28 - The Iconic Photo Opportunity No One in Page Has Capitalized On — Until Now with Micah and Adam

In this episode, Adam and Micah pull back the curtain on the messy middle of hotel ownership — from a tax filing that missed its deadline to a GM confrontation over staff pay that no one saw coming. They also share why they're commissioning a full-building mural in Page, Arizona, and the bold bet they're making that it becomes the most photographed spot in town.

Connect with Micah:
Instagram: micahinvests
Tiktok: micahinvests1

Connect with Adam:
Instagram: adaminvests1
LinkedIn: adaminvests1
Tiktok: adaminvests1

Thinking about Boutique Hotels?Schedule a call:
https://bit.ly/4t1q3bb

Transcript

SPEAKER_01 0:00

There's not quite a place to take a picture in front of a welcome to Page Arizona sign. We are in the middle of the city or town, whichever you want to call it, and it's the perfect place to stop and take that iconic photo.

SPEAKER_03 0:16

Hey everybody, I'm Adam Walls, and I'm here with my co-host Micah Thomas.

SPEAKER_01 0:20

We're short-term rental operators who made the jump into boutique hotels.

SPEAKER_03 0:24

And we're in it right now, raising capital, renovating a 50-room property. We're figuring it out as we go.

SPEAKER_02 0:30

This is the Boutique Hotel Secrets Podcast, and these are a secret.

SPEAKER_03 0:35

What's up, Boutique Hotel Nation? How are you doing today? Thanks for tuning in again. My name is Adam Walls. This is the official Boutique Hotel Secrets Podcast. I'm the co-founder of Comeback Hospitality and used to be a normal guy, normal job, W-2, all the things. Had a little side hustle with Airbnbs this last year, made the jump into the commercial hospitality space. I did that by joining Boutique Hotel Secrets, run by Mike Shogren. Have had a phenomenal time, learned a ton, and we're repositioning a hotel right now, sharing our story. Of course, we're going to reach out, talk with coaches, industry experts, others, but we also want to give transparent, honest account of two guys doing it themselves, going from zero to one. So it's not just my story. Let me bring in my co-founder, my mister from another sister, Micah Thomas. Micah, how are you doing today?

SPEAKER_01 1:26

I'm doing great today. I am very excited for this episode. We got some nitty-gritty stuff to talk about on the accountant side. We have some staffing tension that we are going to mention, as well as a possible mural going on the side of the building. So I'm very excited to be here. I think that listeners are going to get a really good message today. So I'm ready to jump right in.

SPEAKER_03 1:49

I love it, man. And just to time stamp it for people, it's mid-March world bat world baseball classic happening tonight. I think we got 20 people on property at the Wesley and Page, Arizona right now. Influencer, if I'm not mistaken, showing up tomorrow, trying to get that model room ready for the first human guest to stay in, which is very exciting. And then hopefully, I don't know, two weeks away, three weeks away from having that entire two-story building done. So maybe I'll flip it over to you. Any, I don't know, general renovation updates, things that you think the listeners would like to understand about where we're at in our journey?

SPEAKER_01 2:26

Yeah. For clarity, that two-story building is 20 rooms. So 20 of our 50 rooms, almost 50% of our rooms were anticipating being ready, like you said, in about two to three weeks. A ton of furniture that needs to be ordered. Oh, earlier, I think just as early as yesterday, I ordered our mattresses. So we got a bulk discount. Forgot all about that, but had a chance to speak to the old owner who has about 65 hotels between him and his dad. He quickly sent me a contact to a manufacturer, and he was able to take at least, maybe even more for some mattresses, but at least $100 off of each mattress and box spring or bed frame. So that was an immediate win for the week. Yeah.

SPEAKER_03 3:09

And just and that was because our mattress frames weren't arriving. Like we ordered our the platform beds. So they go all the way down, kind of the metal underneath your mattress so that people aren't losing stuff underneath. Cleaners don't need to clean underneath every time. So this is the modern hotels today typically use platform beds. We ordered a whole what three, four of those from model rooms back in January, still haven't showed up. So I'm so glad you reached out to the old owner. He's like, Are you kidding me? What are you guys doing? But we've been a little hesitant, right? We've reached out to three or four professional hospitality experts in the procurement space. And typically their answer is, yeah, we can get it, but it's gonna be 16 weeks.

SPEAKER_01 3:51

Yeah, that's exactly right. And right now, the biggest challenge we're dealing with is lead time, especially with some of that stuff coming from Vietnam, coming from China. It's just going to be on a boat for weeks. It'll get here, we'll get it for a good price. But how long are we willing to wait? How much revenue are we willing to lose until it gets here? Luckily, I talked to this manufacturer, he's got the bed frames we need in California. So it's right next door. You may or may not have been there before, Adam. But yeah, I'm very excited. He even said this was Friday. I talked to him last Friday. Today's Tuesday. He said he could have them as early as this Friday. And I was like, hold on, wait a minute. Let's slow down. Exactly. We're not ready. Like, I thought I wanted them fast, but I didn't need them that fast. So, really just trying to figure out the logistics side of things to make sure they arrive and the beds have bed frames to lay on. They can go directly in the room and don't have to sit in storage once they get on properties. Very excited about that. But in a less interesting but more important topic, there is the great area of K1s. We're right around tax time and we're trying to get our accountant closed for 2025. So maybe you can shed some light on our K1 fiasco and trying to get everything taken care of so we can get these K1s sent out to our investors.

SPEAKER_03 5:10

Yeah, exactly. And so K1s are typically due March 15th. A lot of investors wait for them to file their taxes April 15th. I've been part of syndications before where I didn't get my K1 until May. So, anyways, just know that there's like flexibility in this world, but it's a better look. The optics are stronger if you're kind of on time and you're delivering these things as is. So, anyways, just to remind people where we're at, we interviewed four or five different accounting firms, lots of great options, but a lot of people that were wedded to a particular platform like QuickBooks or Zero, etc. I two years ago got in with kick.co, had a great experience. They were doing some webinars linking up with relay.phi, who's the banking that we use, as well as Gusto for payroll. So I like this idea of modern AI enhanced tools that kind of play well together. And so we reached out and ended up finding our CP CPA as one of the founding accountants with Kick.co. So this great software tool. She's here in the Bay Area, she's awesome. She's building this team. She's onboarded in the time that we've known her, Micah, like 2,000 accountants onto this platform. So, anyways, been very excited about that platform, her team. We did all the onboarding stuff, right? We're handling the minutiae and I don't know, 50 plus emails back and forth. And did you do this? Did you do that? And look, I think even two, three weeks ago, it looked good for us hitting a March 15th date. But maybe the week before, I want to say, we got an email from her and her team basically saying, hey, we're gonna file for an extension. This is just kind of like safety in case we could get there. I think it was the 12th or 13th. Like we finally got kind of, hey, the teams actually poured over your accounts. We have two entities, so the hold co and operating co, right? This is very common in the syndication or a hotel world. But just this is our first time, right? So again, managing all the books, taking investor money, paying bills, like reconciling all this. Mike and I have spent what over a hundred K of reimbursable expenses, not to mention like our investments into the property. So, anyways, there's a lot of important stuff that needs to be reconciled better than just Adam or Mike uh in a Google Sheet stock. So we hired pros. We want to have collaborators on this, we want to do this the right way. But it was, yeah, talk about unfortunate that like it's passed. March 15th kind of came and went. I sent out a monthly update to our investors, and one went out Monday. And, anyways, we heard about it as the GPs, as the operators, we've got a direct line. We don't have hundreds of people that gave us money. So they've got our cell phones, right? And a couple of people reached out just expressing concern over do we know what we're doing? Like, why did that happen? How quickly can you recover? So, anyways, I want to say we're 90% done. I think there's four things that we need to close out, hopefully yet this week, and if not worst case, by the end of March. But man, talk about like a learning curve. I thought we did all the onboarding stuff. I thought we did everything the way that we should have. And then the deadline came and passed. I don't know. So that's a play-by-play, but I for people that are listening to this, Micah, what do you think the lessons are or observations, or just being involved in this for the first time, like accounting at this scale with investor capital and needing to interface and be transparent and meet these deadlines? I don't know. What Penny, for your thoughts.

SPEAKER_01 8:44

Yeah, there's so much to say, but the first thing that comes to mind is there's just so many transactions that happen inside of the business. And again, we're trying to be very good fiduciaries of our investors' money. We want to make sure we do it the right way. We want to take our time and we want to remain on schedule for K1's getting out so the investors can file their personal returns as well. But it it can get very disorganized and clustered quick. So we're making sure we do everything the right way. We're even going back to our HUD statement to make sure everything balances out the right way. But I'd say it's a balance, right? We wish we could take the entire year to make sure this is polished and everything is done right. But the other side is we have people who are truly depending on us to get some things done. So it's pretty much number one on our priority list right now to make sure our accountant has everything that she needs. So we aren't waiting or they're not waiting for anything and slowing down the process. This is accounting and taxes like I've never seen before. And this is not even mentioning that we did a cost segregation study that is very beneficial, but just further complicates this picture. I highly recommend one, this is not tax advice, but I highly recommend for someone if they were in our shoes or they're thinking about it, definitely have an accountant that has experience with syndication, with real estate, and more specifically the hospitality space because it's a lot different than another asset class. We have payroll, we have appreciable assets on our property that we have to take into account. It's a lot. I'm learning. I'm glad that I'm not the one doing the taxes, but we're definitely putting this as our number one priority to make sure we get those K1s out as soon as possible. But any other thoughts you can add? Do you love going back through your emails and bank accounts and reconciliating any of those purchases from September of last year?

SPEAKER_03 10:39

Yeah, I think I am to taxes as Superman is to Kryptonite brothers. It's not, I think I've told you, we typically in our household, my wife and I filed for an extension because there's a lot of variables going on each year. But, anyways, taxes is not my strong game. But knowing that, I honestly thought that we were on top of it. And because we'd hired somebody in December, and because we'd set up all of this automations, and and I guess it just goes to show you that even a little bit more attention or urgency earlier could have potentially kept us on track for this one. But yeah, I you just don't know what you don't know. Yeah, I thought we were on top of it. Turns out we weren't on top of it enough, or there were just some complicated questions that came through that I didn't anticipate, and just knowing which expenses go to which entity and how they interact. So it's more complicated than like an ordinary business where you're just operating out of one LLC or one S-corp, etc. But I also think that there's a lot of just one-time setup costs. So once we get this set up, once we figure out the reimbursable expenses, once we get K1s distributed and all of this, the dust settles and we move into a little bit more of stabilized operational. Honestly, I don't know if we talk to them every month.

SPEAKER_01 11:58

Um yeah, I think that's right. I don't want to harp on accounting too much because it's a boring topic, at least for me. But you're exactly right. Like we were pretty much handling business expenses before we had entities formed. Back in September, before our SEC attorney got us our hold co and our opco, we were still having to make purchases on behalf of the business. So now it's going and categorizing those things that that we just need to pull into the picture and detail the right way. So when people look at it, they know what was paid for, where it came from, so on and so forth.

SPEAKER_03 12:33

If you're getting value from this, follow the show and share it with one person who's ready to move beyond short-term rentals.

SPEAKER_01 12:39

And if you want to learn more about the boutique hotel secrets community, the link is in the show notes. But moving forward, like you said, I mean, it just turns into bookkeeping after this. We everything is documented, everything is tracked. We've got great tools that based by AI that can categorize most of these transactions for us. And I think it's so much easier as we move forward. But looking back before we had all of this set up, it's a little bit complicated. But to transition it go ahead.

SPEAKER_03 13:07

One real quick thing before we transition to the next topic, it's thinking about our goal is to buy three hotels over the next five years. And so we've just got one hotel and it's already complicated. You can only imagine when you get a second hotel, a third hotel, or some of these guys have 10, 20, 30, a non-trivial amount of time. And this is where, as businesses grow, maybe we even end up with a CPA on staff, literally, literally to manage the books. Yeah, anyways, I think it's interesting to note where we're at on the journey, where some of our mentors are at, and just going, This is the easiest possible version. We have the duplo large Lego blocks right now, and we're struggling to build the tower. Again, recognizing your own limitations, bring in the big guns, but so many things in life. You get the experience and learn the lesson after you needed it. It was we're recovering, I think we'll be absolutely fine. But it was a surprising moment, something we thought we were on top of, and one of our first milestones that we've missed. Although, again, I don't think this hurts our reputation with our investors, but I think we've definitely learned something here. For sure.

SPEAKER_01 14:15

All right, I'm pivoting, I'm pivoting out. No more accountant, but another topic that we had to deal with just as late as today, like having to talk to the general manager at the property, we were potentially going to interview somebody. We made sure we had a very dialed-in job description so the interviewee knows what to expect, and we can start shaping questions around what to ask for in these interviews. One of the suggestions that was made by AI was to put in a salary range. And once the general manager saw this, she was very quickly just made upset or uncomfortable because she saw what the job range was. Now, not to get too much in the weeds, but let's just say it started at minimum wage and went up a few dollars more, but she felt like it was too close to her salary. And some of the staff that have been at the property for several years, five plus years, it would be more than their current salary. So maybe you can touch on what your thoughts are and what it was like to have to deal with those raw emotions coming from our general manager and just our goal to expand and change the entire culture of our staff and the pay and everything in that category.

SPEAKER_02 15:28

Yeah, yeah.

SPEAKER_03 15:29

Again, probably like a lot of people in this space. If you're listening to this, or maybe you've got your first property, you've got big ideas, big dreams, big visions, and aspirations for how beautiful the property is going to be, the experience that the guests are gonna have. And then I don't think anyone as a boss or a manager wants to create a culture that people hate coming to work, right? So we want to create the best possible place to work where people can be autonomous, people feel good, they have a lot of pride in what they're doing, and they're paid well. And right now, I suspect this is for a lot of first-time owners, you're gonna have a contingent of existing staff and you're gonna have future staff. So it's kind of like at some point there's a little bit of a culture clash that's inevitable, I think, in this game. And what we talked about is yeah, we could go if you go out to the market and find somebody quote unquote better or with more direct experience, or they're just delivering a more premium service, that might be worth an extra dollar or two over minimum wage. Again, if you're restricted to only minimum wage in terms of payment, just the best talent, if they have options, that's not gonna be attractive to them. So part of this is like a recruiting and retention strategy. But anyways, do you go out and hire somebody at a higher wage, potentially making the current staff uh angry if that came to light? Or do you try and uplift and up-level your existing staff to get to this new standard? The biggest risk I can see there is you're paying people more for what they're already doing. Right. So we've talked, we've been spending a lot of time thinking about incentives, bonuses. How can we tie collective performance to individual contribution in a way that feels fair and equitable and inclusive, et cetera? But, anyways, I think this is probably a universal theme. I'm sure there are other operators that could come in. Maybe this is gonna be a line of questioning in the future for us, for people that have hotels, of how they evolve their staff over time. And I think that would just be, I don't know, my maybe first comment or observation is none of this happens in a moment. None of this is dictated from us to our GM. This is a conversation, it's a collaboration to figure out how we take what we have, amplify that, strengthen it, make it even better, and how do we augment or bring in new faces, new ideas, a new warmth and energy to the property? It's probably a combination of both, but I don't think it's gonna happen over time. But back to you again. We were in the same meeting. You drafted it, our GM kind of had a strong reaction to it. What are you thoughts as we work this out and think about where we're at today versus where we want to be in the future?

SPEAKER_01 18:07

Yeah, it started with a lot of tension and I think it transitioned to understanding. One term that I use with her, you were on the call too, but one term I use is if you can't measure it, you can't manage it. So a big part of what I'm already, we've both been already asking her to do is how do we measure how well an employee is doing? A cleaner, right? They have a cleaning score, they have cleaning audits, the front desk. What are we using to measure their success or their productivity? Because if we can't measure what they're doing, how do we expect to give them a raise or a bonus or incentivize them? So it's not that we just wanted to hire people at a higher pay. We also want to lift the salary of the current staff as well. But we need very measurable metrics that we can look to and say, okay, over the course of three months, you've done 80% of this, 90% of this, but you're at about 50% of this category. And we can use data and real numbers to make decisions. And it's not just Adam made a raise because it's his favorite employee or Micah really likes this staff. So he gave them a raise. And I think that's really what created the clarity for our GM. And she backed off and it gave her an incentive in just that conversation to make incentives and make KPIs that we can track for our staff so that raises can come and incentives and bonuses can come down the line. Because I don't think either of us want to be paying minimum wage a year from now and two years from now. That's never our goal. And we understand that we won't get the best quality of employee if we're only paying minimum wage. But unfortunately, that's just been the reality of this hotel. They haven't made money for years, and they really could only afford to hire the cheapest quality of staff. And we won't go into what that brings with it, but we know we don't want to be there moving forward. So that's probably just my last take on that. But it was definitely eye-opening to see a very raw emotion come from our GM once she realized that what we were anticipating potentially paying front desk staff was very close to what she was making as a GM.

SPEAKER_02 20:13

Yeah.

SPEAKER_03 20:14

And to be clear, I think it's her expectation or the standard in the past has always just been whatever minimum wage is. That's where everyone starts. I don't care if you've got five years' experience somewhere else, you're going to start at minimum wage here. So that's been her guidance. And I think she's had a tiny budget that she's had to manage to do the best with. To me, it feels like the Oakland A's or the Minnesota Twin worth something, right? It's like there are big money market teams and then there are small market teams. So creatively loyalties at a premium, and the fact that the number or the range was minimum wage plus anything just instantly made her uncomfortable. I think the other reality here too is uh depending on your market, the more tertiary and the smaller town you get, like the more talent's gonna be kind of at a premium, or talent's gonna be scarce, right? So again, page less than 10,000 people. We're looking at other markets around there as well, and they're even smaller. And this has already even come up with our GM. Hey, what do you think about this market? Yeah, it's really good. Tourists love it, but I am not confident about our ability to find and keep great talent. This isn't maybe obvious immediately, or if you're in the short-term rental world, maybe you're used to being closer to an urban center where it's very easy to draw in and you have more options, more replacement value players, for lack of a better term. Smaller market you go, and the further away you are from urban markets, the more you have to pay attention to small town dynamics. And having a GM who lives there, who loves this town, who's got a history for 12 years. Yeah, last thing I want to do is cross her or like want to pay attention to her emotions, her sensibilities, and how can we lift this property over time? But I I hadn't really factored that. In right, that a town of 10,000 is going to be very different from a town of a hundred thousand, not just from the guest experience or the adris that you're charging. A lot of people focus on the revenue side, but it's the employee side, right? Just how much available talent is out there to deliver a great experience.

SPEAKER_01 22:17

Yeah, that's great. And speaking of the property itself, we got great news and had a great call yesterday. It's been a productive two days, it feels like, but we got a chance to speak to our muralists yesterday with some final designs that may be going on our building. So I'm excited. I can't stop thinking about it. I'm excited and nervous. There's two sides, and I can get into that here in a second. What are you nervous about?

SPEAKER_03 22:43

What are you nervous about?

SPEAKER_01 22:45

I am nervous at the fact that this mural may bring in so much traffic to our property, we won't be able to handle it. There's five million people who come to Page every single year. For reference, Grand Canyon gets 25 million a year, Page gets 5 million a year. And there's not quite a place to take a picture in front of a welcome to Page, Arizona sign. We are in the middle of the city or town, whichever you want to call it, and it's the perfect place to stop and take that iconic photo, just like you can take a photo at Antelope Canyon or Horseshoe Bend. So I'm truly excited to see a mural, and I'm also nervous at how much traffic we might get. So maybe we might have to hire somebody for crown control in the future. A good problem to have. I don't know. But what are your thoughts? What are you thinking about this mural?

SPEAKER_03 23:37

Look, man, not every muralist is a muralist. So this at the end of the day is art. And and anyway, some of my friends out in California, even like soft pitching this hey, wouldn't it be cool if you know you came down and painted or something? I didn't even get a price tag. They're just like, bro, you can't afford me. It locked fingers. So I think look, the first thing I would say about like murals, I think it's I think it's a super cool idea. This to me feels one of the advantages of being boutique or non-branded, non-affiliated. Like we're not a Hilton property. Hilton would probably be like, You want to do what? So I think when you're with when you're with a franchise or a flag, there's a lot of power because they're branding, they're marketing, people have their loyalty points. So typically you get better occupancy rates. If you're independent, it's up to how good are you at marketing your property. So you get to do some of these cool things, but then the question is, are they gonna pay off? And again, muralist, broadly speaking, not financial advice, but I think generally when we talk to a bunch of people, it's 25 bucks a square foot, 35 bucks a square foot, 45 square bucks a square foot. You probably have a set budget or an idea of what you want to spend. And then the question becomes like, how famous or competent are we gonna go after a premium player and end up with a tiny postage stamp? Or are you gonna go mid-range? Are you gonna go with the low bid and do volume? And I think where we've landed is like the best of both worlds, which is we found a young and upcoming like artist. He is dying to to basically do this project, and so he's giving us very friendly pricing. He's just a good dude, man. Legit. Our interior designer connected us to this young man because she'd worked with him in the short-term rental world. And she legit thinks this guy is gonna be like famous after this project. So the project started with just one wall, like, welcome to Paige. And it was like, what if we did this? What if we did this? What if we did this? And before we knew it, like and I won't reveal exact pricing, he's given a great deal, but we're damn near painting the entire building at this point, which is yeah, crazy.

SPEAKER_01 25:43

That's I'm excited. I saw the renders and the mock-ups, and they look great. I can't wait to display it. But one really important fact I want to bring up is he's found a way to tie our logo in throughout the building. And If for those who don't know, my artistic capabilities is probably like negative 12. Like, I don't have an artistic mind, but our logo is abstract. And at first I was like, oh, I didn't realize that was the sun and the moon and the mountains. But he's found a way to take that abstract design and put it throughout the buildings and the doors, so you don't just see an orange door and a charcoal wall. You're having some depth, a little bit of texture as well. And then our hero shot, the wall that we mostly care about is the wall that's actually not facing the street. It's the wall that's facing the pool where all of our amenities are going to be. So imagine being on the second story of our two-story building and taking a photo, looking down with all of our amenities, our spaces, but the logo, the Wesley, all of it is on a mural facing the courtyard. So that's honestly the best shot, I believe. And it'll have our full logo. So for those who stay at the property, they'll see wow, that little design that goes throughout the walls and through the doors, that's actually their logo throughout the entire property. That part to me was just mind-blowing. I never would have thought of something like that, and I really think it just ties these random lines throughout the building together to give it a real sense of place. And oh, we're at the Wesley. This is the Wesley Boutique Hotel. So very excited for that. He's coming next week, so it's happening, man. It's happening.

SPEAKER_03 27:27

And again, maybe advice for future boutique hotel owners is again, you probably have a budget and you probably got a wall that you're thinking about, but if you restrict the artist to just that, you'll get just that. They're only gonna paint that thing. And I think what's been beautiful about the collaboration with Dominic is his willingness to look around corners and literally go, gosh, if we what if we did this and expanded the scope? And yeah, is it expanding our budget and our purse? Yeah, it absolutely is. We're gonna pay him more. But you know what? It's worth it because he's taking he's really spent time to learn about John Wesley Powell, about the local area, about Red Rocks, about water, about and our logo, our identity, and thinking about how you could tie it in multiple times over. And I think that's what great design is. It's never one single piece, it's not like one great throw pillow by itself. Design is always about right, the collection, the curation of multiple things coming together to tell a bigger story, or to create what Courtney and Olivia would probably say to create a feeling. And I think that's what great design does. And I hope, hope, hope that our mural will be an extension, it'll make people feel something. Nothing else, just curiosity. What's going on over there?

SPEAKER_01 28:44

Yeah, yeah, it'll definitely do that. We've done tons of market research. There's 25 hotels in town, and we've said it time and time again. I know I've I sound like a broken record, but there's nothing quite like this. I'd say in a hundred-mile radius, there's just nobody doing this. And one thing that we're really doing is, like you said, creating a moment that people can remember and they feel. I remember what happened, where I was, what I was wearing, how I felt when I was standing in front of the Wesley Hotel. And that's something that goes way further than Page, Arizona. That goes back home to the different countries the tourists come from, all around the United States. When you're traveling around the Southwest, you say, Man, did you see that mural back in Page, Arizona? You gotta get a picture of it. Just like the cave wall, whatever it's called, behind this shell gas station. What started as a rock that's been there for thousands of years is now a TikTok famous attraction that everybody stops at. Oh, and it's free. You can go and take pictures by it for free. So just imagine that. But at the Wesley Hotel, not a rock structure, but the same type of feeling you get at that place. So very excited. I'll be documenting the entire time he's there. He's probably gonna get tired of me recording him from all different angles, but it just brings the building to life. Right now, we got a charcoal building with orange doors, and it looks badass by itself. But imagine it with a mural on it, like just next level. Now I want to paint the bottom of our pool.

SPEAKER_03 30:10

So, anyways, oh god, you need to know when to stop. Point of that comment. So, anyways, we're having a blast doing the uh look, we could probably go another 30 minutes just on where we're at today, but we wanted to just time and time again stop, pull a snapshot. Here's where we were mid mid-March. This is for ourselves, this is for you. By the way, if this is interesting to you, there's a place, right? Boutique Hotel Secrets. You can check us out. You can schedule a call. You can see if getting around people like Mike and I, or Joel Roshmi, Mike Shogren, Isaac Oswalt, and others like if that's if this is what you want to do, get around a team, get around a community that can support you, other people doing cool projects like this. So, anyways, I probably got to go reply to our accountant. What else do I need to do? I ordered a thousand dollars worth of TVs, that's cool. Oh, our merch is coming, by the way. So we're gonna have t-shirts, polos, staff shirts as well. So branding's done, and we're gonna have physical representations of our brand coming next week as well.

SPEAKER_01 31:11

So new sign, too.

SPEAKER_03 31:12

Oh my gosh. Okay, the story's moving, folks. So thank you again for tuning in for another episode of the Boutique Hotel Secrets podcast. I'm Adam, that's Micah. Thanks for tuning in. We'll catch you on the next one. All right, that's it for today on the official Boutique Hotel Secrets podcast.

SPEAKER_01 31:30

If this helps, be sure to follow or subscribe and send it to someone who needs that bigger push. And if you want the community or the resource and playbook to find what we're learning, the link is in the chat. Quick note we're BHS community members share on our own experience. And if you have questions or topics you want us to cover, reach out and let us know. We're building this chill for operators just like you at Delta.com.