WEBVTT 1 00:00:01.679 --> 00:00:05.679 Welcome to tiff Talks Tech, the podcast where we unravel 2 00:00:05.759 --> 00:00:10.640 the mysteries of multifamily marketing tech, making it not just understandable, 3 00:00:10.759 --> 00:00:14.679 but dare I say enjoyable. I'm your host, Tiffany, a 4 00:00:14.759 --> 00:00:18.679 season multi family marketer turn tech expert, here to guide 5 00:00:18.719 --> 00:00:21.600 you through your daily tech challenges with ease and a 6 00:00:21.640 --> 00:00:29.079 sprinkle of fun. Hello everyone, and welcome to another episode 7 00:00:29.120 --> 00:00:31.640 of tif Talks Tech. Today. I'm excited because I have 8 00:00:31.719 --> 00:00:34.119 a repeat guest who's a really good friend of mine, 9 00:00:34.359 --> 00:00:37.439 Robert Turnbull, and we're going to be talking about why 10 00:00:37.520 --> 00:00:41.520 operators aren't actually in control of their tech stack. It's 11 00:00:41.600 --> 00:00:45.799 the founder of Multi Family CONSORTI and I'm really excited 12 00:00:45.799 --> 00:00:48.399 to dive into this. But before we do, can you 13 00:00:48.479 --> 00:00:49.880 just give us a little bit of your background. I 14 00:00:49.880 --> 00:00:51.799 know you've kind of give me the full one before, 15 00:00:51.880 --> 00:00:54.240 but maybe just how we got to this point and 16 00:00:54.439 --> 00:00:57.039 why you ended up focusing so deeply on tech stacks 17 00:00:57.039 --> 00:00:57.920 and operations. 18 00:00:58.200 --> 00:01:01.439 Yeah, certainly, thanks for having me on again. I appreciate it. 19 00:01:01.600 --> 00:01:04.439 Always fun to check. Yeah, twenty six years multifamily started 20 00:01:04.439 --> 00:01:07.000 a lot of solutions and products. Learned early on that 21 00:01:07.840 --> 00:01:09.760 you need to have integrations, right, So you get to 22 00:01:09.760 --> 00:01:14.000 have integrations, and you got to play well in the sandbox, 23 00:01:14.040 --> 00:01:17.840 which is important if you're going to serve the management company. Truly, 24 00:01:18.079 --> 00:01:22.239 we realize that property management companies were having these challenges 25 00:01:22.760 --> 00:01:26.519 integrating with and identifying technology solutions that did play well 26 00:01:26.519 --> 00:01:29.439 in the sandbox, whether it be marketing, operations, and technology. 27 00:01:29.560 --> 00:01:32.840 So that's what kind of led us to multi family consortium. 28 00:01:33.000 --> 00:01:35.680 We just realized that rather than going out starting one 29 00:01:35.680 --> 00:01:38.120 more technology and solution, why don't we solve what they 30 00:01:38.120 --> 00:01:39.959 already have and see if we can improve what they have. 31 00:01:40.239 --> 00:01:42.159 Yeah, because we hear this all the time that people 32 00:01:42.200 --> 00:01:44.480 are overwhelmed with the amount of things that are out there. 33 00:01:44.599 --> 00:01:47.120 Can you give us some context into the kind of 34 00:01:47.200 --> 00:01:49.920 things that people come to you with and the challenges 35 00:01:49.959 --> 00:01:51.920 that operators are mentioning. 36 00:01:52.200 --> 00:01:54.640 Yeah, so I had I won't I won't say her name, 37 00:01:54.959 --> 00:01:57.920 but she was a pretty high all executive and well 38 00:01:57.959 --> 00:02:00.640 fairly well known management company and she's a said. I 39 00:02:00.719 --> 00:02:04.359 just got yelled at by my CFO, and I said, well, 40 00:02:04.400 --> 00:02:07.359 what for? Because our stack, our tech stack and arrow 41 00:02:07.400 --> 00:02:09.680 stack keeps going up fifteen percent year every year and 42 00:02:09.719 --> 00:02:12.719 I can't really explain why. And so I kept hearing 43 00:02:12.719 --> 00:02:15.520 that over and over, like they're getting bloated and they 44 00:02:15.520 --> 00:02:18.479 can't really figure out exactly what's causing all of this. 45 00:02:18.599 --> 00:02:22.039 They think they're scaling back and that goes up, and 46 00:02:22.120 --> 00:02:25.680 so there's this inability to actually visualize and see what's 47 00:02:25.719 --> 00:02:28.120 going on. And so that's kind of what led us 48 00:02:28.159 --> 00:02:31.360 to today, which is, look, we're all about innovation adoption, 49 00:02:31.439 --> 00:02:33.879 but man, we can't get innovation adoption until you figure 50 00:02:33.879 --> 00:02:36.400 out clean up your house. Get your house clean, we 51 00:02:36.439 --> 00:02:39.159 can start helping you get some really innovative solutions in place. 52 00:02:39.360 --> 00:02:42.120 Yeah, definitely here all the time that things are just 53 00:02:42.199 --> 00:02:45.879 kind of fitting together, very clunky, and that's something we 54 00:02:45.919 --> 00:02:48.159 want to avoid. But when people are saying, oh, we 55 00:02:48.199 --> 00:02:50.879 have too much technology, what are they feeling in their 56 00:02:50.960 --> 00:02:53.599 day to day? Are they overwhelmed? Are they feeling like 57 00:02:53.639 --> 00:02:55.919 they lost controller? Are you hearing anything else? 58 00:02:56.080 --> 00:02:58.120 Well, yeah, And one of the ways you can tell, 59 00:02:58.599 --> 00:03:01.039 there's a litmus test to figure out when they're overwhelmed 60 00:03:01.479 --> 00:03:04.599 the moment that they are spending more time managing their 61 00:03:04.599 --> 00:03:08.199 tools and technology at the property versus dealing with people. 62 00:03:08.439 --> 00:03:12.879 It's tipped when there's when they're not answering calls and 63 00:03:12.919 --> 00:03:14.960 they're not dealing with renters in front of them because 64 00:03:14.960 --> 00:03:18.240 they're plugging something in somewhere in fifteen different dashboards. It's 65 00:03:18.240 --> 00:03:20.879 a problem. We need to we need to use technology 66 00:03:20.879 --> 00:03:22.840 to free their time up, not to enslave them. And 67 00:03:22.879 --> 00:03:25.599 that is exactly what's happening right now, all these disparate systems, 68 00:03:25.639 --> 00:03:26.560 not dated systems. 69 00:03:26.680 --> 00:03:29.360 Yeah. I remember working on site, anytime we did a rollout, 70 00:03:29.400 --> 00:03:33.159 they were just like, no, please, no, please, no more technology. 71 00:03:33.400 --> 00:03:37.319 Yeah, they're screaming, they're begging for less. Yeah, and I 72 00:03:37.319 --> 00:03:40.360 don't think they mind using certain technologies as long as 73 00:03:40.360 --> 00:03:42.560 it's actually helping them do their job, not taking them 74 00:03:42.560 --> 00:03:43.439 away from their job. 75 00:03:43.680 --> 00:03:45.840 Yeah. It can't feel like just one more thing they 76 00:03:45.840 --> 00:03:47.840 have to learn, one more dashboard that they need to 77 00:03:47.879 --> 00:03:50.639 figure out, like they need to be able to streamline 78 00:03:50.680 --> 00:03:50.919 at all. 79 00:03:51.159 --> 00:03:52.439 Yeah, totally agree. 80 00:03:52.639 --> 00:03:56.520 Yeah, how often is the frustration less about having technology 81 00:03:56.599 --> 00:03:58.879 and more about not being able to shape the stack 82 00:03:58.960 --> 00:04:01.120 in the way that they actually operate. 83 00:04:01.520 --> 00:04:03.879 I think that, well, this goes to a really big 84 00:04:03.960 --> 00:04:07.319 question and problem. So I'm just going to be blunt. 85 00:04:07.439 --> 00:04:10.759 Property management company executives have lost their power. They really have, 86 00:04:11.080 --> 00:04:13.199 and they don't even know it. It's been usurped from them, 87 00:04:13.240 --> 00:04:16.279 and then quite frankly, they've given it over and it's 88 00:04:16.279 --> 00:04:19.480 happened over time. So what I mean by that is 89 00:04:19.839 --> 00:04:21.680 they want to use the technology, but they camp because 90 00:04:21.680 --> 00:04:24.560 it's not integrated with something or it cost money to 91 00:04:24.959 --> 00:04:27.839 integrate with the foundational solution, whether it be their their 92 00:04:27.839 --> 00:04:30.279 property management software or the CRM or whatever it might be. 93 00:04:30.279 --> 00:04:32.240 They don't have data and insights that they can get 94 00:04:32.480 --> 00:04:35.000 from all these disparate sources. The data is often wrong. 95 00:04:35.639 --> 00:04:38.240 The brand, they've lost control of their brand. They aren't 96 00:04:38.279 --> 00:04:41.040 actually able to select the renter journey that they want 97 00:04:41.079 --> 00:04:45.120 because they're once again enslaved to these foundational solutions. So 98 00:04:45.160 --> 00:04:46.920 I think that's contributing to all of this. 99 00:04:47.319 --> 00:04:49.360 Right, and then at what point does a tech stack 100 00:04:49.439 --> 00:04:53.279 stop being supportive and then start becoming operational debt to 101 00:04:53.360 --> 00:04:53.920 the team. 102 00:04:54.079 --> 00:04:56.680 That's that goes right back to the original question, which 103 00:04:56.720 --> 00:04:59.720 is when they're spending too much time doing this right, 104 00:05:00.160 --> 00:05:03.120 talking to their properties and look, they'll be I mean 105 00:05:03.879 --> 00:05:06.639 you can see this, I believe in the anthropological exercise 106 00:05:06.720 --> 00:05:09.120 or some consultants in our industry. I think they're doing 107 00:05:09.120 --> 00:05:11.120 the right thing. They're looking at tech stack, but they're 108 00:05:11.160 --> 00:05:15.639 also actually visiting the properties and they're watching these leasing 109 00:05:15.639 --> 00:05:19.040 agents and they're just thinking, oh my gosh, they're spending 110 00:05:19.120 --> 00:05:21.319 so much time, it's insane. And the leasing agent has 111 00:05:21.319 --> 00:05:25.199 been saying it. Sometimes people are just start listening, right right. 112 00:05:25.240 --> 00:05:28.360 So in thinking about how the stack is broken in 113 00:05:28.399 --> 00:05:33.360 your experience and what you've seen, where is there more redundancy? 114 00:05:33.680 --> 00:05:37.160 Is it like in their marketing stacks or leasing operations 115 00:05:37.199 --> 00:05:38.680 all of that, Like, where are they seeing that? 116 00:05:38.879 --> 00:05:41.600 Yeah, it's all of it quite frankly, Yeah, I can 117 00:05:41.639 --> 00:05:44.240 answer it a little bit differently in that. So part 118 00:05:44.279 --> 00:05:46.720 of what we're doing is we're actually grabbing all their marketing, 119 00:05:46.839 --> 00:05:48.959 operational and tech stacks and we're putting it into a 120 00:05:49.040 --> 00:05:52.160 visualization tool and go, hey, for the first time, there 121 00:05:52.199 --> 00:05:55.279 you go, why are you having three different products do 122 00:05:55.399 --> 00:05:57.959 the same thing for these two properties? Do you know 123 00:05:58.000 --> 00:06:00.000 you're paying for product you haven't used in two year? 124 00:06:00.399 --> 00:06:02.600 Do you know that you have four gaps of solutions 125 00:06:02.600 --> 00:06:04.160 that are out there that you don't even know about. 126 00:06:04.199 --> 00:06:07.720 We're having them addressed. So what's happening is it's just 127 00:06:07.759 --> 00:06:11.040 this frank and signing of solutions they're putting on that 128 00:06:11.040 --> 00:06:13.800 don't necessarily integrate and they don't always have the time 129 00:06:14.000 --> 00:06:16.720 to spend to do the due diligence to know, well, hey, 130 00:06:16.759 --> 00:06:20.079 it integrates, it doesn't integrate, it's AI. It's not AI. 131 00:06:20.319 --> 00:06:21.920 Like there's all these claims. 132 00:06:21.879 --> 00:06:24.079 And what is integrate? Like what level of integration? 133 00:06:24.439 --> 00:06:26.600 Exactly? Right? Oh, because you can download a file at 134 00:06:26.600 --> 00:06:28.319 the end of the night. That's not a true integration 135 00:06:28.600 --> 00:06:30.240 at least not the one that you need for whatever 136 00:06:30.279 --> 00:06:33.680 it is. So they really need they need an intermediary, 137 00:06:34.000 --> 00:06:36.959 someone who has a multi family CONSERTI we have people 138 00:06:37.000 --> 00:06:39.199 that have been on the property side, supplier side and both. 139 00:06:39.360 --> 00:06:40.879 They need someone who's going to go and I say, look, 140 00:06:41.120 --> 00:06:43.040 we get what you're looking for. We're going to help 141 00:06:43.079 --> 00:06:45.959 provide some basic solutions and information so you can make 142 00:06:46.000 --> 00:06:48.879 a determination of your own. Just more informed will. 143 00:06:48.720 --> 00:06:50.600 Help you do that, right, because a lot of times 144 00:06:50.600 --> 00:06:52.439 the teams don't have the time to just sit there 145 00:06:52.480 --> 00:06:55.079 and evaluate every little thing that they're using on a 146 00:06:55.160 --> 00:06:59.639 daily basis. Yeah, and do that work? How often do 147 00:06:59.680 --> 00:07:03.000 you think the chaos stems from, like the site teams 148 00:07:03.120 --> 00:07:05.680 not being involved in any of those decisions and not 149 00:07:05.800 --> 00:07:09.639 having a say and what gets kept and it's oh. 150 00:07:09.319 --> 00:07:13.920 So okay, there needs to be a symphony of information 151 00:07:14.439 --> 00:07:17.839 sharing between the highest level COO down to the leasing 152 00:07:17.879 --> 00:07:20.439 agent and everywhere in between. If you do not, if 153 00:07:20.439 --> 00:07:22.680 you do this in a vacuum, and you do not 154 00:07:22.800 --> 00:07:26.800 incorporate these various levels and true due diligence, then you're 155 00:07:26.879 --> 00:07:32.600 ultimately going to disable disenable, I think is the word 156 00:07:33.199 --> 00:07:35.560 those folks. And you're really ought to be talking and 157 00:07:35.639 --> 00:07:37.720 listening to the leasing team because that's the people that 158 00:07:37.759 --> 00:07:41.920 are they're their front, your front users. So there needs 159 00:07:41.920 --> 00:07:45.199 to be a chorus or a symphony of understanding between 160 00:07:45.199 --> 00:07:47.240 each group and someone who's tying all that together the 161 00:07:47.279 --> 00:07:48.000 decision making. 162 00:07:48.160 --> 00:07:51.920 Yeah. I can think back to experiences on the corporate 163 00:07:51.959 --> 00:07:55.680 side where we've had executives mandate tools where they didn't 164 00:07:55.680 --> 00:07:57.759 do any research on it, like, hey, you guys are 165 00:07:57.759 --> 00:08:00.079 going to try this tool. Okay, I've done lots of 166 00:08:00.120 --> 00:08:02.439 research actually, and I don't think this is a great option, 167 00:08:02.720 --> 00:08:05.160 but it doesn't really matter. You're going to use it anyways. 168 00:08:05.199 --> 00:08:08.720 And I think that's where the workflows can break because 169 00:08:08.879 --> 00:08:12.319 you're not taking the feedback of the people using the products. 170 00:08:12.439 --> 00:08:15.519 Totally agree, absolutely, Yeah. 171 00:08:14.800 --> 00:08:17.040 I want to talk a little bit about adoption versus 172 00:08:17.079 --> 00:08:19.959 accumulation when it comes to tools, why do you think 173 00:08:20.160 --> 00:08:23.720 multifamily just keeps adding more tools instead of fixing the 174 00:08:23.720 --> 00:08:25.160 workflows that exist already. 175 00:08:25.399 --> 00:08:27.240 Yeah, so here's another one of those comments that made 176 00:08:27.240 --> 00:08:31.160 a land really well, lack of expertise to evaluate and 177 00:08:31.319 --> 00:08:34.720 quite frankly in some cases slid out laziness. I will 178 00:08:34.759 --> 00:08:37.399 say that, yes, there's some products and services that don't 179 00:08:37.399 --> 00:08:40.120 live up to the height. Maybe they'd misrepresented themselves, but 180 00:08:40.200 --> 00:08:42.799 that's just a function of not doing the due diligence 181 00:08:42.840 --> 00:08:46.039 this proper to do that. So let's just stick a 182 00:08:46.080 --> 00:08:48.679 band aid on the problem, throw throw another solution in 183 00:08:48.720 --> 00:08:52.480 there that'll solve the problem really, rather than going back 184 00:08:52.519 --> 00:08:54.600 and looking at the foundation of all of it. And 185 00:08:54.679 --> 00:08:57.240 it's getting to a point where things are just breaking 186 00:08:57.639 --> 00:08:59.440 and we've done as we've gone as far as we 187 00:08:59.480 --> 00:09:01.240 can with and now we need to go back to 188 00:09:01.240 --> 00:09:03.399 the drawing board and we need to look at foundational 189 00:09:03.720 --> 00:09:07.240 review around your technologies, your solutions rather than just throwing 190 00:09:07.279 --> 00:09:08.519 dandide solutions onto it. 191 00:09:08.639 --> 00:09:11.840 Yeah, totally. Is there cost that's associated with that and 192 00:09:12.399 --> 00:09:16.679 without adopting the tools that actually make the. 193 00:09:16.679 --> 00:09:21.480 Most sense a cost you mean, oh well, okay, if 194 00:09:21.519 --> 00:09:24.759 you're this is something I see from time to time. Well, 195 00:09:24.799 --> 00:09:26.639 we don't want to pay for that solution, so let's 196 00:09:26.639 --> 00:09:29.840 just budgeting. Here's a great one. So yeah, let's just 197 00:09:29.840 --> 00:09:31.600 get a boot camp together. Let's get all our people 198 00:09:31.679 --> 00:09:33.159 for a week or two, and we'll spend all this 199 00:09:33.240 --> 00:09:35.720 time doing budgeting. So on the line item, it doesn't 200 00:09:35.799 --> 00:09:38.399 show any software that you're using. Maybe you're using Excel 201 00:09:38.480 --> 00:09:41.240 for these things, right, you just spend how much time 202 00:09:41.279 --> 00:09:44.000 flying people in and doing boot camps? So much that's 203 00:09:44.080 --> 00:09:46.720 tends upon tens of thousands of dollars and lost time 204 00:09:46.759 --> 00:09:48.360 and cost. It isn't showing up on a P and 205 00:09:48.440 --> 00:09:51.960 L necessarily, but it's costing you a fortune. These are 206 00:09:52.000 --> 00:09:53.799 the areas that's so one of the things that we 207 00:09:53.840 --> 00:09:57.399 look at is we actually look at when we're evaluating solutions, 208 00:09:57.480 --> 00:09:59.159 is okay, it may not be on your P and L, 209 00:09:59.200 --> 00:10:01.039 but how much time are you people spending And we 210 00:10:01.080 --> 00:10:03.480 calculate that versus the product. You realize, my gosh, that 211 00:10:03.559 --> 00:10:05.519 product has one person could take two days to do 212 00:10:05.559 --> 00:10:09.120 this versus fifteen people two weeks. Well there's your answer, right, 213 00:10:09.159 --> 00:10:10.360 So you've got a factor in all. 214 00:10:10.320 --> 00:10:14.559 The maths, all the dollars totally. Yeah, that's a great example. 215 00:10:14.679 --> 00:10:17.519 I'm kind of thinking about when a tool fails in 216 00:10:17.559 --> 00:10:21.039 the eyes of the corporate team, how often is that 217 00:10:21.559 --> 00:10:24.360 the real issue of the process or is it the 218 00:10:24.519 --> 00:10:25.320 product itself. 219 00:10:25.440 --> 00:10:29.360 I can only speak really for myself for the because 220 00:10:29.360 --> 00:10:32.080 I've been a supplier, if you will, for three years. 221 00:10:32.200 --> 00:10:34.360 We do have other partners at Multi foun Consertion have 222 00:10:34.399 --> 00:10:36.440 been on the property and I think that they will 223 00:10:36.480 --> 00:10:39.200 say it's fifty to fifty. Yeah, some of it's the 224 00:10:39.759 --> 00:10:43.159 management company and just the proper improper training. We see 225 00:10:43.159 --> 00:10:45.639 that playoff. What's funny because where we sit, we're in 226 00:10:45.639 --> 00:10:48.960 the middle. So will help someone adopt a solution, and 227 00:10:49.000 --> 00:10:51.279 then the management company is saying the product didn't do 228 00:10:51.320 --> 00:10:53.080 what it says, and then products going they didn't do 229 00:10:53.080 --> 00:10:55.559 the training we told them to do, and there's this disconnect. 230 00:10:56.000 --> 00:10:58.039 So we're kind of funny. We're in the middle watching 231 00:10:58.080 --> 00:11:00.000 both and they're both kind of right and they're both 232 00:11:00.159 --> 00:11:01.840 kind of wrong. So what we're trying to do is 233 00:11:02.159 --> 00:11:05.360 via intermediary to help improve the process at the property 234 00:11:05.360 --> 00:11:08.200 management company, but also provides some really good feedback to 235 00:11:08.759 --> 00:11:10.080 the solution to the supplier. 236 00:11:10.279 --> 00:11:13.840 Yeah, I just recently did an episode about why tech 237 00:11:13.919 --> 00:11:17.399 rollouts fail, and I feel like that's kind of goes 238 00:11:17.399 --> 00:11:19.799 along with that, where it's like the whole team did 239 00:11:19.799 --> 00:11:22.399 not adopt the process and they're not really going along 240 00:11:22.440 --> 00:11:24.759 with it, so oftentimes that's why they fail. 241 00:11:24.799 --> 00:11:27.080 But and then you have to ask why are they 242 00:11:27.120 --> 00:11:29.759 not following the process, Like, what is it? Why are 243 00:11:29.759 --> 00:11:31.720 they not following the process simply just they didn't have 244 00:11:31.720 --> 00:11:35.159 the information, or they're resisting something and rather than forcing 245 00:11:35.240 --> 00:11:37.080 that we've seen this too, we'll just do it. Well, 246 00:11:37.120 --> 00:11:40.480 there's a reason why they're there pushing back because you 247 00:11:40.519 --> 00:11:42.399 have to have fourteen clicks to do something and you 248 00:11:42.399 --> 00:11:45.480 should only really need one. And so listening to their 249 00:11:45.519 --> 00:11:48.679 feedback is so important and honestly, they'll solve a lot 250 00:11:48.679 --> 00:11:50.679 of your problems if you just listen to it and 251 00:11:50.879 --> 00:11:53.120 try to understand why they're pushing back on something. 252 00:11:53.399 --> 00:11:56.440 Yeah, exactly. And then kind of along those lines, having 253 00:11:56.440 --> 00:11:59.039 a messy stack, how does that affect the daily reality 254 00:11:59.080 --> 00:11:59.960 of the Onze team? 255 00:12:00.480 --> 00:12:05.600 Redundancies more time spending time, yeah, versus talking to people. 256 00:12:05.759 --> 00:12:07.720 You know, you just see that that's a feedback loop. Yeah, 257 00:12:07.720 --> 00:12:10.720 that's a feedback loop. Yeah, And I highly recommend to 258 00:12:10.799 --> 00:12:13.519 everyone sit down. I'm not a big fan like dropping 259 00:12:13.600 --> 00:12:16.440 cameras and necessarily and viewing this very big product, but 260 00:12:16.759 --> 00:12:18.720 maybe you should just to see how much time they're 261 00:12:18.759 --> 00:12:23.320 spending doing ridiculous, unimportant work. 262 00:12:23.519 --> 00:12:26.960 Yeah, how often do you think like having a fail 263 00:12:27.039 --> 00:12:30.360 of a product? Do you think that impacts morale and 264 00:12:30.440 --> 00:12:32.279 turnover on the site level as well? 265 00:12:32.559 --> 00:12:36.440 Absolutely used to be the worst. The worst attrition rate 266 00:12:36.600 --> 00:12:40.000 in the industry is retail. Retail is about forty percent, 267 00:12:40.240 --> 00:12:43.120 you know year every year. Multifamily, depending on the type 268 00:12:43.120 --> 00:12:46.159 in the markets, between fifty and seventy three percent. Now, yeah, 269 00:12:46.240 --> 00:12:49.200 ask them why. Ask them why? Because they're they're being 270 00:12:49.200 --> 00:12:51.559 tasked to do too much for maybe what they're getting 271 00:12:51.559 --> 00:12:53.440 paid or just doesn't matter what you ban. There is 272 00:12:53.519 --> 00:12:56.559 getting tasked to do too much. That number that tells 273 00:12:56.559 --> 00:12:57.480 you a lot of what you need. 274 00:12:57.399 --> 00:13:00.399 To know right there, right, Yeah, I agree. When there 275 00:13:00.480 --> 00:13:02.360 is a messy stack, do you think that the renter 276 00:13:02.600 --> 00:13:04.600 or the prospect feels that pain as well? 277 00:13:04.799 --> 00:13:06.559 They do. They don't know why, but I'll tell you 278 00:13:07.360 --> 00:13:10.320 dropped conversations. Hey are you going to call me back 279 00:13:10.320 --> 00:13:12.879 about my application? Hey, I didn't get an email on Hey, 280 00:13:13.000 --> 00:13:15.360 you know, So why is this happening? Because there are 281 00:13:15.360 --> 00:13:18.399 maybe eight twelve fifteen disparate systems that the leasing agent's 282 00:13:18.399 --> 00:13:20.960 having to use and coordinate. They should not be doing that. 283 00:13:20.960 --> 00:13:23.200 It needs to be tied together and a unified solution 284 00:13:23.279 --> 00:13:25.879 needs to be walking through that, and there are solutions 285 00:13:26.320 --> 00:13:27.799 that can help do that very thing. 286 00:13:28.120 --> 00:13:30.600 So yeah, why do you think it's so hard to 287 00:13:30.639 --> 00:13:33.360 achieve that unified experience? 288 00:13:33.720 --> 00:13:36.240 Oh this is okay, Remember you're I'm going to keep 289 00:13:36.240 --> 00:13:38.519 saying some of these because I feel like I've broken 290 00:13:38.519 --> 00:13:40.679 a record. Some of the tools and solutions that we 291 00:13:40.759 --> 00:13:43.279 have relied on over the years simply have not kept up. 292 00:13:44.240 --> 00:13:47.639 They're using technology from nineteen ninety seven. They have not 293 00:13:48.559 --> 00:13:52.080 retro fitted, if you will, there's their products to keep 294 00:13:52.159 --> 00:13:55.919 up with today's open source solutions, agentic and so forth, 295 00:13:56.600 --> 00:14:01.320 and so we're seeing this failure rate occur. Can I 296 00:14:01.399 --> 00:14:04.039 just share something that is This just strikes me. This 297 00:14:04.159 --> 00:14:07.000 just strikes me. These companies that I'm talking about have 298 00:14:07.159 --> 00:14:11.480 opted not to retrofit or improve and modernize their solutions. 299 00:14:11.720 --> 00:14:13.960 So it costs a lot to integrate with them. That 300 00:14:14.000 --> 00:14:17.200 they're passing that cost not off to them doing it. 301 00:14:17.399 --> 00:14:19.679 If they're passing it off to these new innovative solutions 302 00:14:19.679 --> 00:14:22.279 that are people that are charging to fit a solution 303 00:14:22.440 --> 00:14:25.440 that doesn't really work today. You see that it's a 304 00:14:25.440 --> 00:14:28.039 bit of a racket. I mean they're not paying the 305 00:14:28.080 --> 00:14:30.200 money to fix it and modernize, so they're making it. 306 00:14:30.279 --> 00:14:32.159 Everyone else paid for the problem. And I have a 307 00:14:32.159 --> 00:14:33.679 hard time with that. It's killing innovation. 308 00:14:33.840 --> 00:14:37.360 Yeah, killing innovation absolutely. Kind Of along the lines of cost, 309 00:14:37.399 --> 00:14:40.240 I want to talk about measuring what is most important 310 00:14:40.840 --> 00:14:43.759 and when operators are looking at the cost as a 311 00:14:43.840 --> 00:14:47.080 starting point, why is that not the best starting point? 312 00:14:47.279 --> 00:14:51.720 Okay, so this goes back to our conversation around if 313 00:14:51.759 --> 00:14:55.879 you're just looking at cost, If you're just looking at cost, man, 314 00:14:56.000 --> 00:15:00.799 you haven't focused on integration capabilities, data abilities customizable to 315 00:15:00.840 --> 00:15:03.360 affect your brand capabilities. You're not looking at the people 316 00:15:03.440 --> 00:15:05.159 costs that are going to have to factor in now 317 00:15:05.200 --> 00:15:06.840 to fix the fact that you have. So if you're 318 00:15:06.879 --> 00:15:10.279 looking at cost, just cost, like the tag, the price tag. 319 00:15:10.519 --> 00:15:12.840 If you haven't, and I have a hard time believing 320 00:15:12.840 --> 00:15:15.279 that they're just looking at them. If you're doing that, 321 00:15:15.360 --> 00:15:17.360 then you need to move on to another job. But 322 00:15:17.480 --> 00:15:20.799 you really have to factor integration as data capabilities. Future 323 00:15:20.840 --> 00:15:24.440 state future proofing all that into your total cost in 324 00:15:24.480 --> 00:15:26.120 addition to whatever the price tag is. 325 00:15:26.360 --> 00:15:28.279 Yeah, that's a great point, and I think that's why, 326 00:15:28.559 --> 00:15:30.960 like you mentioned the example of the budget boot camp, 327 00:15:31.320 --> 00:15:34.159 that can also be kind of a difficult place to 328 00:15:34.200 --> 00:15:36.720 be because you're sitting down, you're just looking at the 329 00:15:36.759 --> 00:15:40.039 price on the line item and not necessarily Okay, what's 330 00:15:40.039 --> 00:15:42.320 the impact, what's the benefit? How much are we saving 331 00:15:42.360 --> 00:15:47.360 with this product? Like that cannot always be the best thing. Yeah, 332 00:15:47.399 --> 00:15:50.840 how do you help operators determine if a tool is 333 00:15:50.919 --> 00:15:53.960 costing them money or if it's helping make them money, 334 00:15:54.000 --> 00:15:55.440 or if it's just contributing to the noise. 335 00:15:55.679 --> 00:15:59.919 Well, so what's interesting is there are four primary categories. 336 00:16:00.159 --> 00:16:04.080 Corporate optimization, so that's it's like corporate. Then there's lead management, right, 337 00:16:04.120 --> 00:16:05.679 so if we're moving down the funnel, then there's move 338 00:16:05.759 --> 00:16:08.320 in and application. Then there's living so you can kind 339 00:16:08.320 --> 00:16:10.639 of fit, and then there's now there was fifty two, 340 00:16:10.639 --> 00:16:14.679 there's fifty six subcategories under that, Like there's a lot. Yeah, right, 341 00:16:14.919 --> 00:16:17.399 there are some that I call mission critical, and there's 342 00:16:17.399 --> 00:16:19.919 some that are kind of close that they don't even 343 00:16:19.919 --> 00:16:23.399 have factor it's blank. So there are things and solutions 344 00:16:23.399 --> 00:16:25.080 out there that are solving problems they don't even know 345 00:16:25.080 --> 00:16:27.360 anything about. So we're trying to surface that to them 346 00:16:27.399 --> 00:16:30.200 and say, did you know that this is available to 347 00:16:30.240 --> 00:16:33.120 you and heard of that company? Well, this is what 348 00:16:33.159 --> 00:16:35.600 they do. Like, that's great. Some of these can generate 349 00:16:35.639 --> 00:16:38.799 revenue for them. Some of these can can mitigate costs 350 00:16:38.879 --> 00:16:42.960 and risks on many levels. And so when we look 351 00:16:42.960 --> 00:16:44.799 at a stack, we don't look at just what you're paying. 352 00:16:44.919 --> 00:16:46.799 We're looking at what you're not making. You could be 353 00:16:46.840 --> 00:16:49.240 generating revenues in other areas too, which we have to 354 00:16:49.279 --> 00:16:51.519 factor into the delta. Once you've cleaned up your stack. 355 00:16:51.720 --> 00:16:54.639 Yeah, that makes sense. How do you know what are 356 00:16:54.639 --> 00:16:56.960 the things you look at when you can tell it's 357 00:16:57.000 --> 00:16:58.840 actually a healthy, supportive stack. 358 00:16:59.279 --> 00:17:01.759 If you have a up in your product that does 359 00:17:01.919 --> 00:17:05.400 other things really well and you're not using it, we 360 00:17:05.480 --> 00:17:07.359 recommend that, Like, we don't want you to just tear 361 00:17:07.359 --> 00:17:10.039 stuff up. To tear stuff up, So let's evaluate that 362 00:17:10.079 --> 00:17:11.799 a lot of times they didn't realize that their solution 363 00:17:11.880 --> 00:17:15.079 can do multiple things. If a solution is doing multiple 364 00:17:15.079 --> 00:17:17.400 things but is not the best at it, and there's 365 00:17:17.480 --> 00:17:19.960 other solutions that are far better, we also need to 366 00:17:20.000 --> 00:17:22.400 make them aware of that. Well, it's all part of 367 00:17:22.400 --> 00:17:24.519 the stack that we're already offered, and you know, it's 368 00:17:24.880 --> 00:17:27.759 all these excuses like hold on, time out. You need 369 00:17:27.799 --> 00:17:30.920 to look at a future facing solution that's going to 370 00:17:31.000 --> 00:17:34.279 grow with you. So we try to evaluate what you 371 00:17:34.359 --> 00:17:37.440 have and then without and I'll tell you one other 372 00:17:37.480 --> 00:17:39.640 thing that we really I think is really important is 373 00:17:39.759 --> 00:17:42.480 you can make eleven recommendations. When do you see this 374 00:17:42.759 --> 00:17:45.279 eleven specific we only want to start with the highest 375 00:17:45.359 --> 00:17:48.319 quadrant ice value, quickest turnaround. Let's just start with that, 376 00:17:48.759 --> 00:17:50.880 because people see this stuff and they go, oh my gosh, 377 00:17:51.000 --> 00:17:53.200 this is a lot of work. No, no, no, hold on, relax, 378 00:17:53.319 --> 00:17:55.440 hold on. We're not recommending all of it, but we 379 00:17:55.519 --> 00:17:57.759 are saying that this is based on our criteria, this 380 00:17:57.839 --> 00:18:00.640 is the highest concern, this crazy the high value, and 381 00:18:00.720 --> 00:18:02.640 less time to do it. So let's start with one 382 00:18:03.440 --> 00:18:05.720 and then work ourselves through it over the next six, nine, 383 00:18:05.759 --> 00:18:07.640 twelve months till you've got to cleans to clean up 384 00:18:07.680 --> 00:18:08.359 modernized deck. 385 00:18:08.480 --> 00:18:11.759 Yeah, that absolutely makes sense. What is a mistake that 386 00:18:12.160 --> 00:18:14.319 we run into that company's make when they're trying to 387 00:18:14.319 --> 00:18:16.839 clean it up themselves. Is it like that price point 388 00:18:16.839 --> 00:18:21.079 where they're just looking at the price committee. Oh yeah, 389 00:18:21.319 --> 00:18:21.960 that's a good way. 390 00:18:22.000 --> 00:18:25.079 This whole committee thing. We have an innovation committee. I 391 00:18:25.119 --> 00:18:27.200 was like, oh, that's great. How's it working out for you? 392 00:18:27.519 --> 00:18:29.640 And not like we thought it was gonna work out. 393 00:18:29.880 --> 00:18:31.160 So many cooks in the kitchen. 394 00:18:31.920 --> 00:18:34.440 Yes, so one person comes in because they're championing it. 395 00:18:34.519 --> 00:18:37.160 Everyone listens. Is there really go any further? This is 396 00:18:37.160 --> 00:18:39.039 not me saying this, This is me listening to them. 397 00:18:39.279 --> 00:18:41.680 And then and so you get to how do we 398 00:18:41.720 --> 00:18:43.319 integrate it? And then and the people kind of go 399 00:18:43.359 --> 00:18:45.759 off from the respect of cubicles in area and it 400 00:18:45.799 --> 00:18:48.880 doesn't seem to go anywhere. So we're like, you, guys, 401 00:18:48.920 --> 00:18:51.599