May 9, 2025 • 45 mins
What if technology could improve human connection in senior housing—not replace it?
In our latest episode of the Senior Housing Investors Podcast, Sue Graves shares how thoughtfully implemented tech solutions are transforming both the resident experience and the employee experience in senior living communities.
From reducing staff turnover to streamlining operations, here are just a few highlights:
✅ Conversational AI handles up to 80% of routine inquiries
✅ Robotics reduce physical strain and increase efficiency
✅ Earned wage access has cut turnover by up to 60%
✅ QR code-enabled shuttle requests eliminate thousands of monthly calls
✅ Digital tipping improves retention and service quality
Susan makes it clear: the future of senior housing isn’t about replacing people—it’s about empowering them to focus on what matters most: meaningful, human-centered care.
🎧 Listen now and learn how to reimagine operations through tech.
📩 Want to connect? Reach Susan at sue@experiencealive.com or on LinkedIn.
#SeniorHousing #TechInSeniorLiving #DigitalTransformation #EmployeeRetention #ResidentExperience #SeniorHousingInvestorsPodcast #HavenSeniorInvestments
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Sue Graves (00:07):
I think, the more that we can take repetitive
tasks that also cause injury,right in some cases, when you
think about a housekeeperpushing and pulling a vacuum all
day.
How do we take those repetitivetasks and let technology to
take care of those repetitivetasks and allow our most
valuable asset, which is ourlabor, that is experiencing in
(00:30):
our industry over a 70% turnoverrate, how do we make them stay
Okay?
So how do we enhance the stayfor our employees so they can
enhance the stay for our guests?
That's what really needs totake place.
Stay for our guests that's whatreally needs to take place.
We've got to institutetechnology faster to take care
of repetitive tasks so our laboris happier and, again, happy
(00:51):
employees make happy guests andmake happy residents.
John Hauber (01:00):
Welcome to the Senior Housing Investors Podcast
.
If you are an owner operator,investor, developer or buyer of
senior housing, you've come tothe right place.
The best way to stay connectedwith us is to sign up for our
weekly newsletter athavenseniorinvestmentscom.
This podcast doesn't existwithout you, our community.
(01:22):
Thank you for listening andreach out to us anytime.
Kelsie Heermans (01:32):
Welcome back everyone.
Today, our host, john Hauber,is speaking with Susan Graves.
Susan is the founder and CEO ofExperience Alive.
Experience Alive deliversmodern, cost-effective
technology solutions for thehospitality industry, enhancing
guest satisfaction, reducingoperating costs and optimizing
staffing to drive greater valuefor owners and asset managers.
(01:56):
Take it away, john.
John Hauber (01:58):
Thanks, kelsey.
Sue, Welcome to the show.
Sue Graves (02:02):
Glad to be here.
Thanks, John, for having me.
John Hauber (02:04):
You're welcome, and so Kelsey gave us a background
on you.
But I want to ask you a real,pointed question right away, and
that is you come out of thehospitality.
You know the hotel business,convention centers, restaurants.
How does that pertain to seniorhousing?
Sue Graves (02:20):
Well, we've got guests, we just call them
something different.
You call them residents, wecall them guests.
So, and it depends, frankly, onthe length of stay.
So one of the brands I workedfor was Extended Stay.
The average length of stay forme was 14 days.
So, you know, for some of thosethey do become residents,
(02:46):
residents.
I did host a group for two anda half years that were building
a new automobile in Detroit, andso I guess I could have called
them residents, but they wereguests and they became family,
and so I feel like that'sprobably what happens in senior
housing is like family in thehotel business, depending on,
like I said, what brand you'reworking in.
They can be guests.
I ran airport hotels andthey're in and out in 1.2 days,
(03:09):
so, and then long-term stayeasily could be corroborate with
senior housing.
So there's food there, there'sfood in hotels, there's food in
convention centers to a greaterdegree, so it all kind of
mirrors each other.
John Hauber (03:24):
Awesome.
So your passion and you and Ispoke offline for a while, but
your passion is technology,correct.
Sue Graves (03:33):
My passion is to institute technology to be a
human companion in thehospitality industry, that is,
and senior housing as well, totake care of repetitive
questions, allow the humans tohave more time to have human
contact, which is what we're allbuilt for.
Why we go into the industrythat we love is, to you know,
not answer the phone 50 times aday telling somebody what the
(03:56):
restaurant hours are, butinstead how can I help you have
a great experience in our city,in our hotel, in our resort, on
our cruise line, in our seniorhousing.
So that's the point of peoplegetting excited about being in
the hospitality business istaking care of people and making
sure they have a great stay.
John Hauber (04:13):
So what is your vision as a operational
technology consultant?
What do you envision for thefuture in both of our industries
?
Sue Graves (04:21):
Yeah, I think, the more that we can take repetitive
tasks that also cause injury,right in some cases, when you
think about a housekeeperpushing and pulling a vacuum all
day.
How do we take those repetitivetasks and let technology to
take care of those repetitivetasks and allow our most
valuable asset, which is ourlabor, that is experiencing in
(04:44):
our industry over a 70% turnoverrate?
How do we make them stay Okay?
So how do we enhance the stayfor our employees so they can
enhance the stay for our guests?
That's what really needs totake place.
We've got to institutetechnology faster to take care
of repetitive tasks so our laboris happier and, again, happy
(05:05):
employees, make happy guests andmake happy residents.
John Hauber (05:08):
Yeah, amen.
We've been touting that formany, many years, so what
operational pain points are thestaff experiencing that could be
relieved through thistechnology that you're going to
go over with us?
Sue Graves (05:21):
Well, in its current state, they might not even
realize sometimes that it's apain point because it's what
they've been taught to do.
So oftentimes you'll walk intoa hotel and they've got, you
know, they've got two phones intheir ear answering repetitive
questions and they've got alineup of guests that are just
trying to get to their room andmay have a quick question to ask
.
And that's where the human tohuman contact needs to take
(05:43):
place is at that desk, whenyou're greeting that customer
and taking time with them to seeif they have extra needs that
you can address for them, tomake sure that they have a
pleasant stay with you and showthem around the city you know,
help, help them understand, youknow the city, what restaurant
they might be able to take aclient to, et cetera, et cetera.
Able to take a client to, etcetera, et cetera.
(06:06):
So if we can institute someconversational AI to take care
of those repetitive questions,keep those guests in front of
the employee being taken care of.
That's what really needs to bedone.
So conversational AI can take50% of calls off a front desk.
Onboarding can be.
There's conversational AI thatcan improve onboarding, taking
80%, cutting onboarding time by80%.
So imagine if you could hirefaster and hire better talent
(06:30):
faster.
That's what conversational AIcan do.
These are affordable solutions.
Then enter into the scenerobotics.
Imagine a patient or a residentin your case requesting a glass
of water.
Maybe they buzz that into thefront desk.
Is a nurse now carrying thatwater back and forth?
(06:50):
Okay, so that's a lot of stepsand, yeah, people want to get
their steps in, but maybe notthat way.
So what if robotics coulddeliver that water and save that
nurse time to spend nursing?
You know what he or she istrained to do, what a desk clerk
is trained to do.
So oftentimes, when a hotelguest calls down for extra
(07:12):
towels, you've got a front deskclerk that is already
short-staffed at the front desk.
Now they're running towels upto a room.
So think about that repetitivetask having a robotic companion
to take those towels up to theguest.
The guest is going to get afaster delivery.
They're probably going to get acleaner delivery, because you
don't know where the hands areand where they've been carrying
(07:33):
those towels.
They're going to get a faster,cleaner delivery and it's kind
of fun from a robotic deliverystandpoint.
They, you know you can playgames, you can press a button,
but the guest is alerted to thefact that, hey, you've got a
robot coming up and the hotelstaff can name the robot, so it
becomes part of their team.
They love it, it's a lot of fun, the guests love it and they're
(07:53):
using it.
You know, for retail as well.
So imagine calling down to aretail outlet and you just want
coffee and a Danish in themorning.
Now a robot can deliver that toyou in less time.
The average wait time right nowfor a robot is six to eight
minutes.
The average wait time for aguest for a room service is 30
to 45 minutes.
(08:13):
So what would you like to have?
You want your coffee in six toeight minutes and the robot can
actually call the elevatorthemselves.
So it acts like, you know, acompanion.
I call it a human companion forour wonderful labor that's
working in the industry justtrying to take care of guests.
John Hauber (08:30):
All right, let's put that to the back end,
because that's where we want toend with this cool robotics
stuff.
Okay, it's coming, okay, butlet's talk about that
conversational AI that youmentioned.
How robust is it today, and canyou give us an example of how
one of your clients is using itwithin their community or within
their hotel?
Sue Graves (08:51):
more repetitive questions you get.
So I'm going to take a bighotel, I'm going to take a
thousand room hotel located inAtlanta and offloading more
almost 80% of calls off thefront desk in about 120 days.
(09:12):
That is a lot of calls.
So now you've got.
What does that do to morale?
Think about all those callsbeing taken off the front desk.
Conversational AI can evenaddress giving you know.
Oftentimes there's a lot ofcalls for guests that need a
invoice or a bill from theirprevious stay.
(09:34):
So instead of transferring thatcall to accounting,
conversational AI can actuallylook that up in the system and
process that request immediately.
So these are the kinds ofthings that are out there.
They've been around for years.
These are not new.
They're entering into thehospitality industry because
hospitality is now consideringthe adoption of these great
(09:55):
solutions From an onboardingstandpoint.
Imagine, you know, aconversational AI solution that
sits on job boards that actuallyresponds to the top three
questions that you want to askand then continues that
conversation with the employee,even scheduling the interview
(10:18):
for the candidate, giving theman opportunity to reschedule,
giving reminders.
All of this happensautonomously.
The only thing in this solutionthat the staff has to do is
actually interview the candidate.
But as far as giving a joboffer, that's all handled
autonomously.
All of the paperwork for hiringis sent digitally and digitally
(10:41):
signed.
So now you're taking that riskaway that people are sometimes
concerned about.
Did I get an employee to signall the appropriate paperwork?
Did it go into our ATS system?
That can autonomously be sentinto your ATS system or you can
utilize the solution as your ATSsolution if you don't have one.
So when I say 80%, I mean 80%.
(11:03):
So I'm gonna give you a reallife example of a hotel, a large
hotel, that needed to hire6,500 people and did so in under
120 days.
Now they expected 80,000applicants for 6,500 jobs to be
filled.
They received 320,000applications.
They received 320,000applications.
(11:24):
If you can imagine what thatwould look like, john, to
process, humanly process 320,000applications it would be
virtually impossible and to getthat hiring staff and get that
hotel opened in 120 days.
So these are phenomenalsolutions that are affordable
(11:44):
and help with human capital thatwe have and take the stress off
of the day-to-day functionalityof repetitive tasks.
John Hauber (11:52):
So Sue, how many FTEs full-time employees are
reduced by this conversationalAI or automation in the hiring
process.
Sue Graves (12:04):
Well, that's a great question, John, and I'm not a
proponent of reduction.
I'm a proponent of reallocation.
We have valuable resources.
The labor in the hospitalityindustry is already
short-staffed Over 67% of hotelsare short-staffed now.
So what I talk to people aboutwhen I talk to them about these
solutions is imagine what thereallocation of that most
(12:25):
valuable asset would look liketo help support your strategic
goals and to help make you moremoney doing things that robotics
and conversational AI can't do.
So I'm not a proponent ofreduction.
I'm a proponent of reallocationand helping relieve the stress
and pressure that is currentlyout there and is a real thing
(12:47):
for the hospitality industry.
John Hauber (12:49):
So what tasks are ideal for automation versus
human interaction in hospitalityor senior living?
Sue Graves (12:57):
So when I talk about repetitive tasks, think about
repetitive questions thatconversational AI can address.
When I spoke about the takingthe 80% of questions, they
guarantee this company that Iwork with guarantees 50% offload
to the front desk.
So when this hotel achieved 80%, they were even blown away, so
(13:20):
you can imagine.
So when I talk about repetitivequestions, yeah, I don't know
the exact repetitive questionsthat might be faced in senior
housing, but they might be alittle bit similar what time are
dining hours?
You know?
Do we have valet?
Where do I tell my familymember to park?
Do you have spa services?
What time are the pool hours?
What time are the recreationhours?
(13:41):
What time are the recreationhours?
All these questions arenecessary that you know
residents or guests alike faceand need an answer to.
But when you haveconversational AI that can speak
in 20 different languages and40 different dialects, it sounds
like a real human.
So do you want the answer fastor do you want to be put on hold
(14:02):
?
You know, and wait for thatanswer.
I think the answer really isthe guest doesn't care how they
get the answer, they just wantan answer and they want it
quickly.
So these are the kinds ofsituations that conversational
AI can improve and helpemployees have a better stay as
well.
We want to extend the life ofthe employee just as much as we
(14:25):
want to extend the happiness ofthe guest you know or resident.
We want them to be happy.
How do we take these thingsthat are repetitive off their
plate so they can focus on thehuman needs?
John Hauber (14:37):
Tell us about some of those human needs that all of
a sudden you take theserepetitive tasks off of
caretakers, take theserepetitive tasks off of front
desk staff.
How about that human connectionenhancement that comes from
automation and robotics?
Sue Graves (14:58):
Yeah, that human connection is so important being
able to come out from behindthe desk and welcome you know a
family and give a little youknow stuffed toy or something
like that to kids that are thereand have a conversation and ask
the family if there's anythingelse that they might need during
their stay.
Do they know what you know?
Asking them like what is thepurpose of your stay?
(15:21):
How can I help you have a greatstay with us?
So, if you release some of thispressure that's unnecessary
right now with the technologysolutions that are in place,
release that and relieve that,what kind of passion does that
employee have now to do whatthey're hired to do, which is to
(15:42):
help create better guest andresident experiences?
What do you do with a nursewho's on the phone answering
repetitive questions rather thanspending time with the resident
who might need care or wants totalk to them about family
members that might be visiting?
How can they make that a betterguest experience and resident
experience?
(16:02):
That's what we need to focus onand when we relieve the
pressure for this repetitivestuff that, yes, needs to be
answered, but doesn't need to beanswered by a human boy.
It just opens the doors foramazing experiences that can
take place and builds brandloyalty.
John Hauber (16:20):
Well, I also think that what it does is it allows
those full-time workers to feellike they're making an impact,
that they're coming to work anddoing what they actually love,
and that's either caretaking,connecting with humans,
hospitality in the hotelindustry, rather than the
(16:42):
mundane tasks that take place inthese environments.
It's got to give them atremendous joy to come to work
every day because now they havea companion working alongside
them that helps them give agreat resident experience.
Would that be fair to say?
Sue Graves (17:01):
Yeah, it's empowering.
Technology is empowering for,you know, for senior living,
housing as well as, you know,hotels, resorts, convention
centers, the way we cancommunicate.
It's just empowering for theemployee and empowering for the
guests.
It's a great experience.
John Hauber (17:19):
So you know, across the United States there's many,
many small hotels, small seniorliving communities.
They don't always have a techbudget.
What is the baseline tech thatan individual community needs to
be able to bring in thetechnology that's coming up?
Sue Graves (17:41):
Conversational AI is the baseline.
It needs to be instituted inevery facility as soon as
possible and they can onboard intwo weeks or under.
It's not a difficult.
These are affordable, easy toimplement solutions.
Obviously there's refinementthat is taking place because you
want to individualize right.
For every senior housing areathere are different questions
(18:05):
that guests may have about thearea, so you work alongside
these solution providers toinsert the individuality that's
needed for a hyper-personalizedexperience when the guest is
staying at the hotel or theresident is residing in a senior
housing environment.
So that does take time to buildbut it learns fast and there's
(18:28):
constant.
You know white glove treatmentand you know introduction and
it's something that should beinstituted in every single hotel
, every single resortimmediately and every single
senior housing.
John Hauber (18:43):
I agree.
So let's pivot.
Okay, let's get into some ofthe more fun stuff.
Okay, and that is, you know,robotics.
Are they having an impact nowand are they being utilized, and
what is the impact foroperations, employee and guests?
And Sue, you, sue, I sawsomething on YouTube that showed
(19:04):
a robot in a hospital settingcleaning a bathroom.
Can you imagine if we get totake away from the caretakers
having to clean bathrooms, howhappy they would be?
Sue Graves (19:19):
Yeah, nobody wants to clean a bathroom.
Yes, there is a company thatdoes that.
I would say that I have lookedat that technology and I've
interviewed those founders andthey've come a long way with
that half three years.
And I don't work with 400.
(19:44):
I work with the top, you know,20 to 30.
They're making the biggestimpact.
They're affordable, they solvea really big problem pretty
easily, they're easy toimplement and that's a solution.
But I always help founders.
That's a solution that I didn'tadopt right away because I told
them that we need to downsizethat machine.
You got going on there, but,yes, it is something that is
(20:05):
coming.
The solution that I work withnow is instituted in hotels.
There's a hotel in Californiathat just ordered another
delivery robot.
So this delivery robot and theyname them this delivery robot
it's an independent hotel andthey have two robots that
actually can, you know, can runcoffee and Danish and minor
retail things that fit rightinside of it.
(20:28):
So it's safe, it's secure, it'slockable and this robot will,
you know, make its way.
It's LIDAR detection, so itmakes its way to the elevator,
it calls the elevator, doesn'tpress a button anymore.
Used to have a little appendage.
I called it to press the button, but doesn't do that anymore.
Through API integration with theelevator companies it can call
(20:48):
the elevator, goes up to thefloor and will alert the guest
by phone that they are at thedoor.
And so the desk clerk.
So imagine this is what happens.
You know Simon will be up, youknow, momentarily to deliver
your coffee and your Danish.
So they give it a name.
It's part of the employee staff, you know.
And so the desk clerk now, orthe food and beverage attendant
(21:11):
now, just puts you know, safelyand securely, puts the beverage
and the, you know whatever theguest has asked for, puts it
right inside the littlecompartment that actually can
fit a pizza inside there andtowels if guests call for extra
towels, extra pillows, butanyway and then takes that up to
the guest, alerts the guest,the guest pops that open.
(21:34):
It actually says thank you on itand they can play a little game
if they want.
I mean, it's gamified, it's fun.
And then they you know theguest doesn't have to tip, they
don't have to rush around tryingto figure out a tip.
You no longer have somebody atyour door saying you know, is it
okay if I enter?
Oftentimes you're counting on30 minute delivery.
So you're trying to grab aquick shower.
You might not be in the bestposition to answer the door, so
(21:56):
you're like sneaking out there.
So yeah, it just makeseverything fun.
Guests are taking Instagramposts, you know, doing Instagram
posts of the robot and theirdelivery.
So now guess what that hotel isgetting?
You know some brand excitementand they're getting some
Instagram posting around it.
They're getting some extramarketing.
They didn't intend on and youknow the robot is safe and
(22:17):
secure and they pop the top downand the robot delivers the next
item.
John Hauber (22:21):
So that's one of 20 that you said that are in your
top 20.
Let's name like four more thatare top of your list, like oh my
God, this is coming.
This is so cool, it's savingtime, it's making our employees
happy.
Other than conversational AI,what robotics or other
(22:43):
technologies are coming to theforefront in hospitality so that
our senior living investors andowners and operators can learn
from you as a consultant in thehospitality industry to bring
that into the senior livingspace?
Sue Graves (22:59):
Yeah, I mean training and development is huge
.
There's not enough trainingthat's taking place.
If we really put that highvalue on the employees, then we
would really be focused ontraining and development.
There are training anddevelopment solutions that are
using AI and machine learningnow to actually give
(23:22):
non-subjective feedback.
If you think about sitting downand coaching somebody now it is
a human to human, so there areinherent things that take into
play that make that discussionvery subjective.
If you like the person alreadybut they're having a little bit
of a problem or a struggle, youknow you might deal with them
(23:44):
differently.
If Joe is having problems andboy, I got to coach Joe, you
know, maybe you're not so niceto Joe.
So if you take that humanfactor out and you allow machine
learning and AI to do coachingcoaching using AI ML has a
proven track record of improvingguest satisfaction by 10 to 20
(24:07):
points almost within 30 days, 10to 20 point increase.
So hotels that are currentlysuffering from lower guest
satisfaction are institutingthis to help train not only
their leaders but any positionwithin a hotel to help support
improvement of guestsatisfaction.
And that happens within 30 daysusing AIML and the employee
(24:33):
that's going through thetraining receives feedback
within minutes that is notsubjective in nature and gives
them a real opportunity toimprove and develop their skills
.
So training and development byfar is.
I have two training anddevelopment solutions.
One of them, actually, isgamified using animation.
(24:54):
So training employees inbite-sized pieces.
So we all know TikTok andInstagram and all those reels
have a timeline on them, right?
Well, they have a timeline onthem because people get
distracted pretty easily.
So imagine doing your trainingsegments in three to five
minutes.
So gone are the days where youget everybody into a room and
(25:15):
you say, okay, for the next sixhours we're going to go through
training X, y, z.
No, let's empower the employeesto take the training in three to
five minutes at a time.
It's logged autonomously, itgoes into the ATS system so it's
documented for performancepurposes and for any risk.
You know, senior housing, Iknow, has a lot of oversight,
right, and hotels have oversightas well.
(25:36):
Depending on what state, city,county that you're in, whatever
jurisdiction, there are lawsthat are in effect for, let's
just say, human trafficking.
Training has to happen in somehotels, depending on its
jurisdiction, within a 90-dayperiod of time.
Well, we've got a highly paidhuman resource director spending
a significant amount of time onan Excel spreadsheet now making
(25:59):
sure that Joe in the kitchensorry Joe or Sally in
housekeeping completes thattraining within 90 days.
Why don't we let that happenautonomously?
Why don't we let the employeetake that in chunks when they
have time to take that and getthat training done in a really
great, fun way Instead?
(26:20):
I hate to say that that couldbe fun, but other training can
be more fun.
Let them take that training ina fun way and smaller,
bite-sized pieces that areabsorbed quickly and you know
you're meeting your goal andit's done autonomously.
Let's save that him.
Resource director for workingon higher strategic needs of the
organizations.
So that's just one, oh, that'snumber two.
John Hauber (26:42):
Oh, that's number two.
Oh, that's number two.
Give me a number three.
Sue Graves (26:45):
Yeah.
So one thing that's really coolI ran three airport properties
and shuttle service is a realheadache.
Ok, there's 2000 to 6000 callsthat come in for shuttles at a
at a front desk Wow, at anygiven time for an airport
property.
So imagine stranded flights,which I dealt with many of those
(27:09):
.
I ran a property in Detroitthat was an airport property.
So if you can imagine theamount of the volume of calls
that would come into the frontdesk.
So now you've got strandedcustomers calling to find out
your location, calling to findout if the shuttle is on its way
.
In the meantime, you've got thefirst or second batch of 14 to
20 passengers being dropped offthat need to be checked in.
(27:30):
So now you've got a desk workon the phone trying to take care
of a stranded passenger at thesame time at the front desk.
What does that look like to you?
It's chaotic.
So this solution that hashappened.
When I found these guys, I waslike, oh my God, where were you
when I was running airportproperties?
So you know there's valetservice and shuttle service at
(27:52):
senior and senior housing aswell.
So imagine using a QR code, notan app, to be able to identify
where the shuttle is like Uberor Lyft right now.
Okay, so now the guest knowswhere the shuttle is, they're
stopping all these unnecessaryphone calls to the desk,
allowing the desk clerk to onceagain take care of the guests in
(28:14):
front of them and get themcomfortably checked in.
Maybe a chaotic situation, butimagine being able, from a
senior housing standpoint, beingdropped out for shopping or any
other type of activity thatmight be taking place, and they
can actually view the shuttleand its location.
They can actually book theshuttle themselves.
They can let the shuttle driverknow that they've got two kids
(28:36):
and they've got extra groceries,or they've got extra baggage,
or they're bringing golf clubs.
All of that can take placeautonomously without a desk
clerk's involvement.
Now imagine if a desk clerk nowsees that transcript upon
check-in and they know that onthe next shuttle we've got four
kids coming in with a family andthere's two sets of golf clubs.
(28:57):
Imagine what that experiencelooks like and what that first
connection looks like now at thefront desk instead of being
surprised.
So it's a win for the guest,it's a win for the employee.
Saves all those phone calls offthe desk 2,000 to 6,000 calls a
month off the front desk.
So that's number three.
(29:19):
That is a huge, so give me arobotics.
So there's cleaning robots.
We talked about the one thatcleans bathrooms.
There are robots that canvacuum autonomously now.
Now it takes a human to bringthe vacuum up to the spot.
But you know what?
All of this is mapped out,pre-mapped out.
The robot now can read a QRcode on its own, once the human
(29:39):
drops it off and puts it inplace to read the QR code zone.
Once the human drops it off andputs it in place to read the QR
code, the robot now autonomouslycleans a bankrupt facility,
cleans hallways, cleans guestrooms, vacuums.
Okay, not only that, it cansend an alert to the houseman,
housekeeper, attendant let'sjust put it that way attendant
(30:00):
saying I'm done with floor four.
And so now then the human comesup and brings it to the next
floor.
It will tell you how full, howmuch debris it picked up.
It can even tell you what theoxygen level in that room was
during that period of time.
I mean, there are so manysensors now that go into this,
but in its current state, we'vegot vacuuming or mopping taking
(30:24):
place.
There is a robot that canactually vacuum and do the
mopping and recycle the waterindependently of a human, so all
of these things can take place.
Imagine that going into aresidence facility a residence
facility that might have carpetcan take care of the vacuuming.
Now the push pull of a vacuumright.
John Hauber (30:46):
Yes.
Sue Graves (30:47):
Causes a lot of injuries in the workplace.
If we want to extend the lifeof those employees, we need to
replace that repetitive taskwith something that can support
them bringing the vacuum to anew location, not doing the
vacuuming.
So these weren't previouslyavailable, they are now, and
every hotel and everyresidential living space should
(31:09):
take advantage of these simplerobotics that are saving time,
adding consistency, saving moneyand implementing safety.
Frankly, you know that therobot is reporting that they
vacuumed.
You don't know that ahousekeeper has fully vacuumed,
that to the extent that it needsto be vacuumed.
These robots can actually readand detect obstacles, so it can
(31:35):
go around housekeeping carts.
It can go around banquet chairs.
It's not going to hit a human,it will stop, and oftentimes
humans want to play with themand play with the robot.
I've watched this happen in avery, very large resort, but it
will pick up anything from ahair clip or anything on the
floor, not just dust and dirt.
(31:56):
So these are amazing solutionsthat are available now and, like
I said, they can do the moppingas well for the heart of house.
John Hauber (32:05):
So okay, so we have these that are here now, and
then individuals who are kind ofwatching the news and such.
You have an Elon Musk who'stalking about the Optimus robot,
humanoid robot, dexterity oftheir hands, saying that in some
of his podcasts that there'sgoing to be, you know, I don't
(32:27):
know, one billion of theseroaming the Earth in 10 years.
Let's, let's get a littleesoteric and say, ok, you know,
sue, what do you see coming?
I mean, you're, you'reingrained in this robotic and
artificial intelligence.
When do you see that beingimplemented in the home and
within hospitals, withinhospitality, within senior
(32:51):
living communities?
Sue Graves (32:53):
Yeah, well, I'll tell you.
I hope it's in before I retire,john, because I'm going to hire
.
You got a name for mine and I'mready to go, that's awesome.
There are already robotics thatare, you know, folding laundry
and picking up probably pickingup the kids' toys.
I don't know In-houses now,that's available now but I do
see humanoid robots making a bigimpact.
The dexterity that you spoke of, especially with the fingers
(33:16):
and the hands, has notpreviously been available.
They've come a long way from atechnology standpoint available.
They've come a long way from atechnology standpoint.
There are robotics now that canactually pick up an egg and put
it in a container, you know,seamlessly, without breaking the
egg.
So the dexterity that is neededfor housekeeping, when you think
(33:38):
about making a bed, when youthink about all the bending and
lifting and I was tall, I stillam tall and when I was in
housekeeping I had to make thebed on my knees because my back
was too painful.
So I had volleyball knee padsand I would make those beds on
my knees and save my back andsave my knees.
So you know, if you think aboutthe injuries that are caused,
(34:01):
you know, by the twisting andthe turning and taking out your
back, all these repetitivethings can go away.
Now imagine that human, youknow, using the robotic as a
companion.
Maybe the robot takes one sideof the bed and the housekeeper
takes the other side of the bedand they make the bed together.
Now you can do it faster, right?
So instead of 17 minutes a roomyou know you could probably
(34:21):
make that you know you can makeup 10 minutes a room Well, 10
minutes a room means a lot,right?
You can save a lot of time andlabor.
They are going to be in themarket, they are going to be
affordable.
It's a matter of time.
John Hauber (34:36):
All right.
So when I put a $10 bill on thedresser for my housekeeper, how
happy is he or she?
Sue Graves (34:46):
Very happy.
But I will tell you, john, evendigital tipping is in place now
, so I support a digital tippingQR code, not an app.
It's not an app.
So when a guest checks in,they've got a QR.
Less than 15 percent of guestscarry cash.
It's probably less than 10.
Ah, interesting, everybody'susing Apple Pay.
(35:08):
Everybody's using Visa,mastercard, you name it, amex,
whatever they carry now in theirwallet.
And do you know how bad peoplefeel when they can't leave a tip
?
John Hauber (35:18):
That's right.
Sue Graves (35:19):
Digital tipping is in place now, allowing you to
actually access that QR code,leave a tip.
And you can not only leave atip, but you can also leave a
really nice message for yourhousekeeper, and if there's
something wrong in the room, youcould report it there.
But most people use it as a wayto say thank you to their
housekeeper Great clean room.
(35:40):
Really appreciate you.
So there's comments that areavailable to use.
If you should choose to usethat, you don't have to.
You can do the tip and thenleave.
And not only that, that tipgoes right onto your bill.
So now you can record that tipon your expense report and you
don't have to worry aboutcarrying cash anymore.
So that digital tipping cantake the place in senior housing
(36:01):
as well.
John Hauber (36:03):
I would love to see those entering senior housing.
You know, starting at age 75onward, you know their baby
boots right, they're alltech-based.
You know they don't carry a lotof cash what a greater thing
that they can do than to tiptheir caretaker, right, yes, you
know the caretaker's makingbarely a living wage.
(36:25):
But to have a resident whoreally loves their caretaker
because the senior livingcommunity has integrated
technology to allow thatcaregiver to really love on the
resident, the resident to beable to award that love, it's
going to be amazing.
It's absolutely going to beamazing for those caretakers,
(36:46):
thereby keeping employees fromturning over within your space.
Hospitality, hotels and seniorliving, because that's the
hardest thing about thisbusiness is labor turnover.
So give me one last instancewhere labor turnover and how you
measured success withtechnology to reduce labor
(37:07):
turnover within a community or ahotel that you worked with.
Sue Graves (37:12):
Yep, I'm going to finish.
I'm going to give you two onlybecause I'm going to finish off
on the digital tipping.
Digital tipping, okay, you caneither use it if you're a
facility, because I brought thisup two years ago when I was at
a health collaboration meetingand I said to the hospital
directors, what if youinstituted digital tipping?
And they go what, what are youtalking about?
I explained how important itwould be for a really great
(37:34):
caregiver that a family seesthat wants to show additional
generosity financially.
And they go well, yeah.
But what about the houseman?
I go, well, you can make iteither individual or you can
make it for the whole facility,which means that the tips would
be split, so they would bepooled.
So you can do pool tips for afacility or you can do
(37:55):
individual tips.
So I wanted to finish off that.
But I also wanted to share withyou there is information to
back up that.
Digital tipping reducesturnover by over 29% and the
rooms are cleaner.
Because guess what, if you geta hundred dollar tip from a
guest and you're running aroundsharing that with the rest of
(38:16):
the hotel staff, they're goingto be like I want to clean, like
Sally, how did you get that tip.
So now you know there's areduction in inspectors, because
you don't really needinspectors, because now the
guests are sharing theirgenerosity financially and
inspectors are doing otherthings.
Now they are reallocated.
So that's one way.
The other solution is earnedwage access.
(38:38):
This is a huge deal.
I'm a huge proponent of it Inits current state.
Earned wage access allows anemployee to secure cash for
their personal needs the daythey earn it.
This is a free solution.
This does not cost a facilityor a hotel any money.
They integrate it right intothe payroll system and that
(38:58):
reduces turnover by 60%.
Do you know how many timesemployees near the end of the
month or near a holiday couldn'tget bus fare and ask their
supervisor or me, as a generalmanager of a hotel, for money?
I always gave them money, butimagine how embarrassing is that
for them to ask for $2.50 or $2to get a bus when they can just
(39:22):
get that.
And they offer this solution.
Provider offers financialwellness tips as well.
So the employees go through,have access to financial you
know security instructions orfinancial wellness.
You know some training thatthey've never had access to.
(39:43):
They can see their wages theday they make them.
So when they leave.
Employees are accessing thisfive to six times a week, but
they are not taking the moneyfive to six times a week.
They are looking at how muchmoney they're earning on a daily
basis.
That's awesome.
That gives them a sense of wow.
Look what I accomplished today.
Look how much money is in mybank account.
If I need that, I can use it.
(40:05):
So earned wage access is a hugeone.
I'm a huge proponent of it, andthere's legislation in Ohio
around earned wage access rightnow, and I told them that I
would certainly, you know, go tosupport that and be a voice for
the employees that need theirmoney the day they earn it,
instead of waiting two weeks.
John Hauber (40:24):
So it's interesting that you brought this up
because I'm going to regress alittle bit in terms of my life.
When I was starting HavenSenior Investments from scratch,
I had lost everything in thereal estate market as a broker
back in 2008 to 2010.
So I started with this companythat came into Denver called
(40:45):
Lyft.
Oh yeah, I was on the firstgroup that drove in Denver and
this app was on this phone andafter I got done driving, I said
I'm done and it goes.
We're transferring the money toyour account tonight.
Yeah, I'm like, oh, I neededthat for a bill, that it was
about to come due and that Iwould get charged like 25 bucks
(41:07):
if I didn't pay it on time.
Right, and all of a sudden itwas like Pavlov's dog, like ooh
sugar, and boom, I was in thatcar for the next three years as
I built Haven Senior Investmentsto where it's at today and
Haven Senior Living Partners andthe other companies that we
have.
But I could not have done it andbuilt a small business without
(41:31):
that type of system being inplace through Lyft, where I got
paid on a daily basis.
It's amazing, it's so good forthe soul.
A daily basis.
Yep, it's amazing, it's so goodfor the soul, it's so good for
productivity, it's so good forbeing enthusiastic to know that
all you have to do is go out andwork or drive and you have
money in your account that day.
Yep, reduction of stress.
(41:53):
What other things does it dofor a human being, sue?
Sue Graves (41:56):
Yeah, well, I'll tell you why.
It is a game changer and that'swhy I'm such a proponent of it.
You know, employers shouldn'tkeep the employees money.
I'm sorry, I'm an employer too,but employees earn it and if
they need it, they got to haveaccess to it, and this is a
great solution to allow thataccess.
Oftentimes people think, oh,but they're going to spend all
(42:17):
the money and they're not goingto have any money.
I'm like that's not whathappens, because they're getting
financial training that theynever had before as part of this
, and they have an opportunityto put some away in a 401k with
the solution too.
So there is plenty and plentyof opportunities for employees
to look at what they made thatday.
That's why they're clicking onit.
They're like I wonder how muchI made today.
John Hauber (42:38):
Literally that's correct.
Sue Graves (42:39):
Wow, I worked really hard today, but look what I
earned and they see it, they canvisually.
They can visualize theirpaycheck on a daily basis.
John Hauber (42:46):
It is awesome.
I remember I would have to make$250 that day, right, and yeah,
all I did was kept drivinguntil I made $250.
And I knew I made it and I cando.
You know, it was just beautiful, it was very empowering.
It allowed, just you know, ahuge reduction 80% reduction in
(43:07):
stress, uncertainty, anxiety,everything.
So keep advocating that suit inOhio and the rest of the
country.
It's been a real pleasurespeaking with you.
You are full of energy and loveand you really want to help
this industry.
So how do people get a hold ofyou?
Sue Graves (43:26):
Yeah, the best.
Thanks, john, and it's apleasure.
I am super passionate about theindustry and about helping
people.
That's why I started thisbusiness to really really help
relieve obstacles.
But best way to get a hold ofme is on my LinkedIn page.
It's the easiest.
They can check out my bio and Iwill respond.
I'm on LinkedIn every day, susanGraves.
(43:47):
On LinkedIn I'm the lady in thered dress and I would love to
help anybody who connects withme for a call and help support
them in various areas.
I work as a boutique consultantsupport them in various areas.
I work as a boutique consultant, you know, asking a lot of
questions to help drive aresponse that will allow me to
help provide a solution thatwill take care of their
(44:07):
obstacles, not, you know,spewing out solutions that might
work.
So I ask a lot of questionsbecause it's a really personal
story for people.
Sometimes people don't need allthese things, they just want
one, and that's okay.
And then we meet, you know,every four to six weeks to make
sure that they're happy withthat solution, and I can offer
up two to three more if they'reready.
So that's how I work.
John Hauber (44:29):
So you, you have a company called SG Consulting.
Is that correct?
Experience Alive, experienceAlive, doing business as SG
Consulting.
Sue Graves (44:39):
Yeah, I use the.
I use the Experience Alive.
If you want to email me, youcan do so, sue, at
experiencealivecom.
Just how it sounds.
John Hauber (44:47):
Sue, thank you so much.
It's been a pleasure.
It's always fun.
I said to my team that we weregoing to focus on technology big
time this year, and then youjust show up in my Facebook feed
Not Facebook, I'm sorryLinkedIn and it was the exact
time that I needed you on thisshow.
So, thank you, thank you.
(45:08):
Thank you so much, and I hope,I hope you have a great week.
Sue Graves (45:12):
Yeah, you as well, john.
Happy to support as many peopleas I can.
We got to get moving with thistechnology.
We need some adoption.
Amen, all right, take care, seeyou, bye Great.
I think, the more that we can take repetitive
tasks that also cause injury,right in some cases, when you
think about a housekeeperpushing and pulling a vacuum all
day.
How do we take those repetitivetasks and let technology to
take care of those repetitivetasks and allow our most
valuable asset, which is ourlabor, that is experiencing in
(00:30):
our industry over a 70% turnoverrate, how do we make them stay
Okay?
So how do we enhance the stayfor our employees so they can
enhance the stay for our guests?
That's what really needs totake place.
Stay for our guests that's whatreally needs to take place.
We've got to institutetechnology faster to take care
of repetitive tasks so our laboris happier and, again, happy
(00:51):
employees make happy guests andmake happy residents.
John Hauber (01:00):
Welcome to the Senior Housing Investors Podcast
.
If you are an owner operator,investor, developer or buyer of
senior housing, you've come tothe right place.
The best way to stay connectedwith us is to sign up for our
weekly newsletter athavenseniorinvestmentscom.
This podcast doesn't existwithout you, our community.
(01:22):
Thank you for listening andreach out to us anytime.
Kelsie Heermans (01:32):
Welcome back everyone.
Today, our host, john Hauber,is speaking with Susan Graves.
Susan is the founder and CEO ofExperience Alive.
Experience Alive deliversmodern, cost-effective
technology solutions for thehospitality industry, enhancing
guest satisfaction, reducingoperating costs and optimizing
staffing to drive greater valuefor owners and asset managers.
(01:56):
Take it away, john.
John Hauber (01:58):
Thanks, kelsey.
Sue, Welcome to the show.
Sue Graves (02:02):
Glad to be here.
Thanks, John, for having me.
John Hauber (02:04):
You're welcome, and so Kelsey gave us a background
on you.
But I want to ask you a real,pointed question right away, and
that is you come out of thehospitality.
You know the hotel business,convention centers, restaurants.
How does that pertain to seniorhousing?
Sue Graves (02:20):
Well, we've got guests, we just call them
something different.
You call them residents, wecall them guests.
So, and it depends, frankly, onthe length of stay.
So one of the brands I workedfor was Extended Stay.
The average length of stay forme was 14 days.
So, you know, for some of thosethey do become residents,
(02:46):
residents.
I did host a group for two anda half years that were building
a new automobile in Detroit, andso I guess I could have called
them residents, but they wereguests and they became family,
and so I feel like that'sprobably what happens in senior
housing is like family in thehotel business, depending on,
like I said, what brand you'reworking in.
They can be guests.
I ran airport hotels andthey're in and out in 1.2 days,
(03:09):
so, and then long-term stayeasily could be corroborate with
senior housing.
So there's food there, there'sfood in hotels, there's food in
convention centers to a greaterdegree, so it all kind of
mirrors each other.
John Hauber (03:24):
Awesome.
So your passion and you and Ispoke offline for a while, but
your passion is technology,correct.
Sue Graves (03:33):
My passion is to institute technology to be a
human companion in thehospitality industry, that is,
and senior housing as well, totake care of repetitive
questions, allow the humans tohave more time to have human
contact, which is what we're allbuilt for.
Why we go into the industrythat we love is, to you know,
not answer the phone 50 times aday telling somebody what the
(03:56):
restaurant hours are, butinstead how can I help you have
a great experience in our city,in our hotel, in our resort, on
our cruise line, in our seniorhousing.
So that's the point of peoplegetting excited about being in
the hospitality business istaking care of people and making
sure they have a great stay.
John Hauber (04:13):
So what is your vision as a operational
technology consultant?
What do you envision for thefuture in both of our industries
?
Sue Graves (04:21):
Yeah, I think, the more that we can take repetitive
tasks that also cause injury,right in some cases, when you
think about a housekeeperpushing and pulling a vacuum all
day.
How do we take those repetitivetasks and let technology to
take care of those repetitivetasks and allow our most
valuable asset, which is ourlabor, that is experiencing in
(04:44):
our industry over a 70% turnoverrate?
How do we make them stay Okay?
So how do we enhance the stayfor our employees so they can
enhance the stay for our guests?
That's what really needs totake place.
We've got to institutetechnology faster to take care
of repetitive tasks so our laboris happier and, again, happy
(05:05):
employees, make happy guests andmake happy residents.
John Hauber (05:08):
Yeah, amen.
We've been touting that formany, many years, so what
operational pain points are thestaff experiencing that could be
relieved through thistechnology that you're going to
go over with us?
Sue Graves (05:21):
Well, in its current state, they might not even
realize sometimes that it's apain point because it's what
they've been taught to do.
So oftentimes you'll walk intoa hotel and they've got, you
know, they've got two phones intheir ear answering repetitive
questions and they've got alineup of guests that are just
trying to get to their room andmay have a quick question to ask
.
And that's where the human tohuman contact needs to take
(05:43):
place is at that desk, whenyou're greeting that customer
and taking time with them to seeif they have extra needs that
you can address for them, tomake sure that they have a
pleasant stay with you and showthem around the city you know,
help, help them understand, youknow the city, what restaurant
they might be able to take aclient to, et cetera, et cetera.
Able to take a client to, etcetera, et cetera.
(06:06):
So if we can institute someconversational AI to take care
of those repetitive questions,keep those guests in front of
the employee being taken care of.
That's what really needs to bedone.
So conversational AI can take50% of calls off a front desk.
Onboarding can be.
There's conversational AI thatcan improve onboarding, taking
80%, cutting onboarding time by80%.
So imagine if you could hirefaster and hire better talent
(06:30):
faster.
That's what conversational AIcan do.
These are affordable solutions.
Then enter into the scenerobotics.
Imagine a patient or a residentin your case requesting a glass
of water.
Maybe they buzz that into thefront desk.
Is a nurse now carrying thatwater back and forth?
(06:50):
Okay, so that's a lot of stepsand, yeah, people want to get
their steps in, but maybe notthat way.
So what if robotics coulddeliver that water and save that
nurse time to spend nursing?
You know what he or she istrained to do, what a desk clerk
is trained to do.
So oftentimes, when a hotelguest calls down for extra
(07:12):
towels, you've got a front deskclerk that is already
short-staffed at the front desk.
Now they're running towels upto a room.
So think about that repetitivetask having a robotic companion
to take those towels up to theguest.
The guest is going to get afaster delivery.
They're probably going to get acleaner delivery, because you
don't know where the hands areand where they've been carrying
(07:33):
those towels.
They're going to get a faster,cleaner delivery and it's kind
of fun from a robotic deliverystandpoint.
They, you know you can playgames, you can press a button,
but the guest is alerted to thefact that, hey, you've got a
robot coming up and the hotelstaff can name the robot, so it
becomes part of their team.
They love it, it's a lot of fun, the guests love it and they're
(07:53):
using it.
You know, for retail as well.
So imagine calling down to aretail outlet and you just want
coffee and a Danish in themorning.
Now a robot can deliver that toyou in less time.
The average wait time right nowfor a robot is six to eight
minutes.
The average wait time for aguest for a room service is 30
to 45 minutes.
(08:13):
So what would you like to have?
You want your coffee in six toeight minutes and the robot can
actually call the elevatorthemselves.
So it acts like, you know, acompanion.
I call it a human companion forour wonderful labor that's
working in the industry justtrying to take care of guests.
John Hauber (08:30):
All right, let's put that to the back end,
because that's where we want toend with this cool robotics
stuff.
Okay, it's coming, okay, butlet's talk about that
conversational AI that youmentioned.
How robust is it today, and canyou give us an example of how
one of your clients is using itwithin their community or within
their hotel?
Sue Graves (08:51):
more repetitive questions you get.
So I'm going to take a bighotel, I'm going to take a
thousand room hotel located inAtlanta and offloading more
almost 80% of calls off thefront desk in about 120 days.
(09:12):
That is a lot of calls.
So now you've got.
What does that do to morale?
Think about all those callsbeing taken off the front desk.
Conversational AI can evenaddress giving you know.
Oftentimes there's a lot ofcalls for guests that need a
invoice or a bill from theirprevious stay.
(09:34):
So instead of transferring thatcall to accounting,
conversational AI can actuallylook that up in the system and
process that request immediately.
So these are the kinds ofthings that are out there.
They've been around for years.
These are not new.
They're entering into thehospitality industry because
hospitality is now consideringthe adoption of these great
(09:55):
solutions From an onboardingstandpoint.
Imagine, you know, aconversational AI solution that
sits on job boards that actuallyresponds to the top three
questions that you want to askand then continues that
conversation with the employee,even scheduling the interview
(10:18):
for the candidate, giving theman opportunity to reschedule,
giving reminders.
All of this happensautonomously.
The only thing in this solutionthat the staff has to do is
actually interview the candidate.
But as far as giving a joboffer, that's all handled
autonomously.
All of the paperwork for hiringis sent digitally and digitally
(10:41):
signed.
So now you're taking that riskaway that people are sometimes
concerned about.
Did I get an employee to signall the appropriate paperwork?
Did it go into our ATS system?
That can autonomously be sentinto your ATS system or you can
utilize the solution as your ATSsolution if you don't have one.
So when I say 80%, I mean 80%.
(11:03):
So I'm gonna give you a reallife example of a hotel, a large
hotel, that needed to hire6,500 people and did so in under
120 days.
Now they expected 80,000applicants for 6,500 jobs to be
filled.
They received 320,000applications.
They received 320,000applications.
(11:24):
If you can imagine what thatwould look like, john, to
process, humanly process 320,000applications it would be
virtually impossible and to getthat hiring staff and get that
hotel opened in 120 days.
So these are phenomenalsolutions that are affordable
(11:44):
and help with human capital thatwe have and take the stress off
of the day-to-day functionalityof repetitive tasks.
John Hauber (11:52):
So Sue, how many FTEs full-time employees are
reduced by this conversationalAI or automation in the hiring
process.
Sue Graves (12:04):
Well, that's a great question, John, and I'm not a
proponent of reduction.
I'm a proponent of reallocation.
We have valuable resources.
The labor in the hospitalityindustry is already
short-staffed Over 67% of hotelsare short-staffed now.
So what I talk to people aboutwhen I talk to them about these
solutions is imagine what thereallocation of that most
(12:25):
valuable asset would look liketo help support your strategic
goals and to help make you moremoney doing things that robotics
and conversational AI can't do.
So I'm not a proponent ofreduction.
I'm a proponent of reallocationand helping relieve the stress
and pressure that is currentlyout there and is a real thing
(12:47):
for the hospitality industry.
John Hauber (12:49):
So what tasks are ideal for automation versus
human interaction in hospitalityor senior living?
Sue Graves (12:57):
So when I talk about repetitive tasks, think about
repetitive questions thatconversational AI can address.
When I spoke about the takingthe 80% of questions, they
guarantee this company that Iwork with guarantees 50% offload
to the front desk.
So when this hotel achieved 80%, they were even blown away, so
(13:20):
you can imagine.
So when I talk about repetitivequestions, yeah, I don't know
the exact repetitive questionsthat might be faced in senior
housing, but they might be alittle bit similar what time are
dining hours?
You know?
Do we have valet?
Where do I tell my familymember to park?
Do you have spa services?
What time are the pool hours?
What time are the recreationhours?
(13:41):
What time are the recreationhours?
All these questions arenecessary that you know
residents or guests alike faceand need an answer to.
But when you haveconversational AI that can speak
in 20 different languages and40 different dialects, it sounds
like a real human.
So do you want the answer fastor do you want to be put on hold
(14:02):
?
You know, and wait for thatanswer.
I think the answer really isthe guest doesn't care how they
get the answer, they just wantan answer and they want it
quickly.
So these are the kinds ofsituations that conversational
AI can improve and helpemployees have a better stay as
well.
We want to extend the life ofthe employee just as much as we
(14:25):
want to extend the happiness ofthe guest you know or resident.
We want them to be happy.
How do we take these thingsthat are repetitive off their
plate so they can focus on thehuman needs?
John Hauber (14:37):
Tell us about some of those human needs that all of
a sudden you take theserepetitive tasks off of
caretakers, take theserepetitive tasks off of front
desk staff.
How about that human connectionenhancement that comes from
automation and robotics?
Sue Graves (14:58):
Yeah, that human connection is so important being
able to come out from behindthe desk and welcome you know a
family and give a little youknow stuffed toy or something
like that to kids that are thereand have a conversation and ask
the family if there's anythingelse that they might need during
their stay.
Do they know what you know?
Asking them like what is thepurpose of your stay?
(15:21):
How can I help you have a greatstay with us?
So, if you release some of thispressure that's unnecessary
right now with the technologysolutions that are in place,
release that and relieve that,what kind of passion does that
employee have now to do whatthey're hired to do, which is to
(15:42):
help create better guest andresident experiences?
What do you do with a nursewho's on the phone answering
repetitive questions rather thanspending time with the resident
who might need care or wants totalk to them about family
members that might be visiting?
How can they make that a betterguest experience and resident
experience?
(16:02):
That's what we need to focus onand when we relieve the
pressure for this repetitivestuff that, yes, needs to be
answered, but doesn't need to beanswered by a human boy.
It just opens the doors foramazing experiences that can
take place and builds brandloyalty.
John Hauber (16:20):
Well, I also think that what it does is it allows
those full-time workers to feellike they're making an impact,
that they're coming to work anddoing what they actually love,
and that's either caretaking,connecting with humans,
hospitality in the hotelindustry, rather than the
(16:42):
mundane tasks that take place inthese environments.
It's got to give them atremendous joy to come to work
every day because now they havea companion working alongside
them that helps them give agreat resident experience.
Would that be fair to say?
Sue Graves (17:01):
Yeah, it's empowering.
Technology is empowering for,you know, for senior living,
housing as well as, you know,hotels, resorts, convention
centers, the way we cancommunicate.
It's just empowering for theemployee and empowering for the
guests.
It's a great experience.
John Hauber (17:19):
So you know, across the United States there's many,
many small hotels, small seniorliving communities.
They don't always have a techbudget.
What is the baseline tech thatan individual community needs to
be able to bring in thetechnology that's coming up?
Sue Graves (17:41):
Conversational AI is the baseline.
It needs to be instituted inevery facility as soon as
possible and they can onboard intwo weeks or under.
It's not a difficult.
These are affordable, easy toimplement solutions.
Obviously there's refinementthat is taking place because you
want to individualize right.
For every senior housing areathere are different questions
(18:05):
that guests may have about thearea, so you work alongside
these solution providers toinsert the individuality that's
needed for a hyper-personalizedexperience when the guest is
staying at the hotel or theresident is residing in a senior
housing environment.
So that does take time to buildbut it learns fast and there's
(18:28):
constant.
You know white glove treatmentand you know introduction and
it's something that should beinstituted in every single hotel
, every single resortimmediately and every single
senior housing.
John Hauber (18:43):
I agree.
So let's pivot.
Okay, let's get into some ofthe more fun stuff.
Okay, and that is, you know,robotics.
Are they having an impact nowand are they being utilized, and
what is the impact foroperations, employee and guests?
And Sue, you, sue, I sawsomething on YouTube that showed
(19:04):
a robot in a hospital settingcleaning a bathroom.
Can you imagine if we get totake away from the caretakers
having to clean bathrooms, howhappy they would be?
Sue Graves (19:19):
Yeah, nobody wants to clean a bathroom.
Yes, there is a company thatdoes that.
I would say that I have lookedat that technology and I've
interviewed those founders andthey've come a long way with
that half three years.
And I don't work with 400.
(19:44):
I work with the top, you know,20 to 30.
They're making the biggestimpact.
They're affordable, they solvea really big problem pretty
easily, they're easy toimplement and that's a solution.
But I always help founders.
That's a solution that I didn'tadopt right away because I told
them that we need to downsizethat machine.
You got going on there, but,yes, it is something that is
(20:05):
coming.
The solution that I work withnow is instituted in hotels.
There's a hotel in Californiathat just ordered another
delivery robot.
So this delivery robot and theyname them this delivery robot
it's an independent hotel andthey have two robots that
actually can, you know, can runcoffee and Danish and minor
retail things that fit rightinside of it.
(20:28):
So it's safe, it's secure, it'slockable and this robot will,
you know, make its way.
It's LIDAR detection, so itmakes its way to the elevator,
it calls the elevator, doesn'tpress a button anymore.
Used to have a little appendage.
I called it to press the button, but doesn't do that anymore.
Through API integration with theelevator companies it can call
(20:48):
the elevator, goes up to thefloor and will alert the guest
by phone that they are at thedoor.
And so the desk clerk.
So imagine this is what happens.
You know Simon will be up, youknow, momentarily to deliver
your coffee and your Danish.
So they give it a name.
It's part of the employee staff, you know.
And so the desk clerk now, orthe food and beverage attendant
(21:11):
now, just puts you know, safelyand securely, puts the beverage
and the, you know whatever theguest has asked for, puts it
right inside the littlecompartment that actually can
fit a pizza inside there andtowels if guests call for extra
towels, extra pillows, butanyway and then takes that up to
the guest, alerts the guest,the guest pops that open.
(21:34):
It actually says thank you on itand they can play a little game
if they want.
I mean, it's gamified, it's fun.
And then they you know theguest doesn't have to tip, they
don't have to rush around tryingto figure out a tip.
You no longer have somebody atyour door saying you know, is it
okay if I enter?
Oftentimes you're counting on30 minute delivery.
So you're trying to grab aquick shower.
You might not be in the bestposition to answer the door, so
(21:56):
you're like sneaking out there.
So yeah, it just makeseverything fun.
Guests are taking Instagramposts, you know, doing Instagram
posts of the robot and theirdelivery.
So now guess what that hotel isgetting?
You know some brand excitementand they're getting some
Instagram posting around it.
They're getting some extramarketing.
They didn't intend on and youknow the robot is safe and
(22:17):
secure and they pop the top downand the robot delivers the next
item.
John Hauber (22:21):
So that's one of 20 that you said that are in your
top 20.
Let's name like four more thatare top of your list, like oh my
God, this is coming.
This is so cool, it's savingtime, it's making our employees
happy.
Other than conversational AI,what robotics or other
(22:43):
technologies are coming to theforefront in hospitality so that
our senior living investors andowners and operators can learn
from you as a consultant in thehospitality industry to bring
that into the senior livingspace?
Sue Graves (22:59):
Yeah, I mean training and development is huge
.
There's not enough trainingthat's taking place.
If we really put that highvalue on the employees, then we
would really be focused ontraining and development.
There are training anddevelopment solutions that are
using AI and machine learningnow to actually give
(23:22):
non-subjective feedback.
If you think about sitting downand coaching somebody now it is
a human to human, so there areinherent things that take into
play that make that discussionvery subjective.
If you like the person alreadybut they're having a little bit
of a problem or a struggle, youknow you might deal with them
(23:44):
differently.
If Joe is having problems andboy, I got to coach Joe, you
know, maybe you're not so niceto Joe.
So if you take that humanfactor out and you allow machine
learning and AI to do coachingcoaching using AI ML has a
proven track record of improvingguest satisfaction by 10 to 20
(24:07):
points almost within 30 days, 10to 20 point increase.
So hotels that are currentlysuffering from lower guest
satisfaction are institutingthis to help train not only
their leaders but any positionwithin a hotel to help support
improvement of guestsatisfaction.
And that happens within 30 daysusing AIML and the employee
(24:33):
that's going through thetraining receives feedback
within minutes that is notsubjective in nature and gives
them a real opportunity toimprove and develop their skills
.
So training and development byfar is.
I have two training anddevelopment solutions.
One of them, actually, isgamified using animation.
(24:54):
So training employees inbite-sized pieces.
So we all know TikTok andInstagram and all those reels
have a timeline on them, right?
Well, they have a timeline onthem because people get
distracted pretty easily.
So imagine doing your trainingsegments in three to five
minutes.
So gone are the days where youget everybody into a room and
(25:15):
you say, okay, for the next sixhours we're going to go through
training X, y, z.
No, let's empower the employeesto take the training in three to
five minutes at a time.
It's logged autonomously, itgoes into the ATS system so it's
documented for performancepurposes and for any risk.
You know, senior housing, Iknow, has a lot of oversight,
right, and hotels have oversightas well.
(25:36):
Depending on what state, city,county that you're in, whatever
jurisdiction, there are lawsthat are in effect for, let's
just say, human trafficking.
Training has to happen in somehotels, depending on its
jurisdiction, within a 90-dayperiod of time.
Well, we've got a highly paidhuman resource director spending
a significant amount of time onan Excel spreadsheet now making
(25:59):
sure that Joe in the kitchensorry Joe or Sally in
housekeeping completes thattraining within 90 days.
Why don't we let that happenautonomously?
Why don't we let the employeetake that in chunks when they
have time to take that and getthat training done in a really
great, fun way Instead?
(26:20):
I hate to say that that couldbe fun, but other training can
be more fun.
Let them take that training ina fun way and smaller,
bite-sized pieces that areabsorbed quickly and you know
you're meeting your goal andit's done autonomously.
Let's save that him.
Resource director for workingon higher strategic needs of the
organizations.
So that's just one, oh, that'snumber two.
John Hauber (26:42):
Oh, that's number two.
Oh, that's number two.
Give me a number three.
Sue Graves (26:45):
Yeah.
So one thing that's really coolI ran three airport properties
and shuttle service is a realheadache.
Ok, there's 2000 to 6000 callsthat come in for shuttles at a
at a front desk Wow, at anygiven time for an airport
property.
So imagine stranded flights,which I dealt with many of those
(27:09):
.
I ran a property in Detroitthat was an airport property.
So if you can imagine theamount of the volume of calls
that would come into the frontdesk.
So now you've got strandedcustomers calling to find out
your location, calling to findout if the shuttle is on its way
.
In the meantime, you've got thefirst or second batch of 14 to
20 passengers being dropped offthat need to be checked in.
(27:30):
So now you've got a desk workon the phone trying to take care
of a stranded passenger at thesame time at the front desk.
What does that look like to you?
It's chaotic.
So this solution that hashappened.
When I found these guys, I waslike, oh my God, where were you
when I was running airportproperties?
So you know there's valetservice and shuttle service at
(27:52):
senior and senior housing aswell.
So imagine using a QR code, notan app, to be able to identify
where the shuttle is like Uberor Lyft right now.
Okay, so now the guest knowswhere the shuttle is, they're
stopping all these unnecessaryphone calls to the desk,
allowing the desk clerk to onceagain take care of the guests in
(28:14):
front of them and get themcomfortably checked in.
Maybe a chaotic situation, butimagine being able, from a
senior housing standpoint, beingdropped out for shopping or any
other type of activity thatmight be taking place, and they
can actually view the shuttleand its location.
They can actually book theshuttle themselves.
They can let the shuttle driverknow that they've got two kids
(28:36):
and they've got extra groceries,or they've got extra baggage,
or they're bringing golf clubs.
All of that can take placeautonomously without a desk
clerk's involvement.
Now imagine if a desk clerk nowsees that transcript upon
check-in and they know that onthe next shuttle we've got four
kids coming in with a family andthere's two sets of golf clubs.
(28:57):
Imagine what that experiencelooks like and what that first
connection looks like now at thefront desk instead of being
surprised.
So it's a win for the guest,it's a win for the employee.
Saves all those phone calls offthe desk 2,000 to 6,000 calls a
month off the front desk.
So that's number three.
(29:19):
That is a huge, so give me arobotics.
So there's cleaning robots.
We talked about the one thatcleans bathrooms.
There are robots that canvacuum autonomously now.
Now it takes a human to bringthe vacuum up to the spot.
But you know what?
All of this is mapped out,pre-mapped out.
The robot now can read a QRcode on its own, once the human
(29:39):
drops it off and puts it inplace to read the QR code zone.
Once the human drops it off andputs it in place to read the QR
code, the robot now autonomouslycleans a bankrupt facility,
cleans hallways, cleans guestrooms, vacuums.
Okay, not only that, it cansend an alert to the houseman,
housekeeper, attendant let'sjust put it that way attendant
(30:00):
saying I'm done with floor four.
And so now then the human comesup and brings it to the next
floor.
It will tell you how full, howmuch debris it picked up.
It can even tell you what theoxygen level in that room was
during that period of time.
I mean, there are so manysensors now that go into this,
but in its current state, we'vegot vacuuming or mopping taking
(30:24):
place.
There is a robot that canactually vacuum and do the
mopping and recycle the waterindependently of a human, so all
of these things can take place.
Imagine that going into aresidence facility a residence
facility that might have carpetcan take care of the vacuuming.
Now the push pull of a vacuumright.
John Hauber (30:46):
Yes.
Sue Graves (30:47):
Causes a lot of injuries in the workplace.
If we want to extend the lifeof those employees, we need to
replace that repetitive taskwith something that can support
them bringing the vacuum to anew location, not doing the
vacuuming.
So these weren't previouslyavailable, they are now, and
every hotel and everyresidential living space should
(31:09):
take advantage of these simplerobotics that are saving time,
adding consistency, saving moneyand implementing safety.
Frankly, you know that therobot is reporting that they
vacuumed.
You don't know that ahousekeeper has fully vacuumed,
that to the extent that it needsto be vacuumed.
These robots can actually readand detect obstacles, so it can
(31:35):
go around housekeeping carts.
It can go around banquet chairs.
It's not going to hit a human,it will stop, and oftentimes
humans want to play with themand play with the robot.
I've watched this happen in avery, very large resort, but it
will pick up anything from ahair clip or anything on the
floor, not just dust and dirt.
(31:56):
So these are amazing solutionsthat are available now and, like
I said, they can do the moppingas well for the heart of house.
John Hauber (32:05):
So okay, so we have these that are here now, and
then individuals who are kind ofwatching the news and such.
You have an Elon Musk who'stalking about the Optimus robot,
humanoid robot, dexterity oftheir hands, saying that in some
of his podcasts that there'sgoing to be, you know, I don't
(32:27):
know, one billion of theseroaming the Earth in 10 years.
Let's, let's get a littleesoteric and say, ok, you know,
sue, what do you see coming?
I mean, you're, you'reingrained in this robotic and
artificial intelligence.
When do you see that beingimplemented in the home and
within hospitals, withinhospitality, within senior
(32:51):
living communities?
Sue Graves (32:53):
Yeah, well, I'll tell you.
I hope it's in before I retire,john, because I'm going to hire
.
You got a name for mine and I'mready to go, that's awesome.
There are already robotics thatare, you know, folding laundry
and picking up probably pickingup the kids' toys.
I don't know In-houses now,that's available now but I do
see humanoid robots making a bigimpact.
The dexterity that you spoke of, especially with the fingers
(33:16):
and the hands, has notpreviously been available.
They've come a long way from atechnology standpoint available.
They've come a long way from atechnology standpoint.
There are robotics now that canactually pick up an egg and put
it in a container, you know,seamlessly, without breaking the
egg.
So the dexterity that is neededfor housekeeping, when you think
(33:38):
about making a bed, when youthink about all the bending and
lifting and I was tall, I stillam tall and when I was in
housekeeping I had to make thebed on my knees because my back
was too painful.
So I had volleyball knee padsand I would make those beds on
my knees and save my back andsave my knees.
So you know, if you think aboutthe injuries that are caused,
(34:01):
you know, by the twisting andthe turning and taking out your
back, all these repetitivethings can go away.
Now imagine that human, youknow, using the robotic as a
companion.
Maybe the robot takes one sideof the bed and the housekeeper
takes the other side of the bedand they make the bed together.
Now you can do it faster, right?
So instead of 17 minutes a roomyou know you could probably
(34:21):
make that you know you can makeup 10 minutes a room Well, 10
minutes a room means a lot,right?
You can save a lot of time andlabor.
They are going to be in themarket, they are going to be
affordable.
It's a matter of time.
John Hauber (34:36):
All right.
So when I put a $10 bill on thedresser for my housekeeper, how
happy is he or she?
Sue Graves (34:46):
Very happy.
But I will tell you, john, evendigital tipping is in place now
, so I support a digital tippingQR code, not an app.
It's not an app.
So when a guest checks in,they've got a QR.
Less than 15 percent of guestscarry cash.
It's probably less than 10.
Ah, interesting, everybody'susing Apple Pay.
(35:08):
Everybody's using Visa,mastercard, you name it, amex,
whatever they carry now in theirwallet.
And do you know how bad peoplefeel when they can't leave a tip
?
John Hauber (35:18):
That's right.
Sue Graves (35:19):
Digital tipping is in place now, allowing you to
actually access that QR code,leave a tip.
And you can not only leave atip, but you can also leave a
really nice message for yourhousekeeper, and if there's
something wrong in the room, youcould report it there.
But most people use it as a wayto say thank you to their
housekeeper Great clean room.
(35:40):
Really appreciate you.
So there's comments that areavailable to use.
If you should choose to usethat, you don't have to.
You can do the tip and thenleave.
And not only that, that tipgoes right onto your bill.
So now you can record that tipon your expense report and you
don't have to worry aboutcarrying cash anymore.
So that digital tipping cantake the place in senior housing
(36:01):
as well.
John Hauber (36:03):
I would love to see those entering senior housing.
You know, starting at age 75onward, you know their baby
boots right, they're alltech-based.
You know they don't carry a lotof cash what a greater thing
that they can do than to tiptheir caretaker, right, yes, you
know the caretaker's makingbarely a living wage.
(36:25):
But to have a resident whoreally loves their caretaker
because the senior livingcommunity has integrated
technology to allow thatcaregiver to really love on the
resident, the resident to beable to award that love, it's
going to be amazing.
It's absolutely going to beamazing for those caretakers,
(36:46):
thereby keeping employees fromturning over within your space.
Hospitality, hotels and seniorliving, because that's the
hardest thing about thisbusiness is labor turnover.
So give me one last instancewhere labor turnover and how you
measured success withtechnology to reduce labor
(37:07):
turnover within a community or ahotel that you worked with.
Sue Graves (37:12):
Yep, I'm going to finish.
I'm going to give you two onlybecause I'm going to finish off
on the digital tipping.
Digital tipping, okay, you caneither use it if you're a
facility, because I brought thisup two years ago when I was at
a health collaboration meetingand I said to the hospital
directors, what if youinstituted digital tipping?
And they go what, what are youtalking about?
I explained how important itwould be for a really great
(37:34):
caregiver that a family seesthat wants to show additional
generosity financially.
And they go well, yeah.
But what about the houseman?
I go, well, you can make iteither individual or you can
make it for the whole facility,which means that the tips would
be split, so they would bepooled.
So you can do pool tips for afacility or you can do
(37:55):
individual tips.
So I wanted to finish off that.
But I also wanted to share withyou there is information to
back up that.
Digital tipping reducesturnover by over 29% and the
rooms are cleaner.
Because guess what, if you geta hundred dollar tip from a
guest and you're running aroundsharing that with the rest of
(38:16):
the hotel staff, they're goingto be like I want to clean, like
Sally, how did you get that tip.
So now you know there's areduction in inspectors, because
you don't really needinspectors, because now the
guests are sharing theirgenerosity financially and
inspectors are doing otherthings.
Now they are reallocated.
So that's one way.
The other solution is earnedwage access.
(38:38):
This is a huge deal.
I'm a huge proponent of it Inits current state.
Earned wage access allows anemployee to secure cash for
their personal needs the daythey earn it.
This is a free solution.
This does not cost a facilityor a hotel any money.
They integrate it right intothe payroll system and that
(38:58):
reduces turnover by 60%.
Do you know how many timesemployees near the end of the
month or near a holiday couldn'tget bus fare and ask their
supervisor or me, as a generalmanager of a hotel, for money?
I always gave them money, butimagine how embarrassing is that
for them to ask for $2.50 or $2to get a bus when they can just
(39:22):
get that.
And they offer this solution.
Provider offers financialwellness tips as well.
So the employees go through,have access to financial you
know security instructions orfinancial wellness.
You know some training thatthey've never had access to.
(39:43):
They can see their wages theday they make them.
So when they leave.
Employees are accessing thisfive to six times a week, but
they are not taking the moneyfive to six times a week.
They are looking at how muchmoney they're earning on a daily
basis.
That's awesome.
That gives them a sense of wow.
Look what I accomplished today.
Look how much money is in mybank account.
If I need that, I can use it.
(40:05):
So earned wage access is a hugeone.
I'm a huge proponent of it, andthere's legislation in Ohio
around earned wage access rightnow, and I told them that I
would certainly, you know, go tosupport that and be a voice for
the employees that need theirmoney the day they earn it,
instead of waiting two weeks.
John Hauber (40:24):
So it's interesting that you brought this up
because I'm going to regress alittle bit in terms of my life.
When I was starting HavenSenior Investments from scratch,
I had lost everything in thereal estate market as a broker
back in 2008 to 2010.
So I started with this companythat came into Denver called
(40:45):
Lyft.
Oh yeah, I was on the firstgroup that drove in Denver and
this app was on this phone andafter I got done driving, I said
I'm done and it goes.
We're transferring the money toyour account tonight.
Yeah, I'm like, oh, I neededthat for a bill, that it was
about to come due and that Iwould get charged like 25 bucks
(41:07):
if I didn't pay it on time.
Right, and all of a sudden itwas like Pavlov's dog, like ooh
sugar, and boom, I was in thatcar for the next three years as
I built Haven Senior Investmentsto where it's at today and
Haven Senior Living Partners andthe other companies that we
have.
But I could not have done it andbuilt a small business without
(41:31):
that type of system being inplace through Lyft, where I got
paid on a daily basis.
It's amazing, it's so good forthe soul.
A daily basis.
Yep, it's amazing, it's so goodfor the soul, it's so good for
productivity, it's so good forbeing enthusiastic to know that
all you have to do is go out andwork or drive and you have
money in your account that day.
Yep, reduction of stress.
(41:53):
What other things does it dofor a human being, sue?
Sue Graves (41:56):
Yeah, well, I'll tell you why.
It is a game changer and that'swhy I'm such a proponent of it.
You know, employers shouldn'tkeep the employees money.
I'm sorry, I'm an employer too,but employees earn it and if
they need it, they got to haveaccess to it, and this is a
great solution to allow thataccess.
Oftentimes people think, oh,but they're going to spend all
(42:17):
the money and they're not goingto have any money.
I'm like that's not whathappens, because they're getting
financial training that theynever had before as part of this
, and they have an opportunityto put some away in a 401k with
the solution too.
So there is plenty and plentyof opportunities for employees
to look at what they made thatday.
That's why they're clicking onit.
They're like I wonder how muchI made today.
John Hauber (42:38):
Literally that's correct.
Sue Graves (42:39):
Wow, I worked really hard today, but look what I
earned and they see it, they canvisually.
They can visualize theirpaycheck on a daily basis.
John Hauber (42:46):
It is awesome.
I remember I would have to make$250 that day, right, and yeah,
all I did was kept drivinguntil I made $250.
And I knew I made it and I cando.
You know, it was just beautiful, it was very empowering.
It allowed, just you know, ahuge reduction 80% reduction in
(43:07):
stress, uncertainty, anxiety,everything.
So keep advocating that suit inOhio and the rest of the
country.
It's been a real pleasurespeaking with you.
You are full of energy and loveand you really want to help
this industry.
So how do people get a hold ofyou?
Sue Graves (43:26):
Yeah, the best.
Thanks, john, and it's apleasure.
I am super passionate about theindustry and about helping
people.
That's why I started thisbusiness to really really help
relieve obstacles.
But best way to get a hold ofme is on my LinkedIn page.
It's the easiest.
They can check out my bio and Iwill respond.
I'm on LinkedIn every day, susanGraves.
(43:47):
On LinkedIn I'm the lady in thered dress and I would love to
help anybody who connects withme for a call and help support
them in various areas.
I work as a boutique consultantsupport them in various areas.
I work as a boutique consultant, you know, asking a lot of
questions to help drive aresponse that will allow me to
help provide a solution thatwill take care of their
(44:07):
obstacles, not, you know,spewing out solutions that might
work.
So I ask a lot of questionsbecause it's a really personal
story for people.
Sometimes people don't need allthese things, they just want
one, and that's okay.
And then we meet, you know,every four to six weeks to make
sure that they're happy withthat solution, and I can offer
up two to three more if they'reready.
So that's how I work.
John Hauber (44:29):
So you, you have a company called SG Consulting.
Is that correct?
Experience Alive, experienceAlive, doing business as SG
Consulting.
Sue Graves (44:39):
Yeah, I use the.
I use the Experience Alive.
If you want to email me, youcan do so, sue, at
experiencealivecom.
Just how it sounds.
John Hauber (44:47):
Sue, thank you so much.
It's been a pleasure.
It's always fun.
I said to my team that we weregoing to focus on technology big
time this year, and then youjust show up in my Facebook feed
Not Facebook, I'm sorryLinkedIn and it was the exact
time that I needed you on thisshow.
So, thank you, thank you.
(45:08):
Thank you so much, and I hope,I hope you have a great week.
Sue Graves (45:12):
Yeah, you as well, john.
Happy to support as many peopleas I can.
We got to get moving with thistechnology.
We need some adoption.
Amen, all right, take care, seeyou, bye Great.
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