Cloudbeds CEO on Multimodal AI in Hotel Tech
We as hoteliers, we as technologists, can make this journey frictionless. Right? We can do better. It doesn't mean I need to give you a digital key to check-in. It just means that I need to be aware of first impressions, the coordination, the communication, the process, all the above.
Speaker 2:From Hotel Tech Report, it's Hotel Tech Insider, a show about the future of hotels and the technology that powers them.
Speaker 3:Today on the show, we have Adam Harris,
Speaker 2:the co founder and CEO of Cloudbeds. One of the fastest growing companies in hospitality that's raised over $250,000,000 from leading investors like SoftBank and Viking. In this conversation, we cover some of the really cool innovations happening at Cloudbeds like their recently launched multimodal AI that's able to look across Cloudbeds' data architecture for all of its hotel clients and make actionable, automatic, and easy to use recommendations to grow NOI for hotel owners and operators.
Speaker 3:Adam, thanks so much for coming on the show today. How are you doing?
Speaker 1:Doing well. Good to see you.
Speaker 3:Let's start by talking a little bit about take us back what? Is Coven's 10 years old at this point?
Speaker 1:I think we turned 12 in October.
Speaker 3:Wow. Okay. So 12 years ago, you and Richard, I think from from what I know, were in Brazil and had a spark of an idea for a business. Talk me through that.
Speaker 1:You know, it was a couple of catalysts, but, yeah, your story is not too far off. Rich was traveling through Brazil. We were doing some work for some hotel brands at the same time with our technology consulting firm. And what we ultimately realized was these hoteliers were not seeing the whole picture. They were they had tools that might help them with one element of their day to day operations.
Speaker 1:They may rely on direct reservations or working with just one distribution partner. It was very old school. It was actually, like, surprisingly challenging. And what happened was Rich was trying to book a a hotel, a 40 room hotel, which is right smack in our sweet spot for Cloudbeds these days. But what was interesting about this boutique hotel, it was in Bujios, which is a small beach town north of Rio, couple hours outside of it, and it's just littered with these 40 room hotels, 100 room hotels, that sort of boutique ish 5.
Speaker 1:Now Rich sent an email to all of them, like, all the top rated one. Now remember the day where you'd go on a road trip with your family and you'd go to triple a and you get, like, the state triple a guide, and that was kind of your, like, way of of knowing what was in the market, what the hotels were, etcetera, etcetera. Well, that's kinda what was happening in Brazil. And so Rich sent, like, 27 emails, and no one called him back. No one emailed him back.
Speaker 1:And he was like, god damn it. How am I gonna book a hotel? Well, anyway, long story short, someone finally, a Brazilian man, called his cell phone and said, hello. You know? Yes.
Speaker 1:I have rooms. You can book 1. What I need you to do is go to Santander Bank, which is one of the national Brazilian banks, and deposit money into this checking and routing number. And then once you're done, email me. I'll go to my bank and confirm that I got your deposit, and then I'll confirm your hotel room.
Speaker 1:And, like, Rich called me and said, dude, some guy that I've never met wants me to go to a local bank, deposit money just for a hotel room. This is crazy. And so we started with just ecommerce. Cloudbeds was about how do we make the ecommerce journey a little bit simpler, and then, obviously, it's expanded from there. But that was kind of the route in parallel that Rich was in Brazil.
Speaker 1:I was doing some work with a a group in Costa Rica and other parts of LatAm, and it just happened to be the same circumstances. They had an ecommerce presence, but their data was not intertwined. So they had a resort. They had 2 boutique hotels. They had a bunch of vacation rentals, and they also had some sort of hybrid concepts, like glamping, but none of it was sold through one central booking engine.
Speaker 1:You had to go to each one of those individual concepts. And so for those who are joining or wanting to go visit this master build, didn't know how to to understand it. Like, take Punta Mita, for example. Right? You have the Four Seasons.
Speaker 1:You have the Conrad. You have the Westin. You have the Saint Regis. It's not like I go and book Punta Mita, and I see all those options. I have to individually go to try to to do one of them.
Speaker 1:Well, we took a Punta Mita like master development, and we centralized it all into one place. It was a beautifully well done ecosystem. We were working with HomeAway software. We were working with Saver Software, Oracle PMS, and we basically created this master inventory layer and then connect it out. We built a CRS for this brand.
Speaker 1:That's literally what we did without knowing what we would call it at the time because we're outside of industry. But, anyway, I love this space. I've been to 57 different countries in my lifetime and adding a few more next year, and it's just in my DNA. Like, I love to travel. I love to experience, but, guys, like, it's broken.
Speaker 1:Like, the experience is broken in many shapes and form, and I think at the end of the day, it's because of the ecosystem.
Speaker 3:And so how did you guys get from that kind of Brazilian ecommerce experience to full blown PMS that Cloudbeds is today? Like, what did that evolution look like?
Speaker 1:You know, from day 1, we were really quick to put our hands up in the air and say, we don't know the answer here. That's the beauty of being an outsider. I have very little hotel experience. Maybe I'll share the one experience that I've had in running a hotel in my life. That's funny.
Speaker 1:You'll appreciate it too. But what we realized was if we're a partner, like, a deep value partner to our customers and actually, like, listen and have a community of them coming to us and telling us what they need next, doing tons of Qualtrics surveying. We love serving our customers. We have such an incredible read given all the data that we feed back. You know, Passport was our morning.
Speaker 1:Today was a an amalgamation of all all the time and energy and work collecting feedback from our customers, launching some things today at Passport, and we were able to do that in front of 4,000 live registrants. Like, that's a pretty powerful ecosystem to know that we can bring on 4,000 customers across a 150 markets. They tune in because they're excited about what we're bringing next, because they know they have been intimately involved with telling us what is coming next. And that symbiotic relationship is what we're all about. We love our customers.
Speaker 1:We really, really do. We're trying to do more for them. We're trying to be a partner. We're trying to differentiate our style of service. And do we fumble at times?
Speaker 1:Yeah. A 100%. Do we fumble the ball less than our competitors? Yes. At an nth degree.
Speaker 1:And so but look. What I'm so appreciative of this industry is we are making strides towards the right direction of improving both sides of the relationship, the staffing side and how they take care of a guest, and then the guest side and how they experience that hospitality. And so we're making strides as an industry.
Speaker 3:And I'm guessing back in those early days of the Brazilian experience that you and Richard had or Richard had in the Costa Rican parallel experience, the US was a little further along, obviously, at that time. How have you seen the market evolve, number 1, in markets I mean, it's almost it's pretty clear that you guys have been in a really integral role in markets like that. I've had friends go backpacking in Vietnam and send me cloud beds, booking engines. And you guys have taken these markets that traditionally have been behind on technology and that they're maybe a third world country or they're not a hotel chain, and they don't have access to actually giving them a competitive advantage over some of those tier one markets early on. How have you seen those markets evolve?
Speaker 3:And then as you guys have scaled, you've moved into these tier one markets like the US, Western Europe, etcetera. How have you seen those markets evolve? And is there more parity than there used to be between those 2?
Speaker 1:Okay. That's a lot. That's a big question. Let me challenge you a little bit with just an observation. So I had a really crummy birthday.
Speaker 1:This past couple weeks, I had surgery, and then I got COVID from the hospital, and then recovery birthday went in the toilet bowl. But in my reflection of that, I was carefully watching brands, hotel brands, airline brands, and all the brands that I interact with around my birthday. And this was not a selfish desire. This was purely what are brands doing around an event to engage with me. Now I am a member of f y Delta and obviously the other airlines, but I'm predominantly Delta.
Speaker 1:I obviously stay at all the brands, mostly independents because of my role at exit properties. But then I'm also a big user of Marriott and Hilton and things like that for convenience. And out of all of the hospitality brands, one, one Jordan sent me a note on my birthday. 1. Out of all brands across all industries, 2 sent me a birthday reminder.
Speaker 1:And yet in this day and age with generative AI and all the data intelligence and all the reporting and all the automation that we live in, Delta wished me a happy birthday and had some curated ideas on where I could go with them in my medical provider. UCSD Medicine sent me a happy birthday and wishing a really well well, which was funny because I was just there. But, like, those were the two examples. Not a hotel brand, not another airline. They all have my birthday.
Speaker 1:They all know my birthday because I've checked in with an idea a 100 times. Right? How is that possible? So when you ask me the question, is there parity today, or was there lack of parity before? I would argue all hospitality players still have a lot of work to do to bring to modern capabilities that exist in the ecosystem of tech these days.
Speaker 1:And so, yeah, the answer was the problems were there in both markets. It was just different. Right? Like, the Vietnam's of the world, to use your example, they had a lot more that had to get modernized to bring them to a standard to compete with a national or international chain. The domestic markets were still struggling to accommodate all this new tech that might have been more readily available, but they might be dealing with something that was a little less innovative.
Speaker 1:It was a little bit more outdated from a UI perspective. And so even in those same struggles, albeit different, they weren't quite caught up. I look at, you know, Marriott adopting a guest journey platform. Right? Recent news.
Speaker 1:Was that because their guest journey is friction
Speaker 3:full,
Speaker 1:or was it they wanna do digital tipping better? And the answer is probably a little bit of both, but it's probably the latter more. So how do we take care of our staff in a digital tipping format? And Canary does it really, really well. Like, they're great at it.
Speaker 1:But to check-in easier, man, Marriott's been trying to do check-in easier for many, many years, and Canary doesn't solve that. Nope. Nothing solves that. That's hardware, process, systems, training. It's a lot.
Speaker 1:And so nothing against Canary. I wanted to highlight that one example. And so when I look at where we are, like, 13% of door locks in 2024, almost 2025, are digital. K? Like, the number one integrator is still serialized cabling.
Speaker 1:Right? Like, using offline, no HTTP, no API forward. And so, like, ASSA, BLO, all of those door lock companies, SALTO, are coming out with brand new ecosystems. The problem is that's, like, a line in the sand forward with their new lock technology. Everything in the past is still offline.
Speaker 1:Like, I can't give you a check-in experience that I've become accustomed to when staying at an Airbnb because I can just go buy Latch or one of the Home Depot locks that communicates to my Wi Fi through a code, and I can text that to my guest, and I can log in. Well, there's standards. There's security requirements. Like, New York is about to pass that you have to be a licensed hotel and that everyone needs a panic button as a staff member. Oh, jeez Louise.
Speaker 1:Like, that's a very different, like, requirement list than, hey. Go pick a Home Depot lock and, like, you're safe at an Airbnb. And, like and and I read all the horror stories around, you know, my door lock didn't meet the right standard. Someone kicked through it, or there's cameras hidden in the room. Like, I really don't worry about that when I check into my hotel, but I swear to god, I've stayed in hotels.
Speaker 1:And I've stayed in Airbnbs where I actually pulled out the Wi Fi sniffer. And, like, I was kinda curious. I'm like, what's around here? What IoT devices am I not aware of that is taking place? And I was actually pleasantly surprised.
Speaker 1:Like, in one case, I found a camera. Like, it was weird. There was no need for the camera in the hallway. In the other case, in the hotel, I found some sensors that I didn't think this hotel was using, and it was detect environment. And I was like, that's really cool.
Speaker 1:Like, I'm glad to see some smart intelligence around, you know, HVAC and whatnot to reduce the amount of energy waste that was going to create temperature control. So those are two sides of the story. But, man, Jordan, like, we got a long way to go as an industry to make this easier for both sides of the equation.
Speaker 3:Are there hotel groups that you guys work with or specific hotels that you think are doing it particularly well? Because I feel like there's always on the product adoption curve. There's those Mavens who are out there. You know, we've had the CTO of outside who's a customer of yours, I'm pretty sure, on this show. What are the hotel groups that you think are within your customer base that are doing a really good job, and what are they doing that's different than the CloudBeds customer who's kind of lagging behind?
Speaker 3:And you're trying to help them get there, but they're not quite there yet.
Speaker 1:Oh, man. There's probably too many to mention, to be honest with you. But to single out a single one, I think the ones that are implementing CloudBeds in a way with our partner ecosystem, that is mindful of 5 pillars that we think are the most important pillars to any hotel operation. So if you will give me a moment, I'll share with those, but you can stop me and say, this is boring. Let's move on.
Speaker 1:Also, I will respect that. I really truly believe that every hotel operation should be mindful of 5 pillars. One is, how do I go find my next guest, and how do I retain guests going forward? Right? Going and constantly getting a new 1,000 guests per year is really challenging.
Speaker 1:Like, the Pareto argument would be, like, curate. Like, curate a population of your hotel, bring them back every single year, and you have a base that you start from. It makes it a little bit easier. So how do you go find your next guest? 2, we gotta remove the friction from the guest journey.
Speaker 1:I have taken way too many trips. I have way too many miles on my back. You as well, because I know you're well traveled. I have had very few enjoyable travel journeys. Very few.
Speaker 1:And it's not whether you flew 1st class or not. It's just every step of the way, is there something that goes amuck or adds friction that puts you in your worst moment? Right? You're tired. You just flew 15 hours to get to ITB, and there isn't an early check-in available even though you booked for your entire company 40 rooms.
Speaker 1:Like, really? Like, come on, hotel. Like, we know what's going on in the market. Luz Fonza doing strikes around ITB. You are impacted by this recently.
Speaker 1:I might have taken some enjoyment, listening to your your travel journeys back, But my comment around that is, like, we as hoteliers, we as technologists, can make this journey frictionless. Right? We can do better. It doesn't mean I need to give you a digital key to check-in. It just means that I need to be aware of first impressions, the coordination, the communication, the process, all the above.
Speaker 1:I just checked into a hotel in Marin, got my key. I had to walk, like, a half a mile because it was, like, it was, like, sort of broken out into a forest that was surrounding the area. I got to my hotel room. Key didn't work. So guess what?
Speaker 1:I had to, like, go all the way back to the hotel room and go get the key. And I was like, oh my goodness. I just wasted 10 minutes. Now granted, I love the steps. I needed it personally.
Speaker 1:So I was okay with it, but, like, why did that take place? Like, what failed there? The third is, man, I truly believe that the unsung heroes of this industry are people who work at a hotel. It's a 247, 365 day grind. You get people in their best moments, and you get people in their worst.
Speaker 1:And I can only think of one other industry, and that's health care, where your patron is there in the morning. So you could royally piss them off the night before. They're gonna sleep at your property, and they'll be there at front of the front desk in the morning, and you better have an answer for them. Her. So that is incredibly stressful.
Speaker 1:And so removing some of the operational friction on behalf of the staff just means the staff can come back and do their moments back towards the gates, and there's a really important relationship there. The 4th is, jeez, Jordan. We you and I have had a 1,000 conversations about this, but data's everywhere. If the average number of systems that are powering a hotel is truly 19 right now in 2024, Okay. Well, that's 19 places with data.
Speaker 1:How do I bring that together and create an actionable analytics platform that can help me make determinations? Now this is the number one pain point for any business in the world, your business, my business, getting to decisions quicker, having the right information around us.
Speaker 3:Is that 19 number the average number of connected integrations amongst CloudBiz clients right now?
Speaker 1:No. CloudBiz is much lower because we do a little bit more capability as a platform, but the average system is 19 right now. That was a bunch of research. Multiple schools have published that. That is way too much.
Speaker 1:It was 14 when I started this industry. So we've grown. Now COVID was an accelerator there, so I don't wanna I don't wanna necessarily say going from 14 to 19 is a bad thing. We've just seen so much sweet accrete. So, like, you have check-in apps that now do, like, communication and do a little bit more.
Speaker 1:And, like, you've seen a little bit of these sweets communication and do a little bit more. And, like, you've seen a little bit of these sweets growing, so that's part of the kicker. Irrespective, too much data siloed in too many different places. And so the 5th is intelligence. And it's intelligence from all of the signals that are coming from each of those 4 pillars into what I believe is where AI, in harnessing the correct forms of AI, just creates superhumans.
Speaker 1:Superhuman front desk, better guests, better guest experiences, better ways of reaching guests more efficiently, making more money off your guests, creating better better journeys for your guests that translates to things that they want to consume. Right? So however you do that, intelligence can come in many forms. It could just come in the form of how we're doing it, which is trying to layer in different touch points within the application with an AI engine. It could be helping write reviews.
Speaker 1:It could be helping communicate with a guest, right, in a more automated fashion. I love an example of technology. Voice, for example. Hotels have phone numbers. Right?
Speaker 1:Someone has to answer them. A lot of times, they get sent to call centers. Well, 85, 86 percent of the time, it is unrelated to revenue. So those calls have zero impact on revenue. They're informational.
Speaker 1:What time's check-in? What time? Check out. Do you allow dogs? What size dogs?
Speaker 1:All of that could be done. And then if there was a need for a human, you click it over to a human. So I think there's a lot of sort of motion towards where we can go with that intelligence layer, that 5th pillar. But for right now, we gotta bring those 4 other ones together. That is a really big motion that's trying to happen in the industry.
Speaker 1:And I think there's a few brands that have see, like, yeah, that's really important. I think we're ahead. I really do believe we're ahead because we've tried to be more vertical than others, and we've focused on partnerships second. The reality is we've never focused on partnerships second. That's just what the market thinks.
Speaker 1:We have 400 plus partners. We believe in partners. We're growing that that ecosystem as much as possible. And we're also doing that while building out our own capabilities that are doing different parts of that ecosystem. And and that's gonna be really exciting for hoteliers, whether they're using our partner technology or ours.
Speaker 1:I think that's where we're all headed as a space.
Speaker 3:Are there 1 or 2 pillars that you think are particularly top of mind for hoteliers right now in terms of in the last 6 to 12 months, what are the biggest pain points that you have? This huge customer base who's kind of feeding you insights, what are the biggest pain points that they're feeling at this moment in time?
Speaker 1:You know, we always hear that revenue generation or revenue capture, so figuring out ways of being more getting your reach out there, number 1, always. Capturing it more efficiently, number 2, always. Right? And that's pretty loaded. Those two statements are really loaded.
Speaker 1:Like, that could be a CRS capability. That could be having better sales and marketing support for your catering business because you do a lot of weddings. It might mean more OTA connections. It might mean you start doing advertising. There's so many ways of driving more revenue, and then there's also ways of maximizing micro transactions during the guest journey that probably were are more impactful than just changing your rates occasionally.
Speaker 1:At some point, I can't remember where I read it. Forgot. It it might it might even be my team's research. I don't remember. But I remember seeing that it was anywhere from, like, 19 to 27 days a year.
Speaker 1:You actually have opportunities to price better, smarter. It's not every day of the week. It's a few moments where you're actually saying like, oh, man. I should've been, like, a $100 more that night. Like, really impactful nights.
Speaker 1:The rest of them are, like, up and down, up and down. And a lot of times, it's down. Your pricing is sliding down, and then you're figuring out ways of optimizing Jordan, you're traveling with your family, your beautiful wife, your kid, and soon to be another. Maybe you want an early check-in. Well, if I have the availability and I have the room, I'm pretty confident that if I sent you an upsell through Whistle that said, hey, Jordan.
Speaker 1:You're traveling with kids. Do you want an early check-in for $25? You might be like, done. Like, literally, I'm clicking it 10 times because, yes, I've got car seats and bags and a nap and all that wonderful stuff. And so those types of moments, I think, need to be way more integrated, like, way, way more integrated.
Speaker 1:And so when I think about what we're trying to do with finding your next guest or retaining your next guest to looking at what goes down in the guest journey, it's how do we reach it? Do we wanna reach it through that channel? Do we want to price x y z? What is my total revenue capability with that one individual on a Thursday? And it might be different if they join me on a Wednesday.
Speaker 1:It might look different if they join me on a Friday. And trying to fully understand the cause and effect of having Adam or Jordan stay at their property is where we can then run models. I might not upgrade you into a room that doesn't accommodate 2 little kids. Right? I might not have an upgrade for you.
Speaker 1:Well, our multimodal AI capabilities, we can actually scan room photos and say, couch equals bed, sink, too high for a little kid, sharp corners. Like, we can do all those attributes just using AI. It's amazing, and we have some really cool stuff on some of our videos. But what I get excited about is not so much the AI. It's more so, like, all the data points that are coming in.
Speaker 1:Some of that's coming in through partners. Some of it's our own dataset set. Some of it's scraped from the web. For the very first time that I know of, our hoteliers, once intelligence fully launches in their area, will have an engine that's looking at data points at the tune of, like, 5,000,000,000 every minute.
Speaker 3:So the AI is looking at all these 3rd party and first party data sources and then making recommendations about how to most effectively drive total revenue at that hotel.
Speaker 1:Yeah. Or staffing recommendations or supply recommendations or you name it. So for starters, we're gonna focus on what our big asks are. Help me optimize my go to market funnel. Help me optimize my guest journey, then tell my staff how to be more efficient, and then keep feeding the data back from all those silos into an actionable data footprint.
Speaker 1:And that's we already have it. It's being used by properties. The lift is insane, like, insane lift, and we are just starting with the tip of the iceberg. So someone asked me what was the biggest moment in Cloudbed's history is when we bought our channel manager when we were really, really early because it gave us immediately this catalyst to drive more reservations on behalf of our hotels to, like, 80 markets, and it brought us to Europe really quickly. This acquisition and team, you know, talent team recruiting and all the work we've done over the last year is another one of those moments.
Speaker 1:This is a awesome moment for us. We're really excited about it. I've got a team of 9. They're spectacular, and we're just giving them snacks and resources to just go build and build and think outside the box. I got sent a a sample, a used voice, and used our engine to basically send me a voice mail through whistle that came from the front desk.
Speaker 1:And it's like, hey, Adam. You know, I saw that you're in town for an extra day. By the way, we've got a walking tour. Would you like to join us? It's $15 per person.
Speaker 1:And all you have to do is just come meet us at the lobby at 3 PM Through the Whistle app, all digital, came from the front desk, really didn't come from the front desk. It was an AI engine who had an English accent, but he was smashing. I was like, wow. Okay. This isn't rocket science.
Speaker 1:This is super straightforward. And the reality is is we're just too busy as humans. Like, someone would have had to pick up the phone, call me, let them know, well, I'm not in property. So I didn't get the voice mail. I probably don't look at the flashing indicator on the phone anyway.
Speaker 1:So they reached me through my device. That's cool, Jordan. That's really cool. I think that's way cooler than I have a key issue to me during my check-in experience. Right?
Speaker 1:I think that is where I'm actually creating, curating to my concept, and I'm actually trying to build hospitality into my thesis. And from there, you can really sell a lot around that.
Speaker 3:So we covered what the revenue generating sales and marketing facet of intelligence looks like. Are you guys at the operational facet of it? How do staff members on property interact with this intelligence engine? Is it feeding them tips about, if they're a housekeeper, how to optimize their routes or a front desk agent on different areas of the business? And what form factor does that take for them?
Speaker 1:Yeah. So one of my favorite form factors is just a simple, hey. We're gonna help the marketing team write the ad. We're gonna help the marketing team determine what they should do with their channel mix. We're gonna make the recommendations, and we're gonna furnish it in different ways.
Speaker 1:From a staff perspective, hey. Review came in. Well, someone's gonna write the review. We're gonna write the review, and then we're gonna say, hey. Send it off or no?
Speaker 1:Reply. Well, I want the team to reply, but we're gonna furnish it. How do I think about pulling data down? So we now have a conversational AI, part of our data insights product. You can just literally type, hey.
Speaker 1:I wanna look up what my occupancy is versus all of my foreign customers. And it will literally take that conversational sentence and write the syntax into our report builder and build out the report based on that syntax. So saving someone who's like, I'm not really good at joining datasets, but you can just ask the bot, and the bot will come back with the answer. And so our goal is to save 5 minutes here, 5 minutes there. And then we have a brand new housekeeping module that's bringing all of that use data back into Cloud Biz Intelligence for another chapter of Cloud Biz Intelligence in the future.
Speaker 1:But, like, look, you gotta start somewhere, and we're keeping them super small. We wanna keep them really tight, very straightforward, very easy to use because I want them to be build trust. I want people to actually trust the system because it should be trusted because it's not built on some whim. It's actually built on their data. And that's the exciting thing is we're not unlike ChatGPT that's taking data from everywhere, this is ring fenced to Cloudbeds.
Speaker 1:It's Cloudbeds data. All the data that we're extracting is coming into our data lakes. We're keeping it in the data lakes. We're not sharing it with third parties. And so we're building a very proprietary algorithm around that individual property.
Speaker 1:Obviously, we're sharing in our portfolio of all of our hotel, our dataset, but we're trying to make this a one to one relationship too to bring some security.
Speaker 3:I think you go back to that first inflection point of buying the channel manager and now distribution is ubiquitous. And now we've laid the foundation of all these different data points. We've built a lot of point solutions, a lot of platforms, and now all the data can actually communicate with the other data from other systems and intersystem. And now we have to build those engines like you guys are working on. So really excited to see what's next for CloudVets, and thanks for coming on the show.
Speaker 1:My pleasure.
Speaker 3:That's all for today's episode. Thanks for listening to Hotel Tech Insider produced by hoteltechreport.com. Our goal with this podcast is to show you how the best in the business are leveraging technology to grow their properties and outperform the concept by using innovative digital tools and strategies. I encourage all of our listeners to go try at least one of these strategies or tools that you learned from today's episode. Successful digital transformation is all about consistent small experiments over a long period of time, so don't wait until tomorrow to try something new.
Speaker 3:Do you know a hotelier who would be great to feature on this show, or do you think that your story would bring a lot of value to our audience? Reach out to me directly on LinkedIn by searching for Jordan Hollander. For more episodes like this, follow Hotel Tech Insider on all major streaming platforms like Spotify and Apple Music.
