ETA·BRAINa Katyella project

Acquiring Minds

Buying for Brand (Then Growing 4x)

Excerpts · 305 segments · ~1:25:03 long

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I think Airbnb, just as a platform, has conditioned people to have very high expectations in this short term rental, in this vacation rental space. They come in expecting hotel level service as a baseline and you need to be able to provide it to them. Everything that we're doing right now is and is to build a platform that can service those expectations on the guest side or the homeowner side.

And a lot of that just starts with really quick, effective, clear communication to any one of those groups. And that's what we train our team to do and to think about.

And so when you talk about communication, when you talk about putting in structure to a business that was, there was no structure, most of that means tech slack, I guess, some platform that's some SaaS, vertical SaaS that is for your industry where, you know, it's some sort of help desk where a message comes in from a guest on Airbnb and that's funneled into a single place and everyone can see…

That there's the real key bit of structure that you went after first.

Yeah, I can talk about the tech stack, I think, I think, I think it's, it's, it's, you know, great. I almost consider myself, you know, a junkie with this stuff because I, anything that's shiny, that seems interesting and cool and helpful, I want it for the business. You know, I, I've looked at times at our tech stack and it's probably been more bloated than it needs to be.

And if you go to any of the industry conferences, and I'm sure this is the same, you know, broadly across real estate conferences as well. There is so much new prop tech that is coming to market, that continues to come to market.

And you know, at the vacation rental conferences, you know, there was one in October that there are entirely new vendors that are building these really helpful, you know, tools that, that I want us to be able to leverage.

And so, you know, I've been very quick to integrate those and, you know, trying to just make sure that what we're doing is not, you know, they're not, that our team's not getting bogged down and, and, and you know, learning how to use them. But they're actually helpful.

Matt, the two employees that you inherited, y. How did they take to the news of the change in ownership and the change. The changes that you started making? Sounds like you started making changes pretty quickly.

Well, they're still here, and it's been great. It's been great. I think we have a phenomenal team. We have, you know, we.

We had from the start. We have now. It has enabled, you know, all of the growth and success that we've had has been, I think, in large part due to the quality of the team and, you know, their passion for what we're doing and their passion for the space. And I. I think we're very fortunate.

The first two years of your ownership. So you're now just over three years in the business. A lot of that was J Curve.

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