Transcript: Episode 217: Swimming Pool Disaster
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[00:00:00] Susan Barry: This is Top Floor episode 217. You can find the show notes at topfloorpodcast.com/episode/217.
[00:00:13] 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. Lisa Holladay is a lifelong champion of hospitality whose path started far from hotels. She studied to be a high school English teacher and even trained as a Shakespearean actor before finding her groove in crafting world-class experiences. At Mercedes-Benz, she led new product launches and brand experiences, then became global brand leader for Ritz-Carlton. Later, she oversaw marketing for multiple luxury brands for Marriott, including St. Regis, Bulgari, and Ritz-Carlton Yacht Collection. Now, Lisa is the first Chief Experience Officer at Tiger 21, where she designs learning access and connection for a global community of ultra-high-net-worth, largely first-generation entrepreneurs. Today, we are going to talk about creating experiences for people who have everything. 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 who have burning questions. If you would like to submit a question, you can call or text me at (850) 404-9630. Today's question was submitted by Dave. This is a great question. I may just start asking everyone this question. What are a few of your favorite and least favorite things to find when you check into a hotel?
[00:02:12] Lisa Holladay: I love this question. Because I'm one of those people that when I check in, I then go look at everything. So the first thing I do is I run over and see if I have a view or not. Am I looking in New York? Am I looking at a brick wall? Am I looking in somebody's window? Do I need to be cognizant of the shades? I'm a huge fan of really curated honor bars, so I love to go see what's in the mini bar, and is it just the normal, Coke, diet Coke, Chardonnay, cheap champagne, M&M's, or is it really curated? Yeah, Pringles, which I don't like, luckily. Or is it really curated for the location? Closet, of course, 'cause I'm one of those people, even if I'm just staying two nights, if I'm staying one night, I don't really unpack. But if I'm two nights, I really unpack. So I like different hangers. I like the little silky ones for your girly things and the broader ones for your jackets. And then bathrooms, I love checking out what's in the bathroom. So I really go through the whole room. I don't like over-engineered rooms, so having to figure out how to turn the lights on and off. Those new night lights, they call them, that are the lights you cannot figure out how to turn out in hotel rooms, drive me crazy. So I love technology, but I want it to be super intuitive and easy to use.
[00:02:14] Susan Barry: Me too. Pringles. Those are really good ones. Yeah, that nightlight thing is interesting because I want a nightlight, but I also do not wanna be able to see it when I'm trying to go to sleep. Like that's too distracting. I am like a full investigator of hotels. I have to tell you something that you can add to your inspection list. So one of our early guests, Danielle Schneider, talked about her very first job in a hotel. She was a housekeeper. And she was getting so frustrated, she was about to quit, but one of the older ladies had told her this trick, which is to flip through your Bible in every room that you clean, and you just never know what you might find. And the day that she was planning to quit, she found in two separate rooms, two $100 bills. So since she told me that story, I have started doing that. I haven't found anything yet, but I also recently saw a TikTok of a guy who heard the same story, and he did it, and he found a 10. So, add it to your list.
[00:04:57] Lisa Holladay: Okay. That's amazing. I've never heard that. I love that. That's a great tip.
[00:04:59] Susan Barry: I know. Free money is always something you wanna find in a hotel.
[00:05:05] Lisa Holladay: Always. Although I do feel like we should leave it for the housekeepers, they're my favorite humans in hotels.
[00:05:10] Susan Barry: Why do you have to be the better person, Lisa? Come on. All right, fine. Your path isn't exactly linear. Is there a through line that you would draw between Shakespeare and luxury marketing?
[00:05:28] Lisa Holladay: First of all, thank you for having me. I love your podcast. You're such a natural, so thank you. I'm just super pleased to be here with you and share conversation and talk about things I'm so passionate about. So thank you. The through line really starts with thinking about being a high school English teacher. So I never practiced, I went through the student teaching portion of it, but I think about the links between even teaching and then deciding not to teach and thinking, okay, maybe I wanna act. I had always been in drama club and things like that. Shakespeare was 'cause I really wanted to go study at Stratford and go abroad. And there's a link, there's the storytelling with both of those career choices, performance, understanding, your audience, creative collaboration, and I think all those talents are transferable to luxury marketing. Part of what I love about marketing is telling stories and telling a brand story, and then how do you pull that story through so that your guests or your clients or your members actually experience it. Of course, bringing the drama in a good way. I remember one of my mentors in the hotel business talked about all properties, whether it's luxury or not, but at the front desk, you're on stage. If you're working at the hotel, you're on stage to bring the best experience to your guests and do that in the most authentic way. I think is really, really special. So, bringing the drama, the right kind of drama, and then being able to empathize and anticipate what your audience needs, and their performance under pressure. Being in the hospitality business or putting on events, you need to be able to maintain poise and quick thinking in any kind of situation. So I think there are a lot of transferable skills, luckily.
[00:07:32] Susan Barry: At Ritz-Carlton, you were the first global brand leader that didn't have a hotel operations background. This is such a common conversation on this show and in my life, the idea that hotels are an apprenticeship business and we expect people to get master's degrees and then start at the very bottom of the org chart. But I think what you brought to the table was more the guest perspective. So how did that help you to drive change? Where did you need the operations reality check? Like, did you go shadow a hotel GM to get how the day would go?
[00:08:10] Lisa Holladay: Well, first of all, I was very blessed that two icons in the industry were ready to take a chance on me. So, Hervé Humler and Bob Kharazmi were both at the Ritz-Carlton headquarters at that time, and they're, again, icons in the industry. And so first of all, I had these two incredible mentors that believed in me and were looking out for me. And though I didn't have an ops background, I had such passion and love for the hospitality industry and hotels in general. I had tons of business trips before taking all of my career, and I was never the person complaining about traveling and checking into hotels. I was always excited about it, and I did bring an incredible guest perspective because of my job at Mercedes. I was traveling all over looking for the best hotels in the world to have mainly new product launches. And so I not only had a lot of experience with Ritz-Carlton, I had experience with their competitors. And so the reason they took that chance on me was to really have me bring that guest perspective because luxury guests and really any guest, especially if they don't have an operations background. They don't really care what's happening behind the scenes. They want what they want. And so I really felt it was my role to be the advocate for our guests. Of course, there's also the balance of the reality. So I remember, one of my first bold ideas, after visiting some properties, I was like, we need to upgrade our uniforms. And I had been overseeing fashion week at Mercedes-Benz, so I had connections to these designers. So I was like, we're gonna make all the uniforms so amazing. The front desk is gonna look amazing, the housekeepers are gonna look amazing. And I took this idea and actually some sketches to the ops team, and they said, “Do you think the fabric would hold up to industrial strength washers and dryers? Do you realize how many times the housekeeper's uniform is actually laundered?” And I had never even given it a thought, Susan. And so it really gave me such a respect for what does happen behind the scenes, and there were a lot of things we were able to evolve and move forward with my ideas. But I was lucky to have amazing colleagues in ops, and then I shadowed so many general managers, and they were incredibly gracious. And the other thing I would do when I first started, I would go in and I would have meetings without the GM and with all the ladies and gentlemen in the hotel. And I would say, “What are the top three things you would evolve or change if you could?” And it was a safe space for them to tell me, and I knew they knew the reality of what happens behind the scenes in the hotel, and they weren't going to give me ideas that were impossible. So, it was an amazing experience to work for the brand and with those operations professionals.
[00:11:20] Susan Barry: Can you remember any particularly good idea that came from one of those meetings?
[00:11:25] Lisa Holladay: Oh, I remember every idea. It was the women because one of the hotels I went to, really iconic Ritz Carlton property, Naples, and at the time, just one of the best GMs in the business, and a large property. They were like, “Please, can the women not have to wear pantyhose anymore?” It feels so dated to wear pantyhose. I think that seems so archaic now, but that was a huge change for the brand. Huge.
[00:11:56] Susan Barry: I swear. Okay. This is the one that I've been thinking about recently in the late aughts. All of a sudden, women's shoes were all peeptoe. There were no closed-toed shoes. You couldn't buy them. Truly, you could not buy them. And there was like this entire six-month study group, I'm being dramatic, but to change that in hotels, my company and they ended up with the rule that how many toes you could show. It was like one and a half toes or something like that. Like, these people work in an office typing on a computer. Like who? Anyway, the pantyhose thing, I hear you.
[00:12:41] Lisa Holladay: The pantyhose, it was: upgrade the pens and the rooms because the pens were constantly breaking, and this was a time when business cards were still a big deal, and it was upgrade the business cards. So first of all, for the women, it was comfort. Imagine a hundred degrees in Florida or some of the island locations. And then it was a matter of pride with their business cards. They wanted beautiful business cards that indicated luxury. So we did all three of those, we made it happen. So I'm really proud of those, and I laugh that for any of those women still working, that's what I'll always be remembered for.
[00:13:10] Susan Barry: Oh, cool. The Pantyhose Elimination Tour. You joined Tiger 21 to build in-person experiences, right as COVID hit. So no more in-person experiences. What did you learn about creating meaningful virtual moments that you still use now?
[00:13:38] Lisa Holladay: Yeah. Well, it was a really interesting time. I joined to build out these experiences, and it was COVID. I didn't even meet my team until a year and a half, two years into my role. So, I built the team remotely, and right when I joined, we had to cancel our flagship event, which is our annual conference. It's our largest event. It brings together our most members, and we had to cancel that. At a time when we all needed connection more than anything. So, like a lot of companies, we said, okay, let's host it virtually. And at that time, we were really naive, we were still learning Zoom, we were still learning technology of how to pull off virtual events. And so we really took the philosophy of let's just take what we would do in person and translate that virtually. And it was fine, but it wasn't great. We relied on big names to come in and share content, and that members would just automatically engage and that didn't happen. They would join and they would listen, but there wasn’t engagement. So we really came up with a separate design strategy for virtual events. And by the way, we thought that after COVID, there would be Zoom fatigue and we wouldn't host virtual events any longer, and that couldn't be further from the truth. We host more and more, but the format's really different. They're much more fireside chats. Now we have strategies where we encourage engagement, whether it’s polls, breakout discussions, live Q&A sessions where they have to come on camera to be able to ask their question. Just coming on camera was a big change, and a lot of the events now are smaller. So we found that if we have more targeted topics, whether it's, dealing with aging parents, or it could be multifamily real estate, it's probably gonna be a smaller group of members, but they're going to be more engaged and they're gonna have a chance to connect with other members who have that shared passion or challenge or opportunity, and then they can really build community and trust. So, building that both online and offline is super important.
[00:15:50] Susan Barry: I'm kind of glad to hear that you're still doing virtual events, not because I don't want in-person events, but for me, that was such a breakthrough during the pandemic of like as you said, learning how to be comfortable on camera and how to make something like a Zoom meeting work differently than it would in a boardroom. And I feel like I made a lot of sort of personal and professional progress as a result of being able to connect virtually, that I don't wanna lose. Our industry is spread out across the world, so.
[00:16:24] Lisa Holladay: A hundred percent. I think especially for global companies, and now we have a healthy balance of both. If we had to continue to rely on just virtual, I'd probably be going crazy. But I love having a balance of both.
[00:16:40] Susan Barry: So who are the Tiger 21 members? Why do they join and tell us all about them? You don't have to say names.
[00:16:49] Lisa Holladay: First of all, they're some of the most amazing, interesting human beings I get the pleasure of seeing, of interacting with, of hosting. I love our members. I love Tiger 21 and what it stands for. So our members are primarily self-made entrepreneurs, investors, business leaders, and they've achieved significant financial success. We have 1700 members and we're growing, we're in North America, UK, Europe, Singapore, Dubai. Collectively, they manage about 200 billion in assets. And they join Tiger because we provide a unique peer-to-peer learning environment. And I think that's what makes our members so unique, is they have incredible financial success, but they also still have curiosity, and they wanna learn from other members. So what we provide is an opportunity for them to join confidential groups where they share insights, they discuss opportunities and risk, and most importantly, they support one another through major life decisions. So it's really much more than about managing their wealth. And it's our job to curate a safe space where they can be candid, they can learn from each other, and gain perspectives that maybe aren't easily accessible elsewhere. So my team and myself, we're not responsible for that group meeting. We're responsible for everything else a member can experience outside of that group meeting. So it could be trips, events, member benefits, learning opportunities, anything we can think of, or really anything that our members may suggest, then we're gonna try to deliver.
[00:18:35] Susan Barry: How do you do that? No. How do you create something for these folks who can probably just do anything they want on their own? Like, I don't know. It seems like that's a lot of pressure, and the baseline is really, really sky high. I feel like I'm asking this question like an idiot, but do you know what I mean?
[00:18:59] Lisa Holladay: I do know what you mean. It's a great opportunity, and it comes as a challenge. So luckily, have a really talented team of human beings that help make this happen. First of all, for our members, special comes from a sense of discovery or connection that they didn't expect, and anyone regardless of their level of financial access, wants to belong and feel included and experience. So we design our framework for everything we do, whether it's in-person, virtual, around three pillars of Learn, Access, and Connect. Our members are joining a learning community, so they're curious. They're lifelong learners. And we really curate opportunities for them to gain insight. So, a couple examples, we recently hosted a wellness retreat in a beautiful resort in Costa Rica. So we brought in, we had lunch with a world-class doctor who talked about the latest in stem cell research. And our members could ask questions, they could challenge the science. Some of those that were on the retreat were very traditional doctors, so there was some challenging of the research which was also fascinating. We had a sound bath, we had meditation, we had hikes through the rainforest, and all of that they could have done on their own. What they couldn't have done on their own that we curated. And it was really the highlight of the entire trip was a visit to a family that has a local farm where they've been making cane sugar the same way for hundreds of years. And believe me, there was nothing glamorous about this farm. But it was so authentic. It was a mother, a father, the two teenage sons that all worked the farm. The kids went to school and the grandmother. So we not only saw how they make cane sugar, we played with the dogs and the chickens and the cows and the cats and had lunch with this family. And it was just incredibly, incredibly authentic and special. And like you said, there are ways to still create memories and opportunities that our money can't buy, and that's a big one. But I'd say the biggest differentiator is that members are experiencing these opportunities with other members in a really safe and trusted community.
[00:21:21] Susan Barry: How do you serve as a host inside a trusted but very elite community without feeling like you need to be subservient? Or do you feel like you need to be? Is that even possible?
[00:21:37] Lisa Holladay: This really makes me go back to my Ritz-Carlton days and think about our motto. I say our, I'll always be a part of me. We'll always be true blue. But the Ritz-Carlton motto, ladies and gentlemen, serving ladies and gentlemen, and it reflects the company's deep commitment to both exceptional guest service and also the dignity of team members. And it means employees, whether they're housekeepers, concierges, or managers. Everyone's respected and valued as professionals, just like the guest. And that philosophy I took with me to Tiger 21. So, we don't have that same motto. I didn't lift the motto, but I brought that mindset and philosophy to our team to encourage them to really take pride in their work and to go above and beyond for our members, not just because it's their job and an obligation because they're respected for their expertise and their passion for doing this.
[00:22:33] Susan Barry: We like to make sure that our listeners come away from every single episode of Top Floor with specific, practical, tangible things to try in their businesses or in their lives. For a mid-market hotel restaurant B2B brand listening to our conversation today, are there some less luxurious, low lift ways to add, learn, access, connect into their customer experience?
[00:23:08] Lisa Holladay: I think definitely, regardless, there are opportunities for all of us to learn, to have access, and to connect. By the way, I stay at luxury hotels now when I'm having member events, when I'm traveling on my own for business, I am not staying at luxury hotels any longer. And, I have great experiences where hotels are able to deliver that. I love staying at a hotel where they're offering kind of bite-sized, easy-to-digest local information. I think of this hotel I stay at in New York, and it's nothing fancy, but as you walk out the front door, there's a whiteboard and different staff members write what their favorite restaurant is. That's in the area that's walking distance, and so I love that, and I am going to trust somebody that lives and works in that neighborhood more than I'm gonna trust AI these days to tell me where the best pizza is. And this is more elevated, but one of my favorite things, and I think there are ways to transfer this to hotels that aren't luxury. When we were at Ritz-Carlton, there's something about a bed that's in a hotel that's freshly made, and we videotaped the housekeepers of how they actually made the bed. So you could make your bed that way at home.
[00:24:31] Susan Barry: Oh, that's so cool. What a good idea.
[00:24:33] Lisa Holladay: It was so fun and such a simple technique that really resonated. And then access, what do you have that's unique that you could provide access to your guests and then share it? Especially if they're your super loyal guests. Are you trying a new menu? Are you trying a new drink? I recently had a site visit to a hotel, and they know that I'm a dog lover. I have two rescue dogs, they're my fur babies, and they had the canine unit visit with me so I could learn about what the dogs do. And I will never ever forget that. And that's a money can't buy, experience. I could have never done that. And then connection, one of my favorite things to do as a host, and I think this could be so easily transferable. I love those conversation starter cards. I love them and I think, how clever would it be? 'cause I'm often traveling alone and I actually like to talk to people. I think it's pretty easy to tell who wants to engage and who doesn't, right? But what if there were conversation starters in the lobby or at the community shared table, or at the bar? So I think there's so many ways to deliver those.
[00:25:23] Susan Barry: Oh, me too. What about signals? For sort of emerging trends, where do you find the things on emerging interests for your members, like health, longevity, venture, travel, all the things that they're super interested in. How do you stay ahead of them, I think is what I'm trying to ask.
[00:26:08] Lisa Holladay: Well, first and foremost, our members are not shy about sharing. So definitely we'd listen intensely to our members and their ideas. And it doesn't mean we can do everything, but we try to follow up on everything. So that's first and foremost is our members. At the same time, part of why our members join Tiger 21 is they're looking for us to be ahead of that curve and to deliver that content and those experts. I'm super curious. So I love to read and follow trends. It's just, I love it. It's a natural for me. And I hire individuals who are really curious and engaged and are experts in their area. So whether it's around learning, whether it's around investment opportunities, whether it's around more lifestyle opportunities or member benefits, really having experts on my team who follow industry thought leaders, they subscribe to very specialized newsletters or trend reports, monitoring social media conversations, definitely. And then participating in industry events. I really encourage our team to learn as much as possible so that they can then deliver an elevated experience to our members, and at heart, just as our members are entrepreneurs, we're a pretty entrepreneurial organization. One thing I love about being part of a smaller organization is we're really nimble. We're encouraged to try things out, and if we fail, we just don't do it again. And if there seems to be success, how do we refine it? How do we scale it? How can it reach more members?
[00:27:48] Susan Barry: How do you measure success? Are there sort of specific numbers or are you observing the behavior of your attendees? Like, how do you know it works?
[00:28:03] Lisa Holladay: Yeah, well, the biggest goal number objective for us is we're a retention center for the organization. So our objective is to drive member retention. So, that's what we focus on, and then ways to measure that is, your gut kind of knows if something's right or wrong. Like it's not all science. We're in the human business, we're in the community business, so you know when you leave an event or a virtual event, you just have that feeling of, “Ah, that went really well”, or, “Oh gosh, I do that a little differently next time”. We do have an annual member survey. Our members are amazing with their generosity of time. We had a 44% take rate of filling out our survey, which is incredible. Not only do they fill out the 10-minute quick survey, they then provide lots of verbatims that we read through every single suggestion and we take it to heart. So that's great. That has an annual NPS score for us. Every event, we have a survey members give direct feedback. And then of course, when it comes to events, how are the attendance numbers? Are we reaching capacity? So, a small ski event that started years and years and years ago has sold out every year, and it has grown every year. And then there might be another event we try, and if attendance is low or we don't reach capacity, then we just don't do it again. So, yeah, so it's being nimble but definitely balancing the data that we do have to make to make impactful change.
[00:29:40] Susan Barry: Well, we didn't plan it this way, but since you brought up a survey, I will mention to our listeners that they can find a link to our new audience survey in the show notes. And Lisa, we have reached the fortune-telling portion of the show, so now you have to predict the future. I will track you down and tell you if you got it right or wrong. What is a prediction that you have about the future of luxury?
[00:30:06] Lisa Holladay: Well, for luxury, and I think for most of us, security and privacy will really become defining elements of true luxury hospitality, not just expected, but a real source of how does it elevate the guest experience?
[00:30:24] Susan Barry: Wow. I haven't heard anyone else say that. That is brilliant.
[00:30:28] Lisa Holladay: Well, our high-profile travelers and influence and affluent guests have really become more conscious of their digital footprints and their own personal safety, and it's sad that it is a prediction, but I feel like it's a reality. I think the industry leaders in the space will really be able to set themselves apart by offering that invisible, yet impeccable security and privacy assurances. I think that will really become the hallmark of really elite hospitality. All of us wanna feel safe and secure. Think about how vulnerable we are when we go stay at a hotel. It's not our home. So, I think those will become just as important as that beautiful meal or that exquisite view.
[00:31:14] Susan Barry: This just reminds me of one of the sort of baseline pieces of checking a guest in, which is to not announce the room number out loud. And I feel like I'm seeing that happen more and more and more, regardless of the sort of chain scale of hotel that I'm staying at, and that is terrifying.
[00:31:37] Lisa Holladay: For me, too. Or when you go to charge something on your room and they ask out loud in front of everyone, not only your room number, your last name.
[00:31:45] Susan Barry: Yes. Yes. There has to be a better way. For sure. Well, if you could wave a magic wand, and aside from changing that, change something else about how the hospitality industry designs experiences, what would it be?
[00:31:49] Lisa Holladay: Yes. Oh, this is my pet peeve. I'm so glad you asked this question. Even at luxury hotels, it has become so much a sea of sameness and a cookie-cutter way of hosting, and what's available. It's: here's your reception space, here's your ballroom, here's your banquet menu. And it's just become a sea of sameness instead of really being able to curate and experience. And if I told you how often, I'll say, well, what about this? Or what about that? Or, could we host it here? And so often the answer is no. So if I could wave a magic wand, it would be that we'd shift away from these templated locations and templated ways of personalization and really lean into designing these transformative experiences.
[00:32:59] Susan Barry: Welcome to the Land of Differentiation, which every hotel seems to have left behind in their rear view mirror, at least temporarily. Alright, I have a bonus question for you. What is a belief that you held early in your career that you have completely changed your mind about?
[00:33:18] Lisa Holladay: That my work life and my personal life need to be separate, and that it wasn't okay to show vulnerability with my colleagues and with my team. I just think life is too short for that. We spend so much time at work, and we're human beings, and what happens in our personal life impacts our work life. And I really want my team to know that they're at work. It's a safe space for them to be humans. It doesn't mean they don't need to do their job, but it also means we understand because stuff happens in life, right? We get sick, we lose loved ones. The list goes on and on and on. And I want my team to know that they're safe and that we're here for them. And I think the only way to truly do that is to lead by example. And if I need support, if I need help, it's okay to ask for it.
[00:34:15] Susan Barry: Okay, folks, before we tell Lisa goodbye, we are going to head down to the loading dock where all of the best stories get told even in luxury hotels.
Elevator voice announces, “Going down.”
[00:34:31] Susan Barry: Lisa, what is a story you would only tell on the loading dock?
[00:34:35] Lisa Holladay: Ah, Susan. So, it's always a little risky to host events around swimming pools. So, in my Mercedes days, my first job at Mercedes was in public relations, and my biggest responsibility, which was such a dream job, was new product launches. So my job was to go find the best hotel, the best restaurants, the best experience because we would bring in journalists to experience these new products. And hopefully to have the most amazing time that they would have go write positive reviews about the new car. So, we decided to host a new car launch in Vancouver, Canada. We were so excited. It was the first time the US team and the Canada team, the Canadian team, had partnered to host a new product launch, and we were bringing in journalists from all over the world. And of course, we had a gorgeous brand-new hotel in Vancouver. So the welcome reception and the dinner was on the roof of the hotel around the swimming pool. So we had beautiful views and the weather was perfection. And of course, because it was Canada, we wanted to really lean into a sense of place. So at one end of the pool, we had a gorgeous, huge ice sculpture in the symbol of the Mercedes logo, the star. And that, of course, wasn't good enough, we needed to turn it into a vodka luge, 'cause again, Canada. So we have all the glasses around it, and we also had created these custom hockey pucks because again, Canada. That all the journalists could take. So it was again, a beautiful, unusually warm, evening, and how early hotels set up everything. So I look over and I'm like, is there a crack in the ice sculpture? Oh my God. There was a crack in the ice sculpture, so it came crashing on top of the glassware, on top of the hockey pucks. Everything went into the pool. Luckily, nobody was hurt, nobody got cut. The hotel, but they no longer had the vodka luge. We did fish out their hockey puck, so everyone still got to take the hockey puck home. But the hotel did have to drain the entire pool. And it was just crazy. So I'm always now a little wary of any time we're doing an event around the pool, and I'm not sure I've ever had an ice sculpture at an event again.
[00:37:14] Susan Barry: That is hilarious. Lisa Holladay, thank you so much for being here. I know that our listeners all want to join Tiger 21, and I really appreciate you riding with us to the top floor.
Thank you for listening. You can find the show notes at topfloorpodcast.com/episode/217. 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.
[00:38:03] Narrator: Thanks for listening to the Top Floor podcast at www.topfloorpodcast.com. Have a hospitality marketing question? Reach us at 850-404-9630 to be featured in a future episode.