[Music] Hey, welcome to Coscast. I'm your host, Steve Schlob, and here today with Jeremy Gaul, he was the founder of Flipkey, which started in 2013, and subsequently ended up becoming the CEO and founder of Reasway, which is one of our preferred partners. And we're here today to talk to him about the way in which he sees the world and how Reasway can help our franchise partners. And I'm really excited about this episode because there really isn't another solution as we'll bust in the niche part of our industry of finding a fantastic app that helps our partners be able to create operational efficiency and give them more time back to be more human. Jeremy, welcome to the show. Steve, thanks for having me. I've been looking forward to it and pleasure to be here with you and with Costco. Jeremy, before we get started on Reasway and Operations, I'd love people to know who you are a little bit. You know, we've been friends now for a long time. I'm not sure how far back it goes, but we've developed a friendship over the years. And, you know, I know you're from Boston and you've got a pretty interesting background. Can you tell everybody here, you know, our partners about you and, you know, what makes Jeremy Gaul tick? I do have an interesting background. Study economics in college. I went to law school for a little bit. I'm a reformed corporate attorney. Don't hold it against me. I learned my lessons and I used them. I used them for good. And after that, I spent a lot of time thinking about travel and hospitality and there was this sleepy at the time that felt like a sleepy corner of the travel industry, which was vacation rentals when we started Flipki. And I remember, I would talk to people about what we were doing and they say, well, what's the vacation rental? This was like 2000, 2005, 2006. And we would have to say, like, oh, you know, you go to the beach and you rent a house or you go to a ski mountain and you rent a house and that's a vacation rental. People are like, oh, wow. Yeah, that's awesome. That's super interesting. Industries just come such a long way since then that it's pretty incredible. What makes me tick? My father was an architect. I love creating things and I'm a bit of a people pleaser. And so there doesn't really feel like anything better than you create a product for people that can help, you know, add a positive impact to their day, help change their business, help them grow their business. And when you hear that back and you get that positive feedback, it's an incredible driver. So that's what motivates me. I love that. Not really fits your mission very well. Besides all of those things, I think you're the only person I know who's been a lumberjack. Yes, I have a very good friend who lives in England and I had a big plot of trees that were getting wind blown and I was busy and he said, hey, do you not use a chainsaw? I said, yes, it's a kind of dead not in a commercial context, but bigger that could turn one on. A little bit I know it's a whole different ballgame when you're supposed to cut down, you know, a thousand trees in three months and on stop. So I was a lumberjack for about five months in the north of England, which is a great place to do it. So yeah, a lumberjack in a lawyer, it's a wild combination. Very interesting. Any parallels between being a lumberjack and the vacation rental industry? Oh, yes. I think the vacation rental industry and the hospitality industry in general is a grind. I think you have to be ready and you have to kind of enjoy the grind of the work and the byproduct of that work. It's not an easy thing. I think you have to be really dedicated to it and, every day when we were cutting trees, you're getting up and you're going to put it down the right way, clean it up, measure it, try to extract the most value out of this tree and it's very repetitive, but you have to do it diligently and correctly every time, which is a novice lumberjack. I did not get right all the time. And I think vacation rentals is the same. You know, we think a lot about this at Breesway, not in the context of cutting trees and being a lumberjack, but in the context that, you know, this work, the work that gets done every day, the same work or, you know, tailored to a gastro-tailored to a specific owner, that is truly like the base of the hospitality service that you deliver and you have to be dedicated to it. Yeah, unconditional hospitality, right? No matter how you're feeling, you got to show up and be hospitable. You really do. Jeremy, we have a lot of partners who have been in the industry for a long time are very familiar with you and, you know, Breesway and what it does and the value it adds. But we also have partners who are coming on who have been in the vacation industry. They're learning from the ground up, you know, what everything is, how it works. And would you mind just, you know, laying out what exactly Breesway is, what does it do, and what's the value that it offers to operators like our franchise partners? Breesway is an operational platform. And so think about all the connection that you have with the property and the service that's happening at the property. Every time you're touching that property, whether this is a property manager who's working with owners, who's doing a routine inspection, someone who's helping manage the turnover process and the turnover experience and we'll talk about that as well and why I use those words, and why I think that's pretty important. Or just like recurring maintenance or fixing an emergency. Every time you're touching that property, that's like part of the operational workflow. And that's what Breesway excels at, which is like, how do you automate and control all of the work that happens at the property that turns into being the baseline, the basis of your guest experience and how you deliver guest experience. And then since we started doing that, and so think about task management, cleaning inspections, maintenance, all being coordinated through Breesway, and then how you interact with the guest to help service and be proactive to their needs and then reactive to their service requests. Usually, when it's happening with guest communication, the byproduct or guest and owner communication for that matter, is work that needs to be done and that work needs to be scheduled. It needs to be diligently completed. It looks to be verified and you need to keep really good records for it. So all of that back office operational workflow, we optimize through Breesway. Why do we do that? You may ask, you're like, why do we exist to do that? Because I think it's the most important part of your business and your owners, your guests, and your team, your people, whether they're staff or service providers deserve to have incredible tools to know what they need to get done, know what's expected of them, and be in a position to accomplish it really well. And for those who don't know, your platform, Breesway, ties into the PMS themselves. So you've got connectivity to help make sure that what's in the PMS, is getting a release way, is happening in the field, and then vice versa. Can you talk a little about how that improves efficiency for a partner who's out trying to provide operational excellence? We've worked right alongside the property management software system, and there's actually a really neat handoff of reservations, guest information, events, things that need to happen. With the properties, we digest that from the PMS system. All that work that I've just described, the work of taking care of the property, providing asset management, preparing for guests and service in-dust to deliver great experience. All that work happens within Breesway and in the field. And then the byproduct of that work, if there are tasks that need to get charged back to the owner, charges of gas, or just your general ledger, those get pushed back to the PMS. And what you end up with, as far as efficiency, is that you end up getting the best of both worlds, right? You end up with a technology platform where you can optimize different parts of your business, and you can leverage that PMS system to optimize reservation management, channel distribution, how you work with your rates, how you manage vacancy and occupancy, etc. And then you can leverage Breesway to optimize and drive efficiency to your back office operations, your team, your service providers and staff. Do you have any, like, anecdotal story of like where an operator jumped on to Breesway and was able to resolve, you know, operational friction that was going on and just made their life better? One of the main things that we do, and I think this probably resonates, you know, with, with the cut with Casago and with your teams.
We help sort of change the relationship with the property. And in turn, that helps improve and really oftentimes change the relationship with your owner and with your owner client. Because you're coming into Brie's way, you're able to help set up your standard operating procedure. What do you typically do to prepare a property for the next guest experience? So you set up that standard and then you're able to look at that home. And make tweets and say, actually, for this owner, what do we want to do that's specific to this property? And then within Brie's way, you can differentiate between an owner guest and an owner stay and a regular guest. And you could say, actually, every time Steve comes to his property, what are the three things that I want to make sure are always going to be the same when Steve comes? And I'm going to talk to Steve about it. I'm going to say, Steve, you want the lights on? You want the curtains open? You want the pillows in certain way? Tell me how you like to feel at home when you show up. And I am going to execute on that every time. And if you don't have a system, how mix and match your brand standard with those very specific owner standards, it's super hard to do it. So we are often from clients that that is, you know, that provides tremendous value and that helps change the relationship with the owner because the owner can feel how much you care about their property. Yeah. You know, often, best intentions are diminished with the lack of having the information or systems in place to be able to provide the autonomous consistent basis for our owners, right? And you talk often about the work is in digital and often it's not glamorous. You know, I always talk about this is still a bed making wrench turning, toilet cleaning, you know, guest loving, homeowner serving business. And you say something along the same lines is about cleaning linens stockpile supplies, you know, fixing dishwashers, putting driveways, you know, making sure that you have interpersonal communication and connection along the way. And you talk a lot about, you know, the human effort required to provide real hospitality. How does that interplay with, you know, your mission and breezeway's mission? Yeah, love this question, Steve. I think it's so interesting, especially where we are now, like technology cycle in the market. I think that when you look at travel people, when you look at your own travel experiences and you think of the ones that are like, but you have memorable interactions with someplace you've stayed or a restaurant where you ate service provider who helped you along the way and airport transfer something about that service, something about that experience. Is memorable to you, not because of, unlikely because of some automated interaction that happened, much more likely because a human being that you interacted with in that service did something special or made you feel special and did something memorable. And it's only memorable if there's human effort. And in fact, we've been thinking a lot about this. They're like, it's actually really only memorable. It's unfair. It's very unfair for the vacation of the business, but it's actually really memorable if there's extra effort. It's just the baseline effort. You probably don't get a lot of credit for it, right? You didn't fail. You passed. But you're probably not going to get that extra credit and it might not feel like real hospitality, like a real special hospitality experience. So you have to provide extra effort. In a business where guest expectations continue to rise dramatically, there's hundreds of points of failure every day with small things that can go wrong. If you don't have the basics and the baseline covered, you're putting yourself in an impossible situation to actually take on extra effort. And so what we've seen with clients and I think what we've seen in the market is that like, you've got to get all the basics right. You've got to, and I know, Kassagar, I know you've preached this to Steve. You've got to follow the process and understand what you need to get done so that you can open up an opportunity to then be responsive to owners and guests. And even better, perhaps even a little proactive, so you can really deliver that service. So that's why we think about the human touch of it. And we think that you've got to dial in the baseline before you can actually go above. Yeah, everybody's made up the book, Unreasonable Hospitality, where he explains that, you know, service is the logistics and the quality of the systems and tools and what you provide. Hospitality is, you know, the color of the human interaction and the way that you make them feel. And you can have service without hospitality. It can be, you know, dry and simple and you can be very, you know, inhuman and proficient at it. And there's some businesses that require that not our business, but the our business that require that logistical excellence, right? But you really can't provide hospitality until you have the service, right? I can go be nice to people and make them feel great. But if they show up to the house and it's not inspected, it's dirty, you know, there's problems with the check in. There's problems with the homeowner, you know, what the homeowner's requests have been and servicing their property or communicating with them. All the hospitality in the world doesn't fix that, right? So at the foundation, having great service has to happen first before you create the hospitality experience. I think that the guest experience and even the owner experience is actually defined by the service that they can, that they can truly feel. And as far as the guest is concerned, if they're showing up and the property is not well prepared for them, it doesn't matter how great you are communicating and sending, you know, sending personalized messages back and forth. If the property isn't prepared or you're not actually responsive, it's not really going to do you any good. And I think it's the same thing with, it's very much the same thing with owners and I need to take a very, you know, owner-centric approach, which I really appreciate. But it's the same thing with owners like owners want to feel what you care about their property. I mean, I've been one, I am one as a VKC rental homeowner like that's what you want your property manager to do and that's hard to do if you don't feel like their operations are really dialed in and they're paying attention to all the small details. And you're reminding me of one other thing before when you maybe we'll get to this later too, but you talked about the service that you offer and like what services you can offer and being making sure that you can actually like fulfill them. And I think that's really interesting as well that like, I think the industry in general doesn't focus enough on how we actually going to deliver. Can we put ourselves in a better position to deliver service? And then if we can do that, we open up these really interesting opportunities. Number one to go above and beyond and like really make people feel a hospitality experience. But even before you get there, you open up opportunities for upsells and additional revenue streams, but you can't do that if you can't actually fulfill them. You got to be able to do the work. And it really helps you do upsells and those sort of activities for your operations? We do, yeah, because you know, we started with operations and we've been doing this for about 10 years. We started first thinking about very detailed task management and how it related to that properties that you actually work with. Very quickly our clients encouraged us that it was really important how they also communicated about that work back to the owners and to the guests. Like if they could be more proficient and do a better job getting properties ready and really setting them up to be ready for a guest, they wanted to be able to let the guest know as early as possible that they could actually get into the property, right? Like what a great way to change that. I mean, I think people are back there, right? You're like waiting. I'm about to head to Las Vegas. Luckily I'm arriving a little late at night, but if not, clearly I'm going to show up at noon and my room will not be ready until like 4.30. Right? And I'm just sitting around, hoping, wishing that I could get into my room, but I can't. It's the same thing with vacation rentals and like what a great way to change your vacation when you're about to show up and you don't think you can get in until 4 and you get a proactive message that says, actually, you know what? Like the property is ready. Right? Just head there now. It's 2.30. It feels amazing. And so we got pulled into messaging not only for that, but also guest expect to, if they have a service request during their stay, they expect to be able to keep track of how that request is being handled. And so we do that with a lot of guest communication to be responsive to service requests or maintenance issues. And when it goes wrong during the stay, that led us into thinking about the property profile and building a guidebook. And then, you know, I think when the world to you, when the unit
that you spend your time thinking about is tasks in service. You think about the connections of those things to other parts of the operational workflow, like upsells and consier services. It's really hard to offer an airport transfer, an early check-in, a bike rental. If you can't also track that task and make sure that it's been fulfilled, because you carry the brand royalty and responsibility to make sure that that actually happens. Great operations provides the human element, the bandwidth, to be able to provide hospitality. But if you're living in chaos, providing hospitality and all the extras, the bandwidth just isn't there, right? Because if you're constantly going back trying to fix chaos and make sure that just the fundamentals are kept up with because you don't have the right tools or systems or processes, you're never going to be hospitality company, you're going to be always behind that power curve. Yeah, that is separating successful property managers from ones that are less out. Not too much of a burnout. So Jeremy, you gave me seven tips. Someone will go through real quick. I want to walk through each one of these. And when it comes to operations and how you're thinking about this, the first thing you said was don't try to automate the problem away. Was that me? I think we can be so focused in the vacation rental market. We can be so focused on the revenue side of the business and bookings that we forget the service side of the business. And we're fortunate that there's a lot of technology available and technology is improving at a rapid pace. And it becomes very tempting to just say, okay, great, I'm going to, I'm going to, I'm going to dial this all in. I'm going to put it all on everything is going to be automated. And I'm just going to wipe my hands a little bunch of this. And I think if you do that too much, you would basically just give it away your superpower, which is super power as a local operator is that you are there and you understand the market. You are on site. You have teams with boots on the ground. And you should leverage that because it's what makes you special. And if you automate it all the way, you're really going to lose your edge not not to mention you're going to lose the human touch that creates hospitality. Yeah. And that fits right into your second tip, which is finding the right balance between automation and human effort. There's a lot of administrative work that you should be working your way through to automate away. If you're setting up your business or you're setting up your operations and you haven't thought about maybe how you should group properties by different neighborhoods and set up default, default staff to manage those different groups and then different cleaners, different service providers on separate parts of town to sort of automate the baseline and set yourself up for success. So if you're not just scrambling each time, it's going to be really hard. But what we like to tell people is you have to think about what you can automate away that the guests will never really feel to free you up so that you can pass some human effort and you can you can provide a little extra touch and give yourself the space to do it. Just like you were saying, if you're operating in chaos and you don't have enough process in automation, you can't ever, you it's impossible to be proactive. This conversation reminds me of a leadership principle that says you can delegate the task, but you can't delegate the responsibility. And when it comes to technology, that's also true, right? You can delegate the automated task, but ultimately you're so responsible for the interaction and what happens along with that within that ecosystem. So for number three, you said, don't settle for add-ons that treat service as another part of the transaction. What do you mean by that? Three way, you know, we little three way there's template tasks and requirements and check us. And most checklets are incredibly useful to make sure that you get the exact right work done, and you can verify and keep track of everything that's going on. But if you treat a turnover as just a check the box transaction or an add-on and then really check it as just like a check the box like this is just another part of a reservation transaction. You're missing out on the experience and actually delivering on an experience to the gas. And I think that's that's that's what I mean here, which is like don't just think about new things that you're adding to your business, which is just an extension of a transactional work well. Appreciate that you want to put yourself in a position where you can deliver on an experience both to the owners and to the end of the gas. You give me great segues leading into number four, embracing the challenge of making sure that you understand the work as core is hospitality and property management. What do you mean by it? You know, and how do you apply it? The hospitality business is is gritty. It can be a grind, but that grind is actually what you're being paid for in my opinion. That is why you've been hired. That's why you have the privilege to manage an owner's home and the responsibility because they're paying you to embrace that challenge and do all the work that they are either, you know, incapable of doing because they don't live there or they don't want to do that's the role. That's what guests are, you know, that is what guests are paying me for as well. And I think, I don't know, I think we can embrace we can embrace that challenge and that privilege and by doing so, especially with our teams and helping our teams understand that, we can really change the way that we approach our work. Like then that work becomes a privilege to do and you think about the impact of it. Not as just like checking a box, but like, great, what do I have to do? How do I set myself up to do it in the best manner that I can and efficiently so I can go on and do the next one? It reminds me of the fact that nobody wants a property manager. Nobody, you know, no, no couple is sitting you know, out front of a home and go and says, hey honey, in a couple years from now, you know, if everything works out well, let's go get us a property manager in Hilton Head. Nobody says that. What do people say? Honey, in a few years from now, wouldn't it be a dream to have a beautiful beach front property in Merville Beach or Hilton Head or wherever they love Hawaii? That's what they say. Nobody says, let's go get a property manager or older and get statements we don't understand. It have them call us when there's a problem with something. That's not the dream. The dream is they want to own a well-raned second. They want to own a well-raned second home and we are the key and our value to that is providing a well-raned property that they own and it's a privilege to be able to offer that to people who have the dream of the second property. My dream and like the mission of Greesway, almost from the beginning, is to change that dynamic and to put property managers in a position where owners could be sitting there and saying, wouldn't it be great if we had a property manager who is helping us manage this asset and is taking away all of these problems and is helping me understand that there's an issue with my home that they're actually going to you know, they're going to shepherd through the process so that I don't have to do it and and I think that right there was truly the impetus for building Greesway which was how properties are managed like the work that goes into it doesn't create and the tools that are typically available to you as a property manager does not create that kind of environment. It doesn't empower you to have that kind of relationship with the property and with the owner. Your held back, the point of starting Greesway was that I talked to a whole bunch of property managers that were my friends from Flickie and they were held back and unable to have that kind of relationship with owners and with the property where they could change that dynamic and I think it's so critically important because owner management is it's everything but it's also all can be all consuming and when you're talking about property managers that's like one of the hardest parts of it's one of the hardest parts of the job because it's so easy for it to turn from consultated to adversaries.
And when it does, then you're in a lot of trouble. So my dream and the whole point is we want to change the way that people approach this where they can really understand the value and the owners can appreciate the value that property management brings to them. But that's the management perspective, not just from a rental income perspective. I love the fact that you said it was a relationship with the homeowners and the properties, right? Because if you're doing the right things, if you're meeting the expectations, if you're delivering on your promises, if you're providing a well-ran property, your relationship with not just the property, but just really the relationship with a homeowner that blossoms. And that's where you get these long-term relationships. We have relationships in Costco that are 20 plus years with property management, but with the homeowners. Why? Because there's trust in the relationship. They know that we have their best interests and we have the competence to be able to perform that. We earn the right to fail when things go wrong, right? And I think that when you are doing the sort of things that your mission, every's way, is looking to accomplish, your relationships grow with those homeowners. Yeah, and I appreciate the opportunity to talk about that part of it because I think it can be lost on the market, how we think about that, and that you could be thinking about Prizwe as an operational tool that just drives efficiency to clean and property turnovers. But it's much, much more than that. And it's about changing that relationship and how you get that work done and then portray that work back to the owner and give you tools and opportunity to really show the work that you're doing. So appreciate being able to talk about that piece of it. Yeah, that's fantastic. Number six, empower the people who deliver the hard work. Opportunity managers spend a lot on technology. They have a very healthy appreciation for the value of technology to help them get their work done and do their job at the complicated business where you're, you know, stretched across many disciplines, right? You're expected to be a great marketer, a great member of your local community, really good at accounting, a complex accounting, B.A. yield management expert. You're really pulled in so many different directions and we're pretty good at optimizing lots of that. Don't discount optimizing what you can do for your people that are working really hard, whether they're internal staff or your service providers or external or really trying to do great work for you. Don't discount that or the ability to sort of change your business by giving them tools they can optimize that one. That's not least you said, establish a high baseline for work and process in order to make space for the last minute issues that will arrive and the extra human effort that is needed to deliver hospitality to owners and guests. Yeah, that baseline that we chat in about where if you're able to set up Mark automation to know exactly how you want to handle your work and provide service when everything goes right. There'll be in a better position to handle it when it doesn't go right. We recently completed our state of work report where we interviewed about 400 operators about how they get their work done and 46% that they encountered guest-related issues or last-minute changes on a daily basis. So if everything's changing at the last minute, you need to make sure that you've got space to handle that. Just once one of those things goes wrong, you're just going to be in a really tough position. Property managers are measured by the amount of non-events that happen. We're measured by, did everything go well, meaning a non-event. The check-in happened, being a non-event. Making sure that we create non-events in that business cycle is really important and there's a constant last-minute shuffling. There's a last-minute storm and suddenly the pools are dirty. The last-minute problem with the property, the guest has a specialty class or has a check-in problem or wants to show up early. Whatever that looks like, this is a business of being able to act to a constant change in this environment. If you like patterns and operate in the same business and task list every single day, this is not the business for you. No, that's exactly right. Not only do you need to change, but the baseline volume is really hot where you're completing many, many tasks during the team has to coordinate and complete many, many tasks every single day. Jimmy, a lot of my partners will ask, hey, there are apps that come along with Guestee and StreamOn. Why should I take a look at Breesway since there's a cost to it? Why would I go take on Breesway at a cost to it? And how would that benefit my operations? And I'd like you to talk a little bit about that because that's a question that we're going to get. And I want to make sure that you get the opportunity to have a real conversation about that with our partners. I think when it comes to making a decision to optimize the messiest, most complicated, largest cost center of your business that actually defines the success of your business, defines the relationship with your homeowners. I don't believe you can afford not to optimize that work and make sure that you have dialed it in and invested in how your operations have run. It is a really complicated problem. And we've just seen over the last 10 years, the market has validated through the clients that we work with that optimizing this with another piece of technology that works alongside guest-tears-dream-line, pays incredible dividends to your business, opens up a different way to communicate with your owners and really changes how your staff and your team works. And there's a surface area to being a vacation rental property manager, which you're covering with a tremendous amount of ground. And the idea that you could do all of that within a single solution as effectively as possible, it's just very, very hard. And maybe 15 years from now with the pace of technology, maybe that will happen. But today, that's the whole reason why there was a vibrant ecosystem of tools and why, you know, Costco has built relationships with leading providers who help you optimize parts of your tech stat. And I think there's 100, you know, there's 100 of small little reasons why you would find a piece of functionality within Breezway. But you don't find within Guestee and you don't find within streamlined because we focus on this problem at such a depth that, you know, no one else in the industry has dedicated themselves to that. For better or worse, Steve, like that's what we do. You know, you know, you're in Carlos Corso, who's, you know, my friend, our CTO in Costco, he speaks directly to this that and he uses you as an example. Everybody in the PMS world will ever be as hyper focused on a gap piece of tech like, you know, Jeremy, it does. Right? Like the, you're the shining example of when there's a problem to be solved, that's very specific, yet incredibly important. You're building out a PMS, you're a generalist, you're not specialist, right? You get to build all these tools. And so you're focused on solving this problem for our partners is unmatched in the industry, but not one less question. Well, two last questions. You know, we have this orange video and we go about talking about it constantly, making sure that our teammates are making good decisions off of it. And I know that you're familiar with it. What's your favorite letter in line from the orange video? Look, this question anticipates with a line that really stuck out to me. We will anticipate and plan for the wants and needs of our owners and guests and advise with each person that we interact with. That's the value I think that captures why someone wants to have a property manager, right? That story we were talking about before about like, do you really want a property manager? Like, wow, let it. I don't know if you have an expensive asset that you want to take care of. What could be better? What would you rather pay for than someone that can anticipate and plan for the wants and needs of how you're going to care for that property as the steward of that property? I think it's just very powerful and I believe it captures what is so important.
about being a property manager. You have to be able to offer, if you wanna have a valuable product, you have to be able to offer something that, it's very difficult for people, other people to do. If you wanna drive value as a property manager and you wanna change the dynamic of, if you wanna live and die by revenue up and down and have that be the only thing that your owners appreciate, you can do that, I think it's a scary proposition. If instead you wanna build a relationship with owners where they believe that you're anticipating and planning for how they wanna take care of their assets, you've established trust and you will build a very long relationship where the ebbs and flows of revenue. They won't be in material, it's important to owners, of course, but they won't be the primary. They won't be the primary driver of your relationship. - Yeah, we talk often about the different love languages of homeowners and I think, well, revenue is one of them, it's not all the composing of what their relationship ends up being. Jeremy, what do you most start about for the future of Breesway? Any big plans on cool new releases happening? Interesting AI moves, anything exciting that you can talk about. - We have a lot going on. We have just launched a new smart lock management product which we're really excited about so that we can, well, it'll be smart devices. We're starting with locks and then we'll move to thermostats, but as part of this relationship with the property, I'm very interested in how we can help property managers build on their services to owners and help them think about how they can save money on utilities, of their managing, heating and cooling and being a steward for access and then helping demonstrate that because we're able to then do some really special things about access goods related specifically to tasks, obviously individual codes just for guests, but then helping managers just stay on top of it. So I'm very excited about that. As you know, we work with Justin Ford in safety and I'm really excited that we'll be embedding safety training will be one of the first things that we embed. I think every breezeway account, we're opening up a whole new learning center within breezeway. First for safety and then next, just help people understand how to use the tools and to validate that they understand how to use the tools. We're doing more with helping clients find new service providers. If you're in a seasonal business, we've heard from our clients that it's tough to find, you know, the people who do the work for you, it's critical that you have trust in them that they know what they're doing and with 3,000 clients and a lot of 250,000 properties in the United States, we've got this nice network of service providers and cleaners and staff and contractors that we already work with and we're excited about how we can help our clients find more trained professionals who can take on some of this work for them. - That's great. Jeremy, as we wind down, we've been able to negotiate a very special relationship with you because of the size of the Vecasa purchase and going forward, I'd like to encourage all of our partners to look into that pricing, have a discussion with you and also make sure that, you know, as they're making their decisions on their tech stack to meet you, your team, get a demo, understand the real value that Reesley brings, how do they get a hold of, you know, your sales team or the appropriate person to be able to demo the product and understand the pricing and the value that comes along with that? - Yeah, absolutely. We've done that Steve, not just because of Vecasa opportunity, but very candidly from a deep appreciation for you and for the way that you operate Costco and for an alignment envision of, like, how this work is supposed to be done and like what it means to be a great property manager, like the way that you operate and the way that you have built Costco really aligned with what we think about at Reesley. So we're very excited to be partners with Costco because it's just a very natural thing. You can find me, you can even know me. For sure at
[email protected], you can also just email
[email protected] and tell us where you are and which Costco franchise you work with or which one you're thinking about with your thinking about your next news on a technology basis and you'll be in good hands and we'll make sure you speak to the right people on our sales team and get special treatment not just from a pricing perspective, but I know we're doing a lot of work through Costco University building special implementation plans just for Costco franchisees as well as embedding special workflows and training within the Breesley account for Costco franchisees. Jeremy, it's always such a pleasure. I appreciate our personal relationship and friendship and the cool things that we're doing together in business, benefits our partners and our homeowners. Thanks again so much for coming on. We'll talk to you soon here at the VMA. Awesome. Thank you Steve. We really appreciate it. [Music]
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