subscribe like,
leave a review and suggest a guest.
Reach out anytime.
Today is our very first episode,so I wanna welcome all our
listeners and our viewers.
The podcast features housing policyleaders to discuss some of the
challenges and opportunities aroundour country's growing housing crisis.
(00:56):
And we'll have some spirited debatesfocusing on practical solutions
to this really important issue.
And our first guest serves a dual purpose.
So we're gonna be talkingwith Gayle Abrahams.
Gayle is PadSplit'sChief Financial Officer.
So yes, I am her boss.
At least for now.
And we're having Gayle on to work outsome of the kinks for the podcast,
(01:16):
do a trial run of all the equipment.
Make sure everything works smoothly.
And most importantly, she's justa phenomenal leader in the housing
industry and at the company.
And we wanna talk about some ofthe finance operations and what
makes her tick and how she's beenhelping helping PadSplit become the
successful endeavor that it has been.
(01:36):
Quick background on Gayle asCFO, she leads our financial
strategy and people operations.
She brings more than 15 years ofsenior finance management experience
from roles at GE, Exterran and nowPadSplit, where she is an "OG.".
She's passionate about usingdata and teamwork to drive both
business growth and social impact.
(01:57):
Gayle lives in Houston, Texas withher family, and we are excited to have
her join us for this conversation.
Gayle, welcome to the show.
How are you doing?
Gayle Abrahams (02:06):
I'm good.
Hello.
Thanks for having me.
Atticus LeBlanc (02:08):
So you've been with PadSplit for, gosh how, how long now?
It's,
Gayle Abrahams (02:13):
Almost four and a half
Atticus LeBlanc (02:14):
years.
It probably seems likeyesterday, I'm sure.
Time flies when you're having fun.
You don't have to tell everybodyhere how much fun you've been
having, but I know, I know deep down.
And curious to know like what, um,what was your housing story and
what drew you to, to the companyand yeah, it's it's obviously very
unconventional as a as a path and yeah.
(02:37):
Talk us, talk to us about coming fromcorporate America to startupville
and startup in particular.
Gayle Abrahams (02:43):
Yeah, so I mean, my housing story admittedly, is not very,
very rich before I joined PadSplit, Iowned my own house, but I really didn't
know much about the housing industryother than, you know, the mortgage that
I paid or the rent I paid before that.
But for me, you know, I think my 15years before PadSplit and just kind of
an, I'd call, like a finance bootcampin corporate America, learning all
(03:05):
the different things, going throughsome different training programs.
I think I, there's probably alot of folks that have their, you
know, they're good at this thing.
It's finance, it's legal, it's HR, it'sengineering, and you can take that thing
and, and move it to different industries.
So I think after my decade and ahalf, I was ready to do something
as I tell people "with meaning.
" If you're not watching video,I'm doing air quotes right now.
(03:27):
And when I came across the PadSplitlisting when we were hiring for
a head of finance, I think itjust, it was a really easy sell.
It was a big click.
It was like this makes sense.
There's a, there, there's a lot ofpeople with incredible ideas of how
to solve problems, these social issuestoday, but it's, it's unusual to have
(03:48):
something that solves a problem and hasa, an actual like monetization business
model that with like real promise.
And I think my instinct, assoon as I heard about PadSplit,
it was like this works.
I mean this just makes sense.
And of course, time and again, Ithink, okay, how can we PadSplit, you
know, childcare or food insecurity?
(04:09):
There's so many issues out there thatyou know, or have to be solved, or
at least in our today's solutions bygovernment funding, philanthropy dollars.
And so to see something that can bea market-based solution is just, it
was a really, really cool concept atthe time, and it remains that way.
And it was a, it's really what drew me.
Atticus LeBlanc (04:28):
Nice.
And so I'm sure you are aware now andsomething we've talked about in the
past, but I'm curious to know likehow much you're aware of at the time.
There's this maxim in startup landthat you don't hire people from
corporate backgrounds because they'renot nimble enough, or they're not
risk takers or whatever reason.
(04:49):
I know you have a unique perspectiveon that particular maxim.
Given that uh, GE is, is maybeabout as corporate uh, as it gets.
So yeah, curious to know what youwould tell people who are purveyors
of the don't hire from corporateAmerica if you're running a startup.
Gayle Abrahams (05:11):
I think it just depends on the stage of the startup.
I think what was nice is I came atPadSplit at a time where, you know,
you guys had already been around fora few years and you figured out, I
mean, we talked about the productmarket fit or, you know, in the early
days of a startup and trying to figureout what we wanna be when we grow up.
And I think I came in with PadSplitalready and like a okay, this
works, this doesn't, this iswe're already on a great path.
(05:34):
So it was time for me to come in andthen just really build the finance
processes that were gonna go on that path.
I'd like to think I could be nimbleenough to even come in earlier,
but I, maybe that's the, it was theright timing for, to bring in a, a
a senior finance person.
You know, I'm inclined and of coursecoming from my my, my angle, I'm
inclined to say that, hey, startupfounders like stop poo-pooing
(05:57):
all over corporate America.
I think having people with thatdeep training of, Hey, this is how
we need to look at the financials.
This is how we need to think aboutyou know, engineering, legal, sales,
all these things like you, when yougo through the many years of training
from these big companies, like youcome in with different frameworks and
different experiences that can helpguide small businesses to success.
(06:20):
So it's probably justabout the individual.
If they do, they have the mindsetto be flexible, to try new things
to "fail fast", as I say in quotes,which, you know, could be an irritating
phrase, but I think it is real.
So I, you know, I think it.
It goes back to the instincts and thefeel about the individual, and I'd say
not so much about what their background
Atticus LeBlanc (06:40):
So, so did you know when you were working in the corporate
world that did you feel different asa finance professional in that role
compared to maybe some of your peersor other folks at other companies who
you may have interacted with that, thatled you to believe, okay, I, I wanna do
something that's a little bit more nimbleor fast moving and less bureaucratic.
Gayle Abrahams (07:03):
You know what?
Not really.
I think we were, you know, whether it'sPad-, small PadSplit, or you know, big
medium sized, like large public companies,like ultimately we're all just trying
to solve the problems in front of us.
So maybe the problems aren't, don'taspire as much passion or aren't,
you know, solving the affordablehousing crisis, but you're still,
(07:24):
Hey, we need to get this widget made.
We need to, you know, get this audit done.
I mean, man went back at mydays at GE and, you know, Morton
on the team did this with me.
We would do these massive physicalinventory counts and it would be
a whole week of the whole plantshut, you know, basically shut down.
We're all dedicated to counting$30 million of inventory.
(07:44):
But you had this big projectand you had to get it done.
And so I think in a sense you know,whatever that challenge is in front of
you, how can you think through the, thatchallenge and organize it and execute it?
So that it's successful.
So I don't know.
I'm, I believe that really it's aboutthe ability of a person to be creative,
find a solution and execute it,regardless of whether it's a housing
(08:07):
startup or a big corporate America.
I'd say maybe one of the differences,me and my peers in GE is just
what your career goals were.
I think a lot of where I came up in thebeginning at GE was, you know, about
there's a path to becoming, you know,a senior leader there and you do this
and you take that role and that role.
And along with my peers arekind of going on that ladder.
(08:29):
And I got to a point of it'snot really what I wanna do.
And it was hard.
I didn't know exactly what it was, but Iknew I wanted something with that meaning.
And so, maybe made some choicesto, to not continue up that
ladder and instead look elsewhere.
But I think, I mean, I got so much outof it from a training and mentorship
(08:50):
perspective that I'd say for, andmaybe this is a little unique to
finance, but it probably in a lot ofplaces, like just having people to
learn from and get experience from.
I think that's translatableacross all companies.
Atticus LeBlanc (09:02):
Well, and I'll give our I'll give our audience
some background here in that runningPadSplit before Gayle came on board,
was basically like driving a car at 80miles an hour with just bugs and dirt
splatter all across your windshield.
Like we didn't really have anyidea, I mean, you had a general idea
(09:24):
of what direction you were going,but you didn't know how long it
was gonna be until you hit a tree.
And I'm curious to know I know for me,there's been a huge benefit in just the
the rigor, I'll say in understandingthe finances of the business or
having someone who is an expert inunderstanding the finances of the
(09:44):
business and can help clear the windshielda bit for the person who's driving.
And I know you have mentionedmany times that that corporate
experience really gave you the theexperience and diligence necessary
to know how to clear the windshield.
So I certainly appreciate that.
And I think it's probably both acautionary tale and an element of
(10:07):
guidance for any founders or folkswho are running their businesses
that that may be listening today.
I mean on um, kind of circling backto just like both the financial
sustainability and the mission side.
You'd mentioned that was somethingthat you noticed right away in
terms of the model for PadSplitand how it's both more profitable
(10:31):
and more affordable simultaneously.
I'm curious from your perspective, likeany particular data points or proof
points that stand out maybe from theearly days that highlighted for you.
Okay.
I'm gonna join this startup andI'm reasonably confident that
this is gonna be successful.
(10:52):
And just your your opinion overtime, whether you were surprised
or not, that this has grown asmuch as it has, or if it's just
well, well, yeah, of course it has.
But yeah.
Was there a single moment when youthought, this is gonna work, or was
that just true from the beginningwhen when I interviewed you and you
realized it was just really charming?
Gayle Abrahams (11:13):
You know, there's selective memory, so maybe I would, if
you went back in time four and a halfyears ago and asked me, it'd be different.
But I really have been, felt prettyoptimistic about PadSplit from the start.
I think, you know, it just again, thatwhen I first heard about the company,
I mean, I think before I even hadan interview, I was sitting around
telling some of my family membersabout this really neat company that
(11:35):
I've came across and just it, therewas something that clicked about it.
And you know what, maybe I found threeother companies before a PadSplit
and thought the same about them.
I don't know, but hey,the fourth one stuck.
But it just it clicked for me veryearly on that it was like this can work.
And coming in and maybe because I, thiswas the first startup I worked for.
I had the rose coloredglasses on and, but I laugh.
(11:57):
It's oh, startups are so easy.
Look how they all just keep growing.
But this is my N of one.
But you know, I think coming in andseeing the experience that you and Frank
and Jon at the time had in buildingthis I think there was just so much.
You guys had the battlewounds, you'd figured it out.
It was growing and we were adding units.
I mean, not the pace that we aretoday, but that's actually one of
(12:20):
the things that has been a blessingfor me as a CFO of, or, you know,
in charge of the finance group, isthat our growth has just been steady.
Don't get me wrong.
Would I love, like the rocket ship,Hey, let's 3X growth tomorrow.
Cool.
But what's really neat about the, thisbusiness model and makes it really
easy for me is we've just had thisvery steady, like constant growth in,
(12:41):
in contrast back in my GE days andExterran, you know, we were, we made
these giant pieces of equipment forthe oil and gas industry, you know,
sat on the floor of the oceanand helped you drill for oil, and
there were these massive projects.
So you would have a quarter where youmight have a record number of orders,
two or three giant blow up preventersordered, or you might have nothing.
(13:01):
It was very lumpy and you know, finance,you're just like, I don't, you could
have forecasts, but you just ultimatelydidn't know what was gonna happen both
from an orders perspective and fromrevenue because your revenue was tied to
very specific milestones being achieved.
And either that thing got done by themanufacturing team or it didn't, you know?
So it was very, it was a lot of anxietyon the finance side trying to figure
(13:23):
out what those numbers were gonna be.
In contrast with PadSplit, I mean,not to diminish what the team does,
they work really hard to achieve it.
But we, if you go back, fromthe maybe to 20, early 2023.
I mean, we have been consistentlygrowing the same, about the same
percentage per month, every month.
And I think that, I mean, that's notsomething that just happens without a lot
(13:46):
of effort, but it's, it just shows howconsistent and healthy this business is
that we're not having these crazy swings.
It's, I feel like it kind of proves that,yeah, anything could happen tomorrow.
I realize that.
You know, it's great today what we stillhave to worry about tomorrow, but I think
the predictability here, the constantperformance month over month, has made
me, has only solidified my conviction thatlike we have something really good here.
Atticus LeBlanc (14:10):
And so curious like what for anybody who may be in a role
now, finance or otherwise, at a moretraditional shop that's considering
switch to startup or maybe just wantsmore meaning in their life what advice
would you have for younger versionsof yourself or just anyone else who
(14:32):
may be in a similar situation thatmay be considering career change?
Gayle Abrahams (14:37):
You know, I'd say, I mean first, I know I've mentioned this already,
but experience, get that experience, learnfrom people that can teach you and you
know, sometimes you learn from people whoare incredible and can directly teach you.
And sometimes you learn from people whoare like, I don't wanna be like that.
And I think those are both, youknow, just both really good examples
of just absorb as much as you can.
(14:58):
And I think in the roles that you'rein, I know I've had a lot of success
earlier in my career of just beingresourceful, be that person that you
don't have to have all the answers,but you know how to figure them out.
You figure, you know, kind ofhow the dots get connected.
And I think you know, early in mycareer, and anyone that's early in
their career, just be that person that.
Hey, I, you know, I don't knowthe answer, but I'll ask Gayle
(15:21):
and Gayle can figure it out.
And you start to get on people'sradars and they notice you and
they know that helps you, Ithink, move along in your career.
As far as, you know, making the jumpto, or, you know, starting going to a
startup for the first time, you know, somany startups fail, so of course there's
the personal, you know, your personalsituation of can you take on that risk?
(15:41):
And I know people, while I have come inwith this blazing amount of confidence
about PadSplit, I know others have come ina little more hesitant and worried about,
you know, hey, it's just, it's a startup.
Am I gonna have a job?
I think it's just a personal decisionyou have to make for yourself.
But definitely.
My advice to anyone is just trustyour instincts about something.
Does it smell pretty ordoes it smell like a turd?
(16:01):
And, you know, sometimes you're gonna beright, sometimes you're gonna be wrong.
But there's, you know,ask the right question.
Ask all the questions, youknow, in, in the proper way.
You know, you don't wanna be too criticaland, you know, Hey, what am I doing here?
But I think if you have the self-awarenessto be able to ask the right questions
in the right tone, and reallymake sure that you're walking into
something that has a lot of promise.
(16:22):
There's no guarantees, but.
Atticus LeBlanc (16:24):
Well, well, you also head up people operations here
at PadSplit which reports into you.
So, maybe more specifically,what are you hiring for?
What are you looking for when thethrongs of people are applying for
for roles at this amazing company?
Gayle Abrahams (16:38):
Yeah, it, that is, it is funny.
You know, my before PadSplit there,eight, there's a lot of natural tension
between people, ops, HR, and finance.
And so I remember when I first tookover, you know, having people ops
roll up under me I got a couplecomments from friends and family
being like, really like you, HR?
And I will give a very loud shout outto Justin and really all the people ops
(17:01):
leaders that we've had at this companythat have taught me a ton, and I still am
definitely nowhere near the subject matterexpert here, but it's been a lot of fun.
And I think especially being in thegrowth store, it's a lot of fun,
'cause you know, we have so many rolesopen and so many things we're hiring for.
It's nice to be going in thatdirection and not the other direction.
But you know, I think a lot of what welook for, I mean, certainly culture fit.
(17:23):
Culture that the C word that alot of people, I think early in my
career, I would roll my eyes whenpeople would talk about culture.
It's okay, whatever, like back to work.
But I think as I've, you know, maybethis just happens, we all learned to
appreciate it more over time, but youknow, being at a place where you know you
can be yourself and you don't have to,people really do what they say and there's
(17:45):
a lot of authenticity in in our val intalking about our values and all that.
Anyways, I, that's not your question,but I think the culture's really
important, but we, we do look, partof the first interview we always
do what the, our recruiting teamruns is sort of a culture fit.
You know, talking about our values,talking about our mission, and really
Justin and Mike will do a great jobof telling our story and like what
(18:06):
PadSplit is and what is our philosophy.
And then just getting a sense of,hey, does this candidate kind of
seem like they'd be a good fit.
And a lot of times they are.
I don't think we have a lot ofpeople coming in and being like,
oh, I hate integrity, you know?
But it's, I think just trying as much asanyone can to look for things like that.
The fact that we've got such a greatmission, it's a pretty easy sell.
(18:27):
When we're talking to candidates,they, they are excited about
PadSplit, but, and you love to seethe enthusiasm and it definitely, it
reminds me of when I was applying forthe job and so excited about it too.
You know, I think it's a greatposition to be in that we are
hiring, we've got a bunch of newroles and people want to be here.
So I you know, get, like I said aboutthe company in general, we still have
(18:48):
to worry about tomorrow and make surethat you know, we can't just rest on
laurels, on our laurels, but I thinkpeople are very excited what we're doing.
Atticus LeBlanc (18:54):
So let's talk about tomorrow.
We I'm sure you could recite ourmission, vision guiding principles and
core values for everyone on the siteor everyone that's listening, but,
Gayle Abrahams (19:06):
Are you asking me to?
Atticus LeBlanc (19:07):
I mean, you could we haven't we haven't covered
that in in the podcast yet.
Considering this is our first episode,
Gayle Abrahams (19:14):
Yeah, I mean, maybe that's something you need to ask all of your
Atticus LeBlanc (19:17):
It's actually a great it's a great point.
Well, you could do it.
I mean, go ahead.
You got it.
You got it.
Gayle Abrahams (19:20):
So our mission is to help solve the affordable housing
crisis one room at a time- heyyyypodcast name while leveraging housing
as a vehicle for financial empowerment.
And then our vision is to create aworld-class marketplace that enables
the quickest and most effectivesolutions for the affordable housing
shortage for low income earners.
Atticus LeBlanc (19:41):
Excellent.
What's the difference betweena mission and a vision?
Gayle Abrahams (19:46):
A mission is I, would I, in my own words, a mission is what we're
trying to accomplish with our business.
And the vision is what is the business.
Atticus LeBlanc (19:53):
There you go.
I think it's very succinct.
and then what does CSP mean?
Gayle Abrahams (19:58):
Oh, it means to care, show it, and prove it.
Atticus LeBlanc (20:00):
There you go.
Gayle Abrahams (20:02):
And our values, man this, these questions...,
Atticus LeBlanc (20:05):
All hands, doesn't it?
Gayle Abrahams (20:06):
Yeah.
Really?
Well.
I never get called on anall hands, which is fine.
I think it's better to like,let everybody else participate.
But compassionate directness,which has been a lot of fun.
High integrity optimism, intellectualcuriosity, my personal favorite.
Strong work ethic, empathyand self-awareness.
Atticus LeBlanc (20:23):
Amazing.
So, so just like in allhands, you get a coffee for
Gayle Abrahams (20:26):
Ah, well, I already had my coffee this morning, but I'll have
next tomorrow I'll put it on the company.
Atticus LeBlanc (20:31):
It's.
You can have two cups of coffee every day.
Gayle, I'm
Gayle Abrahams (20:35):
I appreciate that.
Atticus LeBlanc (20:35):
but but yes.
Gayle Abrahams (20:36):
not to, but yeah.
Atticus LeBlanc (20:38):
So relative to mission, vision what's next?
What's next for you at the company?
What are the what are the thingsthat, that are exciting for
you outside of just the growth?
Or maybe it is just the growth thatthat you see coming down the pike.
Gayle Abrahams (20:51):
Yeah.
You know, I think this is an insight intothe conversation you and I often have, but
I really think what we have, it works andI want us to focus and just keep doing it.
I think there's so many neat things.
I was at a conference this week andwe were talking about, you know, data
monetization strategies and there'sso many other things that we could do.
(21:13):
Are kind of add-ons and you know,a second product to PadSplit.
And I do think that is our, in ourfuture, but I still think there's
so much for us to do with just ourcore product and what we do best.
So, you know, I don't have tospeak for our growth team, but I
think there's a lot of interest inexpanding PadSplit across the U.S..
Maybe one day outside the U.S.,
(21:33):
although my finance little heartis gonna start beating faster
of, you know, new currencies andnew, you know, country entities.
But we'll get there one day.
But I think there's just still so muchuntapped potential and, you know, talk
about the TAM, but you know, there, thereis so much market to be explored here
that I think we just for the next, atleast year or two, is just keep focusing
(21:54):
on what we do it and do it really well.
I think what we.
As a business, you know, we'll alwaysstruggle with though, is that we
are a technology company, right?
So because we're a technology company,but housing is not technology.
You know, at the end of the day,housing is a person who wants to rent
a room and a person who owns the roomand they're com you know, they're
(22:14):
interacting and you know, we talkabout AI and all the things AI can do.
Like at the end of the day,like AI cannot be housing.
AI is....
we have a physical personand a physical house.
And so.
Atticus LeBlanc (22:25):
to be clear,
Gayle Abrahams (22:26):
The, okay fair.
But I'm talking aboutthe non Matrix world.
Right.
But I think that as we scale,I mean we're already at 25,000
units, but once, as we continue togrow, it's how do you, how do we,
you talk about this allthe time, align incentives.
How do we build our process andour incentives so that people
have the best experience they can?
Because with technology, you justcan't, you can't be there to open
(22:49):
the door and welcome someone in andmake sure the movement goes great.
We have to incentivize the hosts and theother members to make that experience.
And so I think that's something that we'rejust gonna have to continue to focus in.
Not wor worry about in a good way, notworry about something is problematic,
but how do we ensure that as we growand we are just the technology piece
(23:10):
of it, that we can also ensure thatthe non-technology part goes well.
Atticus LeBlanc (23:14):
Right on.
And what about for you personally?
I mean, what keeps youshowing up for work every day?
Other than you're an amazingboss who just you know, is is
super supportive, but yeah.
What are the things that that keepyou motivated to continue to do
the work every day and what do yousee for yourself in the future?
Gayle Abrahams (23:32):
I know not every role in the company is, is as flexible as
finance, but that is one of the coolthings about finance and it's PadSplit
finance or anywhere is there's, yeah,there's certain meetings you have to be
at, certain podcasts you have at a certaintime, but there's a lot of flexibility.
And of course, being a remote company,there's even more flexibility.
So, you know, I can go off and managemy kids' t-ball team- go Hedgehogs!
(23:55):
You know, there there's things that Ireally appreciate that about, you know.
I'm motivated to work, but I'm also,I'm motivated to get things done because
I can have the flexibility to do.
Things outside of work as well.
So, you know, stay tuned.
Near, near town, little league,you're gonna be the champs.
But, you know, from work what motivatesme and I really just, I see the
tangible impacts of what we're doing.
(24:16):
It's been really fun forme from the beginning.
I like the building you know, cominginto PadSplit, it was like, Hey, how
do we want to report our financialsand organize our financial statements?
How are we gonna recognize revenue?
How do we calculate payouts and I thinkit's been, I've loved the building
piece of it, and so it we're kind ofevolving into this next phase, at least.
(24:36):
It's certain, I've done this afew times where it's okay, I build
the thing and then I hire theperson and pass it off to them.
And it's, that's beenvery fun and rewarding.
I like the, like putting my brain to work.
So that kind of motivates me of whateverthat the project du jour, I have to go
figure out and simplify and streamline.
But I think, you know, I also likethe, we learn a lot as a company.
(24:57):
You know, one of our values, asI've mentioned is self-awareness.
And really, even before my timeat PadSplit, I've always been
a big believer in the cycle ofself-awareness and validation.
Like you strive to know yourself,but hey, perception is reality and
how people perceive you is a bigpart of, you know, being self-aware
(25:17):
is knowing how people perceive you.
And you can't know thatwithout some feedback, right?
You can guess and you wannahone your ability to catch
how people perceive you, but.
Having that validation, gettingthe feedback, whether it's the
compassionate directness or just inthe day-to-day work that we do of
like trying something and seeing if itworks or if it doesn't and testing it.
(25:37):
We do a lot of testing,which I know we should.
But I get really excited to buildsomething, test it, and then get
the validation if it works or not.
So I think that it goes intoself-awareness of me as an individual, but
also about what we're doing as a company.
Getting those, that validation, Imean, from hosts and members, right?
We go do something, they tell us theylove it or they don't love it, right?
And then we react.
(25:58):
So, that, that's a lot of my motivations.
Atticus LeBlanc (26:02):
Well, good stuff.
Well, yeah, I mean onto the therapid fire portion of the show.
Yeah.
We're gonna run through justsome quick questions and look
for relatively quick answers.
Best advice you've ever received ina word, a sentence, a maximum of two.
Gayle Abrahams (26:17):
Well, it's, I maybe have two sentences, but my father once
told, once, advised me that the, thisis so cheesy, but I'm gonna say it.
Atticus LeBlanc (26:27):
That's what parents are for.
Gayle Abrahams (26:28):
Most important things.
Yes.
The most important things in lifeare your health and your happiness.
And if you're lucky enough to have yourhealth, then do what makes you happy.
Atticus LeBlanc (26:36):
I love it.
That's amazing advice.
And not at all cheesy.
I think that's straight into the
Gayle Abrahams (26:40):
I mean, it's cheesy, but it's good.
Atticus LeBlanc (26:41):
Thanks.
Thanks dad.
Gayle Abrahams (26:43):
Thanks dad.
Atticus LeBlanc (26:43):
If you could instantly master one skill outside
of your field, what would it be?
Gayle Abrahams (26:50):
Oh goodness.
This is sort of a question du jour.
'Cause it's something that I havenerded out a bit with lately.
But the coffee shop I frequentdown the street every Sunday
they have a Go club, like peopleplaying Go that very advanced game.
And I really know nothing about it exceptit's really old and like very logic based.
And I'm like, I think my brainshould be able to handle this.
(27:12):
So I found like a little onlineapp and I'm slowly learning how to
play the game, but I know it takes.
A long time to sort of like half learn it.
So that is what I really wanna, I want togo hang out with the Go Club, but I got a
Atticus LeBlanc (27:24):
I thought you were gonna tell me that you wanted to be a
barista and you could make those littledesigns on the top of coffees 'cause
Gayle Abrahams (27:29):
No.
I just want the, I love my baristas.
They're really good at their job.
I'm not gonna try to match
Atticus LeBlanc (27:34):
Don't put 'em outta work.
And then what is one habit thatyou think has changed your life?
Gayle Abrahams (27:42):
Oh my goodness.
I don't know that I have agreat answer for that one
habit that has changed my life.
I can't think of
Atticus LeBlanc (27:51):
You should have expected this one since you know that Atomic Habits
is like one of my favorite book Gayle.
So I mean, you have to
have one Atomic Habit that you thinkjust drives you or makes you successful.
Gayle Abrahams (28:05):
I mean, I.
I use my to-do.
I have a crazy to-do list.
Is that a good habit?
Atticus LeBlanc (28:10):
It counts.
It depends what you do with it.
Gayle Abrahams (28:12):
I have a, I have the same to-do list template.
It's an Excel file and it's calledDo It from, I think some like
Owen Wilson movie a long time ago.
Do it.
And it's the way I organizeeverything I have to do.
I think that makes me quiteaccountable, I guess as my boss.
You could give me thevalidation if it's good or not.
But I think I've usedthis organizing this way.
(28:34):
I organize like my priorities andwhat's due and what I can wait
on and what's think about later.
I used to, back when I was a, youknow, a early in my management
career, I also kept them from myteam of what I asked them to do.
But now my, we have other reallygreat one-on-one tools that we use.
But yeah, I've used the same Excelfile and I will tell people that
you don't have everyone I know.
(28:55):
Their brain works a little bitdifferent, so not everybody, I'm like,
I'll show you the way I organize,but you do not have to use it.
But you need a way to write things down.
I know I've met one person in mylife who can remember everything.
I mean, this guy, we were workingon an audit together and he would
be interviewing like, you know,clients at the company and he
would just sit there and listen.
(29:16):
And he really remembered everything.
Anyone else that I've seenthat just doesn't take notes,
I'm like, you just you're not
Atticus LeBlanc (29:21):
Well, now we have AI for
Gayle Abrahams (29:22):
And I know.
Yeah, well, oh, that's true.
I mean, this was like 20years ago, so 15 years ago.
But you know, I think just likehaving a way to organize and keep
track and be accountable, my to-dolist has served me for many years.
Atticus LeBlanc (29:34):
Love it.
And then lastly for business orpleasure what have you been reading or
watching that that you would recommend?
Gayle Abrahams (29:41):
Ooh.
Well, so it's funny, I use the Libby app'cause I just refuse to buy things that
Atticus LeBlanc (29:47):
Why
Gayle Abrahams (29:48):
paper and waste.
I have all these books behind me,but they're mostly my husband's.
But, so I use the Libby app.
And I'll put something on hold andit'll just, you know, three months
later, it's so I don't know where Igot the recommendation, except I do
know my husband loves this book is abook from, I think, early two thousands
called The Adventures of Cavalier andAmazing Adventures of Cavalier and Clay.
(30:09):
Have
Atticus LeBlanc (30:09):
I have not.
I'm writing it down.
Gayle Abrahams (30:12):
Okay.
Well, I mean, it was, I thinkit's, I think it won the Pulitzer.
I mean, it was like a veryhighly well regarded book.
And it's a novel, but it's takesplace in the, you know, World War II
Holocaust and it's about these twocousins that create a comic book.
I'm not even really sure exactlywhat it's all about, but I know
it's a very well regarded bookand I'm really enjoying it so far.
And actually, my aunt just sentme an email that they're turning
(30:34):
it into an opera in New York City.
So I don't know, but I'm really liking
Atticus LeBlanc (30:40):
It's gotta be good.
Well love it Well, listen, Gayle.
Thank you so much for being the very firstguest on the One Room at A time Podcast.
Gayle Abrahams (30:47):
It's been a pleasure.
Atticus LeBlanc (30:48):
Thank you for being a great leader in the
industry and at the company.
We certainly would not be here withoutwithout your support, dedication,
and hard work over the years.
I know that you truly understand theopportunities and challenges because
you've witnessed them yourself in yourrole in helping us build PadSplit.
But and for our audience wherecan people learn more about
(31:10):
you or about PadSplit, but.
Gayle Abrahams (31:15):
You asking me?
Atticus LeBlanc (31:15):
you
Gayle Abrahams (31:17):
You can find us at www.padsplit.com.
We have a pretty good socialmedia presence as well.
You can find us on LinkedInor Facebook or Instagram.
Atticus LeBlanc (31:26):
Are you active anywhere?
Gayle Abrahams (31:28):
I have LinkedIn.
You can find me on LinkedIn.
Gayle Abrahams.
Atticus LeBlanc (31:31):
On.
Well,
Gayle Abrahams (31:32):
nice having a similar to you have a name that there's not
a lot of us out there, so if youlook for my name, you'll prob I'll
probably be the first on the list.
Atticus LeBlanc (31:38):
Uh, Good stuff.
Well, uh, well, thank you again.
This has been fun and appreciateyou being a guinea pig here.
Gayle Abrahams (31:47):
Yeah.
My pleasure.
Atticus LeBlanc (31:48):
So if you like this episode of The One Room at
A Time Podcast, don't forget tosubscribe or suggest another guest.
You can learn more aboutus at PadSplit.com/podcast.
And Gayle, thank you and thank you for allour listeners and viewers for tuning in.
See you next time.
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