Transcript: Episode 206: Cater Waiter Diss
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[00:00:00] Susan Barry: This is Top Floor episode 206. You can find the show notes at topfloorpodcast.com/episode/206
[00:00:14] Narrator: Welcome to Top Floor with Susan Barry. This weekly podcast ride up to the top floor features tangible tips and excellent stories from the experts and characters who elevate hospitality. And now your host and elevator operator, Susan Barry.
[00:00:32] Susan Barry: Welcome to the show. Steven Moore is the CEO of Actabl, a hospitality focused operations platform created through the integration of several tools, including Transcendent Profit, Sword, Alice, and Hotel Effectiveness. I'm sure everyone listening knows at least one, if not all, four of those. With roots in software investment and hospitality, Steven began his career as a catering busboy in Colorado, worked in energy management, and at a Korean American family office, and was featured on CNBC early in his professional journey, thanks to a chance encounter with Rick San. After earning his MBA and joining Alpine Investors CEO in training program, he led Transcendent through the pandemic, eventually guiding the formation and growth of Actabl. Today we are going to talk about solving labor management and why the future of hotel tech depends on integrated operations. But before we jump in, we need to answer the call button.
Call button rings
The emergency call button is our hotline for hospitality professionals and basically anybody else with a burning question. If you would like to submit a question for me or my guests, you can call or text me at (850) 404-9630. Today's question was submitted by Clark. Steven, here is what Clark has to say. Our company, a wireless comms device. I think that. Must mean like earpiece kind of radio situation, is interested in breaking into the hospitality vertical. What is your advice for where to start? What do you think, Steven? How can Clark break into hospitality?
[00:02:33] Steven Moore: Yeah, it's a great question, Clark. I would say try and find data in another industry that you're in where you've had some wins and lead with data. Hoteliers are pretty savvy. And so the positioning and the fluff and a lot of the fancy slick marketing doesn't always work because hoteliers are very data-driven and wanna see the ROI of what you're providing. So I'd say lead with data. And then the second thing is just find a way to get those quick wins. And so what are the things you can win? On a smaller scale that lead to another opportunity, another opportunity, another opportunity. So maybe don't expect for an entire portfolio to sign up on day one, but how can you fix one problem at one hotel and go from there?
[00:03:18] Susan Barry: That's all excellent advice. I think the thing that's hard for people to understand sometimes is that the general manager of an individual hotel may or may not be able to make that kind of decision. It's so confusing about who's the decision maker, who's in charge of what, who owns the hotel, who's the real manager, all that stuff. So be prepared, Clark, for a good amount of research to try to tease that out, and I will link to an episode in the show notes that sort of explains how that structure works to make it easier for you. So Steven, it's relatively common for founders, for CEOs to come out of finance as you do. I've interviewed a ton of people with sort of similar backgrounds, and so I have to flip a question on its head and ask you what weaknesses someone with a finance background would bring to leadership, and how can those weaknesses be overcome?
[00:04:18] Steven Moore: In finance, you're looking at a spreadsheet. You have this model of how things are going to work out. Very easy to visualize success in that model, and it's very easy to see, oh, if I just change this number, that's one of the drivers of this model, then this model's gonna look beautiful and the outcome's gonna be exactly what we want and everyone's gonna be happy. Well, I underestimated just how hard it is to actually change those driver numbers when you're a real operator. And there are two things that I think were holding me back or that I underestimated there. One was just understanding what the blockers are to solving that problem. And then the other is, typically those problems are big problems and you can't solve them on your own. You need to work with a team. And coordinating a team to move in the same direction to solve those things can be quite challenging. So on the first one of trying to understand what the blockers are, it's just very important to get close to the source.
And so when I was in finance, I was reading a lot of notes or reports or analysis or second or third hand perspectives on what was going on, and I wasn't actually talking to the source. And so say you have a question about a customer and their usage of a product. You could talk to the executives that you're working with, you could talk to your team that interacts with those customers, you could read a competitive analysis, whatever. Or as an operator, you can just pick up the phone and call the customer and get really close to the source. So I think one is getting close to the source, and then the second is - it turns out leading a team via spreadsheet is not terribly effective. And so if you open a spreadsheet and say, look at how cool this model will be, if we just move this number, that doesn't drive a lot of change or a lot of action and people wanna make a difference, I think that's true everywhere, but especially in hospitality. And so talking about the mission. What are we trying to accomplish? Our vision, how are we gonna get there? The values we have as a company, how do we wanna operate on that journey? And then also the timing. So why is now the time to move with some urgency to solve this problem? Those all contribute to seeing how, to helping people see how they can make a difference which actually moves the needle much better than opening a spreadsheet.
[00:06:30] Susan Barry: It's interesting that you emphasize timing. I think people often talk about sort of giving, making sure that the team feels like they're doing something that matters and having a why or you know, they feel like they believe in it. But I don't know that anyone has ever emphasized timing to me. Can you say more about that?
[00:06:49] Steven Moore: Yeah, I mean there's a unique time for everything that only happens once. I mean, it's not that profound. It's a “no duh” statement, but you think about it in hospitality, it's like, Hey, coming out of COVID, we had this industry that typically before COVID was kind of a laggard in adopting technology, and that's nothing against my friends in hotels. But they were not on the forward cutting edge as an industry of adopting technology, well, COVID changes that. And you have hotels looking a lot more closely at how they can use technology to win and to provide a great team experience and a great guest experience. And one of the things that they see is there's a lot of fragmentation in the space, which we may talk about later, but there's a very clear why now to moving with some urgency on solving problems for hotels because the situation necessitates it. It's like, Hey, we're now trying to catch up on our tech adoption in order to generate great outcomes. And we're seeing some real problems that are true today but they weren't true yesterday for us. They might not be true in the future. Hopefully people can solve those. So I think the very clear, like why now? Add some urgency and some traction to solving things for teams.
[00:08:02] Susan Barry: Are you a person who has a natural sense of urgency or do you look first to like sort of create external urgency to help move things along?
[00:08:13] Steven Moore: I think both. I think you have to have this innate sense of urgency and let's move now, and action. Generate some type of information that compounds over time. And so just this idea of compounding, it's like, hey, if you move fast, you have more data points that lead to more data points, more data points, more data points, you can get smarter faster. So it's the age old, like fail fast, hopefully fail upward. But I do think there's an innate sense of urgency that I have and it doesn't take. A lot to feel that external sense of urgency talking to people in hotels. It's a very dynamic industry. Ah, yeah, yeah, yeah. And you can definitely find a source of urgency just talking to people that are in the day to day providing hospitality to guests.
[00:08:56] Susan Barry: I wonder if this may be a little bit of a tangent, but I consider myself a person with a sense of urgency about everything all the time, and I consider my husband to be someone with. Less of a sense of urgency, like maybe no sense of urgency. And I wonder if I was attracted to hospitality because of my innate sense of urgency or if I developed it from being in the industry for so long. That's probably a question for a therapist, but we shall see if we figure it out. So you had an unconventional on camera debut on CNBC. I think this is the funniest, best story. Talk about that and how it sort of shaped your career mindset.
[00:09:40] Steven Moore: Yeah, so quick story. My wife and I were in Chicago. We were getting ready to move to Houston and so we were joining the city for one last time, so to speak, and we were on the train and I looked over and I saw Rick Santelli sitting on the train. Rick Santelli is an on-air editor, so he has segments on CNBC where he's talking, he's interviewing people, he is giving updates on the market, but he is based in Chicago. And so I'd seen him before and I looked over and I went over and introduced myself. I'm 21 at the time. And I said, Mr. Santelli, I'm Steven Moore. I really appreciate what you do, just wanted to say hello. And he could not have been friendlier or more gracious. And it was just like, I'm so glad you said hello. If you ever want a tour of the trading floor in Chicago, come on down. I'll give you a tour. And so I'm like, great, good to know. Thanks, thanks for the offer.
The next day I show up at, I don't know, 5:30 AM at the security desk. And the security guards are there. And I say I met Rick Santelli on the train and he invited me for a tour. They kind of rolled their eyes like, oh, another one of these people, so Rick comes in 10 minutes before his first TV spot. He's like, I'm so glad you came. And so he takes me into the floor. He does his TV spot and then he is introducing me to a bunch of people and he has this segment. I think he still has it, but he definitely did at the time, called the Santelli Exchange, where he'll interview somebody for 10 minutes about something that's going on in the marketplace or in politics. And he was supposed to interview a local politician that day. Well, about, I don't know, 10, 15 minutes before the interview's supposed to start, he gets an update that the politician had canceled. And so he looks at me and says, how would you feel about being interviewed on CNBC as a recent college grad going into the job market? And you have one side that's like, oh my gosh, this is live tv. You might embarrass yourself, you're gonna say something wrong, like, don't do that. And then the other side is saying absolutely, you have to say yes to this. What a cool story and an incredible opportunity. So fortunately the yes won out.
And to answer your question of how that shaped my early career mindset, I think one, it was a strong data point for just engaging. And so I'm sitting on the train. I could have just looked over seeing Rick Santelli and texting my friends, Hey, I saw Rick Santelli on the train. But it was an extra step to go over there and take a risk on introducing myself. Fortunately, he was gracious. And then I think the other thing was saying yes to interesting situations and interesting people. So just put yourself in those situations around interesting people, 'cause you never know what what might happen. So that was, that was a fun story story early on in my career.
[00:12:29] Susan Barry: I love it. Well, speaking of lessons that you have carried forward, what are some of the lessons from your time working in a family office that you have carried forward into your current role?
[00:12:44] Steven Moore: Family offices are very focused on value creation over a long time period, right? They're thinking in decades or generations of how to create value, of how to preserve value. And so I think that long-term perspective can unlock some really unique thinking, some really unique ideas on, Hey, what are the oak trees we should be planting now to enjoy the shade of later? And tech is very fast-paced. It's changing all the time. Hospitality, as we were talking about earlier, is very fast paced. It's changing all the time. There's new guests every day. It's very dynamic. And so tech and hospitality both pull you towards this urgent important quadrant, where you're always firefighting, it's always like, this is really urgent. This is really important. I need to do this right now. And you can neglect the important stuff that may be not urgent but you need to be investing in again to enjoy the shade of those oak trees you're planting down the line. And so I think working for a family office taught me to take a longer time horizon perspective on things and bring that into a very fast-paced, dynamic, urgent environment.
[00:13:57] Susan Barry: You were CEO of Transcendent during the COVID pandemic. I can't imagine, because I think you were pretty new to that job when the pandemic kicked off. How did that experience influence the way that you think about crisis management?
[00:14:18] Steven Moore: Yeah, so I joined Transcendent in September of 2019. So not only was I new to Transcendent, it was also my first role as a CEO. And so I came in with a lot of excitement and optimism and hope for the future and ideas of what was possible. Six months later, that changed significantly, and there are a few things that I took away from that experience. So one was over respect to crisis. I think there's this temptation that I had to minimize how painful it could be or how long it could last. And so I remember having some conversations with people and saying, oh, you know, I think maybe like a month or two and we'll give some concessions here, but we're gonna retain these customers and get to serve them there, and I think we're gonna strengthen the relationship over time. And all those things were true. It was just, it hurt more than we were expecting and it lasted much longer than I think we were really expecting.
And so you wanna move quickly, but at the same time you wanna over respect a crisis that it could be a little bit more painful than you think. The the next thing was over communicating. And so in a crisis, like your time horizon goes down to what's right in front of your face. When you have abundance and you're secure and your needs are being met, you can think longer term, but in a crisis, it's what's gonna happen this next hour, this next day, this next week. And so the expectation or the bar for frequency of communication just with your customers, with your team, with your shareholders is very high. It's like what's going on right now? And you have to amp that up in a season of crisis. And then I think the last thing was just over prepare. And that's not in the sense of you're constantly planning doomsday scenarios of what's the next COVID and what exactly are we going to do? But you can know that there are some things that will be valuable in any crisis. So are you constantly exercising the ability to think clearly to move decisively, to be empathetic, to communicate effectively, and then to inspire hope, right? You don't wanna minimize things and look at the world through rose colored glasses but in a crisis, people are looking for someone to provide hope. That there is light out of the tunnel and that we'll make it through. So that was a crazy season for everybody and a really admirable season, I think for the hospitality industry as a whole to see the resilience there. But yeah, definitely some lessons through the COVID crisis.
[00:16:55] Susan Barry: I gotta tell you, Steven, I think that you just spelled out the outline for your first leadership book, so be sure to check the transcript so that you can take those notes and run with them. I wanna go back to something you said, which is the phrase over respect a crisis. I love that turn of phrase, and I think it's almost a hundred percent the opposite of the way the industry tends to react to anything ever. For example, economic uncertainty. In no world does anyone stand on a conference stage and say, yeah, we're pretty sure that things aren't gonna go well this year. They say we're facing headwinds, things are uncertain. It's a bumpy road ahead, but nobody will ever like actually say the words much less over respect the possibility that that would happen. So just letting you know, I'm first on the pre-order list for your book about crisis and over respecting them. So Actabl brings together this suite of products, multiple products that use software to manage labor and kind of other processes within the hotel. Can you talk about the problem that you were solving when you decided to integrate these? So for our listeners, the four that are sort of integrated together are Transcendent, Profit, Sword, Alice, and Hotel Effectiveness and you may just wanna touch on what each of those does.
[00:18:30] Steven Moore: Sure. So the headline is that hotel tech is very fragmented, and so the workflow tools are fragmented, the data is fragmented, you look at tech stacks across individual hotels within a portfolio. Those are fragmented, so you might have a certain number of fragmented systems at one hotel. You go to the next hotel and you're expecting it's the same fragmented systems. It's a completely different set of fragmented systems. There's just a lot of fragmentation in the industry. And that leads to bad team experiences that leads to bad guest experiences. And we were trying to solve that by bringing together a platform to take care of some of the fragmentation. So I certainly don't think we did that by bringing four businesses together. And all of fragmentation is solved, but hopefully it's a step in the right direction. Transcendent is an engineering platform and capital budgeting platform. Then you have profit org, which is business intelligence and seeing all of the data across all of your hotels, all of your systems, all of the integrations. Then you have Alice, which kind of rounds out our ops suite with Transcendent. You have housekeeping, guest messaging, service delivery, and then you have hotel effectiveness, which is a labor management tool. And the idea in bringing all of these things together is how can you take all of this data that you have, translate it into some unique insight quickly, and then quickly push that insight into the workflow tools to actually affect change at the hotel at the right time, based on that insight.
And then that can create a flywheel, right? So that action then creates more data, which generates more insight and then leads to more action for the right people in the right place. And so there's benefit to a single source of truth and seeing all the data, there's benefit to the insights, there's benefit to being able to push that into workflow tools, but I think most of the benefit is just in the speed at which you can do that. You have enough time, you'll be able to do all of those things, but being able to do it quickly, again, back to the dynamic nature of the hotel industry, it's really important that you can move quickly there. So that's what we were trying to do with the product side. And then I think just on the team side, if we're working with a hotel management group and they're trying to coordinate multiple different vendors, you know of transcendence profit org, Alice in hotel effectiveness, we're all separate. Whoever we're working with at the hotel is gonna have to talk to four different people, right? There's four different emails, four different phone calls trying to coordinate, probably trying to get all these products to play nice with each other and integrate versus, Hey, you have one point of contact that you can go to at Actabl. And all of those products are under one umbrella, so hopefully that's a better experience, just on the practical engagement piece, too.
[00:21:16] Susan Barry: It's interesting. Do you think that you'll ever change the names of each of the four so that they are like, now that you've got Alice, right. So don't you think the other one should be like, Bill, Susan, Joyce, what do you think?
[00:21:33] Steven Moore: We'll, we'll take it to the next marketing meeting. I'll keep you posted.
[00:21:35] Susan Barry: Okay, fantastic. You have described labor as a solvable problem. I really have to ask this, how are you gonna solve it? Because this is the problem that everyone talks about since the first day I ever stepped foot in a hospitality company.
[00:21:55] Steven Moore: Yeah. We're about to reveal it right here. This is the secret.
[00:21:58] Susan Barry: Everybody get out your pen and paper, take it away.
[00:22:03] Steven Moore: Well, I think first defining the problem and one of the ways we define the problem is you can have a low engagement, low efficiency team. And so how can you have a high engagement, high efficiency team? That is a fundamental problem we see with flavor and unfortunately there is no silver bullet. And so I hope I don't disappoint any listeners, but dang it, like I know, like, many things. It's a balance of doing a thousand small things very well. So we won't go through a list of a thousand things, but I think a few things. One is just start by making sure that you have accurate real-time labor data tied to demand. So you have to start with accurate data so you know where you stand. I think the second is optimize your scheduling so you can reduce over or understaffing that can lead to frustration or burnout and just lower profitability, lower revenue too than you're forecasting. And then I think trying to use technology that gives your teams better career opportunities, but also more time with the guests. So nobody joins the hotel industry or the hospitality industry, so they can bury their face in a screen, they join the hospitality industry so they can interact with guests. And so trying to give them tools that advance their career, but also give them more time, save them more time with some of the back office admin work so that they can actually be interacting with the guests. I think will lead to a more highly engaged and efficient team. And then there's lots of things that hotels are doing great today in terms of training and clear communication and celebrating wins. Being able to show how people make a difference in providing hospitality. So there's no silver bullets, but there's a lot of things you can do.
[00:24:01] Susan Barry: We like to make sure that our listeners come away from every episode of Top Floor with a couple of really specific tips to try, either in their hotels, their businesses, or in their personal lives. So for a management company with a handful of hotels and they're looking to scale, what do you think is an operational change they should prioritize? Or have you already told us what that is?
[00:24:25] Steven Moore: Yeah, maybe I have. I think the headline is to utilize that single source of truth of data across all of your systems, all of your hotels. And so again, fragmentation is here to stay at least in the near term and maybe medium term. So how can you solve that and work through it as we move to a more platform-oriented tech stack? You need to have that single source of truth. So finding something that can sit on top of all of your hotels, all of your systems, all of your data integrations, to see what is going on in your operations critical.
[00:24:58] Susan Barry: What is your advice for tech vendors that are trying to get adopted by hospitality clients who are wary of change? I think you touched on this a little bit where sort of pre-pandemic, the industry was really famous for our tech debt that was owed, right? That people had not been upgrading and improving on a regular basis. I don't think that that is over so. What do you guys do when you bump up against somebody who's like, oh, this thing's been working for 45 years. We don't need any fancy cloud-based nonsense. You know what I mean?
[00:25:31] Steven Moore: Yeah, yeah, that's right. Well, I think the biggest one goes back to what we were talking about earlier of just lead with data. So you're not gonna win someone that may have that mindset by saying, well, look how cool this product feature is or doesn't this look nice? Or, it's technology, so you should do it. Don't you have a tech budget? You have to actually show the data. Again, hoteliers are very savvy. And then look for ways that you can, again, find those quick wins. So how can you just start with something small to win people over and be willing to take a sequential approach to trying to get people to use technology versus biting off everything at once? Because I think that's a risk too. We know that we need to implement technology, let's get after it, and then you can kind of gorge yourself on technology and you're feeling sick. And so I think people are also wary of that experience coming out of COVID. It's like, “Hey, let's get quick wins.” And once we prove that, then we can implement more widely.
[00:26:38] Susan Barry: What about gamification? I feel like there's an aspect of hotel effectiveness that allows for gamification in terms of scheduling and labor. Am I making that up? Does that, is that a real thing?
[00:26:52] Steven Moore: I think the best example of gamification Actabl is Transcendent and in our engineering platform. So we rolled out something called associate engagement. That's gamification for engineers. And it's pretty simple. You're able to achieve milestones, you can get badges, you have friendly competition, either at your hotel or with other hotels. And it's all built around the work, built around the work that actually moves the needle at hotels. So, takes care of the assets, makes for a safe environment, makes for a clean environment, whatever it may be. But gamifying things to outcomes that you wanna achieve. And like we talked about before, people wanna know that they're making a difference, and they want that to be visible. So it's not hard to imagine that you have something that easily facilitates the “make a difference” factor for your associates or for your team members. They can actually see what they're doing. You're gonna have a lot higher retention. You'll probably have better outcomes than an environment that never acknowledges those things. We've actually seen that in some of the data increases in productivity, increases in outcomes around guest satisfaction. So I think gamification is only going to grow in hotel tech going forward.
[00:28:06] Susan Barry: I mean, there's something to the idea too that if it's not successful, you probably have the wrong person in the seat, right? If they aren't motivated by this friendly competition and achievement to get accolades, maybe they're not the right person to be doing their job?
[00:28:26] Steven Moore: That's right. Maybe they're more along for the ride. Yeah, that's right.
[00:28:28] Susan Barry: Yeah, exactly. Well, we've reached the fortune telling portion of our program, so you have to predict the future and we will see if you got it right. What is a prediction that you have about the future of hotel operations platforms?
[00:28:43] Steven Moore: So I think in five years there are going to be hotel operations platforms on the vendor side, and then there are going to be in-house AI built single workflow systems on the hotel side. I think what you're not going to see are these single workflow vendor systems. So who knows exactly how AI is going to change the world. It's definitely going to change the world. I don't think anybody really knows what that's going to look like. But these single workflow vendor systems are either going to need to join a platform or they're just going to be displaced by hotels that say, “Hey, dear Chat, GPT build me this workflow solution.” And so I don't know when it's going to be that simple, but that's certainly in our future. And so I think single workflow vendor tools won't exist in five years. It's gonna be these platforms or in-house AI built tools, and you'll need both of those, it's not gonna be one or the other. You'll need both of those. But it's that middle that's going away.
[00:29:45] Susan Barry: Interesting. What about your magic wand? If you could wave one and change something about how hotels approach tech adoption, what would it be?
[00:29:55] Steven Moore: I would love if every hotel management group had someone whose sole focus was transformational tech adoption. I think oftentimes you're working with management groups and tech adoption is a bullet point on their scorecard of what good looks like for their job. Sometimes it's further down the list than we'd like it, but I think there's just such an opportunity in hotels for transformation through adopting technology, through adopting platforms, through thinking differently about how they can provide better team experiences, better guest experiences operate more profitably. And we need champions that are just focused on that. It's not an also do this type of responsibility for people, but it is the main focus. So we're talking about magic wands. I know that's a big ask, but a role that is focused on that.
[00:30:49] Susan Barry: Yeah, I have so many positions I would add to the hotel org chart if I had a magic wand. I'm actually gonna give you a second shot at a magic wand because I have another question for you. If you had a magic wand and you could wave it and build a new workflow to add to your suite of services to add to your platform — no pain, no suffering. It's a magic wand and you've got it. What would you build?
[00:31:16] Steven Moore: Yeah. Well I think there's a lot of good systems that are out there in this category, but I think procurement would be the next pillar in the Actabl platform.
[00:31:24] Susan Barry: Interesting. Good to know. Okay, folks, before we tell Steven goodbye, we are going to head down to the loading dock where all of the best stories get told.
Elevator voice announces, “Going down.”
[00:31:42] Susan Barry: Steven, what is a story you would only tell on the loading dock?
[00:31:45] Steven Moore: Well, you mentioned it in the intro that my first job was a busboy for a catering company in Colorado. And so I remember I was in high school and I met this man who was very successful. And I forget what setting we were meeting in but it was just like a normal setting. I met this individual, he was very kind. He took an interest in me - friendly, asked me questions. You know, we talked for five minutes and then went our way. Well, fast forward, I don't know, a couple weeks later, there's an event that the catering company I work for is working at this individual's home.
[00:32:27] Susan Barry: Oh, you're kidding. Did you know?
[00:32:28] Steven Moore: I didn't know. I showed up and I was like, oh, I met this guy! And so my primary job was clearing dishes, but every once in a while I got to walk around with a tray of hors d'oeuvres. And so I was like, oh, this will be great. I'm gonna walk up to this guy and he's gonna recognize me and be like, oh, Steven, it's so great to see you. And I remember walking up to him and I kind of made eye contact with him and smiled at him and he looked at the tray of hors d’oeuvres and he is just like, “No, I don't want that,” and he walked away. He was like, very currently somewhat rude. He was like, that was strange. And he's hosting. It's obviously a big event, he's catering something at his home. And so I did not expect him, I would not put that on him to be like, oh, Steven, how are you? Like, tell me what's going on, right? Like, how's this job? Let's sit down
[00:33:20] Susan Barry: and chat that, that's right.
[00:33:21] Steven Moore: So, I certainly give him a pass, but it did stick with me the dichotomy of, in one situation I had a certain interaction with this man, in a different situation where I was a bus boy — or serving hors d'oeuvres, I had another interaction. So that just stuck with me. And I really admire people who treat everyone with kindness and respect, regardless of what they do or what situation they're in.
[00:33:46] Susan Barry: Very interesting. Well, I have to ask, do you remember what the hors d'oeuvre was on the tray?
[00:33:53] Steven Moore: I don't remember, but it must not have been very good because he was not very happy with whatever it was.
[00:33:58] Susan Barry: It was something he ordered. What a weirdo.
[00:34:01] Steven Moore: Yeah, that's right.
[00:34:03] Susan Barry: Steven Moore, thank you so much for being here. I know that our listeners learned a lot about all of the ways to improve hotel operations, and I really appreciate you riding with us to the top floor.
[00:34:16] Steven Moore: Thanks, Susan. I enjoyed it.
[00:34:18] Susan Barry: Thank you so much for listening. You can find the show notes at topfloorpodcast.com/episode/206. Jonathan Albano is our editor, producer, and all around genius. He even wrote and performed our theme song with vocals by Cameron Albano. You can subscribe to Top Floor on Apple Podcasts, Spotify, or wherever you like to listen and your rating or review will go a long way in helping us give you more of what you like.
[00:34:54] Narrator: Thanks for listening to the Top Floor Podcast at www.topfloorpodcast.com. Have a hospitality marketing question? Reach us at 8504049630 to be featured in a future episode.