Why wellness tourism is reshaping how hotels make money. Ft. Steve Porter of Trybe

[00:00:00] Steve Porter: In 2024, the wellness economy was $6.8 trillion. So, if it were a country, it would be the third-largest economy on the planet. And hotels with major wellness facilities are generating, on average, 108% higher TRevPAR than hotels without wellness facilities. So, it's driving room revenue. It's the reason why guests are going to these hotels in the first place.
[00:00:33] Matt Welle: Hi, everyone. Welcome back to another Matt Talks Hospitality. Often when you think about spas and hotel spas, you don't think about the technology. You think about relaxing and getting the treatment. But it's a segment that is thriving today, and we see more and more hotels with spas that are doing incredibly well. So, I thought, "Why don't we go that direction today?" And I went into our marketplace to figure out who is thriving in the spa sector in our marketplace, and I found Steve, who is one of the co-founders of Trybe, which is a spa software. So, Steve, thank you for joining me.
[00:01:02] Steve Porter: Thank you very much for having me. It's great to be here.
[00:01:04] Matt Welle: So, I looked at your background a little bit, and it looks like you've come from a more technical background. That's what you studied, and that's what your first role seems to have been. How did you get trapped in the spa segment?
[00:01:14] Steve Porter: I got my first technical job in London about 10 years ago, where I met Ricky and Will, my two business partners, and we were in the restaurant space. We were building cloud-based reservation software for bars, pubs, clubs, night, casual dining, essentially. And that company was acquired 7 years ago, and the three of us were quite entrepreneurial. We always wanted to do our own thing, be our own boss. So, we just set out to explore how we could use our skill set to build a business, and we stumbled across, accidentally through connections, a spa down in the New Forest here in the UK. And we went on site to see them, to see their systems, and I kid you not: Windows 95. A system for point of sale, log out; a system for reservations, log out; a system for this, log out. I just couldn't believe it. It was this eureka moment. I remember looking at Will, being like, "This can't be the standard." And the team there, they'd assured me they'd been looking for a better solution, and that there was just nothing out there. And a little bit of research later, we just started. We rapidly built the MVP. Somebody using it 5 months later, a calendar where you can drag and drop and, fast-forward to the…
[00:02:23] Matt Welle: What was the biggest problem that hotels were experiencing? What was the first thing you built?
[00:02:27] Steve Porter: Online booking. Online bookings. When we first started, booking a spa was still very much just a website with a "Contact Us" form, a phone that nobody answered 'cause they were too busy, or an inbox where they would reply once you'd left. And that was obviously exacerbated by COVID when hotels had a huge staffing shortage. And we actually started on spa a week before the first UK lockdown, so the worst time to start a business in the spa space. But I actually think that helped us because hotels had to digitally transform, and technology is not a hotel's strongest point. So, we were able to come in and work with them to improve the way that they ran their businesses inside the spa.
[00:03:07] Matt Welle: I love it. 'Cause it's complex, I'm assuming, right? So, if, like, in a hotel I know that room is available for that night, but a spa treatment sometimes is 90 minutes, sometimes it's 20 minutes, like, how do you build the logic?
[00:03:20] Steve Porter: That's a really good question. I think coming from the restaurant background as well, spa is infinitely more complicated. There are so many more resources, right? I need a room that the treatment can be performed in. It might only be able to be performed in a room that has a shower. I need a qualified therapist, somebody that can perform the actual service.
[00:03:38] Matt Welle: Who can only do certain treatments
[00:03:39] Steve Porter: Yes. That is available for 60 minutes; that hasn't done more than three hours of massages in that day. I need hot rocks that aren't already in use at the same time, and other complicated yielding rules to maximize the revenue for the business as well. So, if you picture all of those as a column in a Google Calendar, kind of complex. It's finding the uniform blank space across them and surfacing those online for the guest to book.
[00:04:04] Matt Welle: It's honestly why we haven't touched it. It feels so incredibly complex, where the spa… It's probably the most complex piece of a hotel. It needs to get solved because more and more hotels actually have spas today, so kudos for doing that.
[00:04:16] Steve Porter: Genuinely had no idea of the complicated problem that we were walking into. Had we known the problem, maybe we wouldn't have done it. But no, it's certainly an interesting problem.
[00:04:31] Matt Welle: You guys raised a round recently. $30 million, I think you raised?
[00:04:35] Steve Porter: $30 million.
[00:04:36] Matt Welle: Was it easy to raise money?
[00:04:37] Steve Porter: We found it quite easy, yes. I think we were deliberately intentional, and being a niche product and a category leader, I think we attracted a good amount of attention, and we were deliberate with the partners that we chose. So, we partnered with a growth equity firm in Midwest America, Kansas, called Five Elms Capital. They came across as completely different to everybody else. A genuine partner in wanting to help us build a really good business with a focus on driving value for our customers. They have a value creation team who I have regular conversations with, and it's just been a breath of fresh air. Nothing like I thought private equity would be.
[00:05:13] Matt Welle: When you meet the right person, and we found this throughout the years of raising. When you speak to hundreds of investors, they all have a nice talking track, but you know when something feels right. And these people are in your boardroom for the next what, decade, probably.
[00:05:28] Steve Porter: It's like a marriage, right? You are married to these people. You're speaking to them so frequently, so you need to make sure that you're partnering with somebody that you can get on with, you can have difficult conversations with, and then you can go for a beer and kiss and make up after. It's really important.
[00:05:43] Matt Welle: You want someone who really understands it and challenges you because they understand the business and they wanna get the most out of you. Yeah.
[00:05:48] Steve Porter: I think even during the diligence process, they were asking complicated and difficult questions. I just remember thinking, "These are the guys that we need. We need to be challenged." I don't wanna be in an echo chamber where everybody's happy with the status quo. We want to make sure we're on the right path.
[00:06:03] Matt Welle: So, you guys started the business, you bootstrapped for about 5 or 6 years before you raised serious capital, which is really hard, right? Sure, you had some funding, but doing that in a bootstrap way is really hard. Can you talk about those first years, and how did you prioritize which features to build first when you have a very limited budget?
[00:06:21] Steve Porter: That's a really, really good question. The early days were long, the early days were hard, and we were obviously prioritizing features that were going to enable us to work with customers that were happy to be those early adopters. It was a lot of demonstrating trust, showing operators that we meant business, that we would still be around, that we could work with them to drive value, and a lot of building like that. That's been a really tricky shift for us over the past 6 years. You can't build a scrappy startup at scale, and I'm sure you appreciate this. You need to have a structured roadmap. You need to stop thinking about the solutions, better understand the problems, better understand the impacts that that's gonna have on your customers before you even get to problem-solving.
[00:07:07] Matt Welle: When we were at the worst at Mews, which was year 3-ish, when we had literally no money, I hated that period, but I also loved it deeply because we didn't have money to pay salaries, but you're really building something from the ground up that's really impactful for those customers, and I loved that period. But it's this constant battle between hating your job and absolutely loving everything that you're doing.
[00:07:30] Steve Porter: Totally true. And it just forces you to be laser-focused, right? You don't have that buffer. There are a couple of months of runway in the bank. What are you gonna do to turn the ship around?
[00:07:39] Matt Welle: It's a fun phase.
[00:07:40] Steve Porter: It's not…
[00:07:41] Matt Welle: Oh, in hindsight, I love that phase. In the moment, not so much.
[00:07:43] Steve Porter: Those scrappy days even before an office, 'cause we were a remote team. When we'd get together, it'd be sitting on a sofa at somebody's house, just real vibe coding, I guess. Like, before the days of AI.
[00:07:57] Matt Welle: The original vibe coding.
[00:07:58] Steve Porter: Like, just speaking directly to customers and solving problems. Those were really cool times.
[00:08:03] Matt Welle: You talked about not putting, and actually I think it's really interesting because you have a developer background, so back then you were still writing code yourself. Today, do you still write code by hand, or actually, does Claude or any AI agent do that for you today?
[00:08:17] Steve Porter: Me, myself, the only time I do get to write code is when I send Claude off to do something on the side. But the team, they're literally 100% using AI now to generate the code. And that's been a really quick transition. I think if we look at the growth of all of these AI tools, people were still skeptical 12 months ago. I think everybody knew what direction we would be going in; I just don't think people appreciated the speed, myself included. I'm in that bucket. Last year I was like, "Is it really gonna be able to do this thing?" Now you just one-shot it with Fable, you give it a problem, and then all of a sudden you've built Trybe or Mews. Obviously, I'm exaggerating, but yeah.
[00:08:57] Matt Welle: 6 years ago, it was a calendar that allowed people to book. What is Trybe today?
[00:09:02] Steve Porter: So, what is Trybe today? Trybe is the operating system that manages all of the ancillary spend outside of the hotel room. It enables our hotel's guests to book online all of those different experiences a hotel has to offer. And we've recently launched with Mews, our overnight booking engine, as well. So, for the first time, guests are able to explore room availability through Mews and build their wellness itinerary, so their choice of treatment when they have access to the wet facilities.
[00:09:32] Matt Welle: How does that workflow work? I first book my room, and then right after I complete that, you go into the spa workflow?
[00:09:39] Steve Porter: Exactly that. So, you're exploring the booking engine, you're picking your spa break experience the hotel is marketing, you pick your room, and then you're following your structured and guided itinerary to select all parts of that wellness program.
[00:09:53] Matt Welle: It's amazing. Do you find that a lot of customers end up booking their spa treatment at the time of booking, or do most people still book their treatments once they're in the hotel?
[00:10:02] Steve Porter: A lot more people are now booking at the time of booking their hotel room, and it's only because that's recently become possible. Before, the spa was like a siloed department behind a glass door, and it was an afterthought. It was an upsell. But now it's quite often the reason that people are booking the hotel in the first place.
[00:10:20] Matt Welle: Thank you so much for listening to Matt Talks Hospitality. I've really enjoyed these conversations. I did wanna take a moment to talk about the Mews Revenue Management System. Two years ago, we acquired Atomize, and we then started rebuilding the whole platform from the ground up at the core. The idea was that the Mews Operating System becomes the core platform that everyone in the hotel lives in. But we had to rebuild the whole user experience inside that same platform whilst we optimized the algorithms. That product is now live. Hoteliers and revenue managers love it because once they log into Mews, they get their business intelligence insights. They can manage the rates and the connectivity to the channel managers, and now all the price recommendations are sitting in that same platform, and this makes the life of revenue managers much more interesting because it turns them into revenue strategists. You can see this demo straightaway directly inside the system. We can get you live by tomorrow, and we can get recommendations flowing to instantly make your business a better business. I hope you enjoy it.
[00:11:14] Matt Welle: Which, for a hotel, I'm assuming is a good thing when they know in advance when treatments are; they can book the treatment specialists further in advance.
[00:11:22] Steve Porter: 100%. The spa used to be considered just this really high cost center, where you're paying for human resources, and they're not generating as much revenue as the room. But now, with guests being able to book this in advance, it means that hotels can better prepare, they can capacity manage, and they can yield their pricing based on spa demand, which is just something that wasn't possible.
[00:11:44] Matt Welle: Is there dynamic pricing for spas? Does it exist?
[00:11:47] Steve Porter: It does exist, but not to the level that has been solved in hotels today. I think hotels have done this really well; you've got so many data points: weather, Taylor Swift concerts, everything. I think in spa, at the moment, it's utilization. We've got a yield management product which yields on utilization, time of day, and day of the week. What we want to get to is hotel-level yield management, where we're pulling in so many more data points. How busy is the hotel? What's the weather like? Peak and off-peak periods as well.
[00:12:19] Matt Welle: Nice. And I don't know if this is me just getting older that I just book hotels with spas, but it feels like this is a segment that's thriving, and more and more hotels have spas, whereas in the past they just had a spa so that they can tick the 5-star box and they can get into that category. Is it real that this is changing?
[00:12:37] Steve Porter: Yeah, it's massively changing. I think we've only got to look at the size of the wellness economy. In 2024, the wellness economy was $6.8 trillion. So, if it were a country, it would be the third-largest economy on the planet. It would be bigger than Germany, bigger than Japan, and it's growing at about 7.5% year on year. And wellness tourism and spas are growing at 14.5%, so they are outpacing the wider wellness economy. And hotels with major wellness facilities are generating, on average, 108% higher TRevPAR than hotels without wellness facilities. So, it's driving room revenue. As I said earlier, it's the reason why guests are going to these hotels in the first place.
[00:13:18] Matt Welle: I had a debate the other day on a Matt Talk with two specialists in the gym field, and we debated basically whether it's worth the real estate to put a gym in, or does it make more money to just have more beds and more bedrooms that you can sell, as that's the primary source of revenue for a hotel. What's your opinion?
[00:13:36] Steve Porter: I'm biased. I think where hoteliers are struggling is, because of all of the different systems and missing data points, I don't think they're able to accurately realize the total value of these customers coming, who are booking the spa or the gym as a result of the spa or the gym. What's actually happening is that these new amenities, these modern wellness brands, the bookings are driving the room revenue. They're so complementary; like, the brands that are doing it well are being intentional about their whole experience across the property. We have wellness directors with seats at the boardroom now who are thinking about the lighting, the scents in the lobby, the sleep amenities, making sure that the gym is super high-end. They're even thinking about the body wash and the shampoo. I don't know about you, but if you're staying in a nice place, there is nothing better than really nice body wash. It makes you want to buy it at home, right?
[00:14:24] Matt Welle: Like a couple years ago, I was so excited for Aesop, but it's so commoditized now that that's not luxury anymore.
[00:14:30] Steve Porter: That's so true, and also the food and beverage part, right? The restaurant used to be a huge driver. I don't think that's the case anymore. The spa booking gets more screen time on the website. It's got more social media presence. People are really pushing wellness.
[00:14:45] Matt Welle: Who's the most exciting hotel brand in that spa arena today?
[00:14:49] Steve Porter: I'm gonna pick a brand that isn't super hotel focused. A brand that's doing this really well is Equinox in America. It's a fantastic brand, and they are opening hotels because I think they've realized that these repeat customers who are focused on their well-being are happy to be part of that brand. I think that's what's really kickstarted wellness as a growth strategy for hotels as well: tapping into the fact that local guests, you know, the guests who aren't hotel guests, are the ones coming 40 times a year. Their acquisition cost is significantly less, and their lifetime value is significantly higher. So, brands like Equinox are taking that model and applying it to hotels. And we're picky, right? I've got my favorite gym. If they did a hotel, I would go there. Brand has never been more important, particularly in the age of AI. I think brand positioning is really valuable. So Equinox, definitely. Six Senses, of course, like, fantastic brand, beautiful brand, and you know, they're capitalizing on this. They opened 4 properties in 2026. Banyan Tree, a little bit biased, half Thai, so shout out to the Thai brand. All of these leading wellness brands are on the right path.
[00:16:00] Matt Welle: So, this growth in the spa category, is it a new generation of people, or is it a generation that is just getting more interested in it because everyone is shifting in that direction?
[00:16:11] Steve Porter: That's a really good question. I think the generations that are driving wellness at the moment are definitely the Millennials and Gen Z. They treat wellness so much more as an identity than previous generations. It's a routine; it's not a treat. And you know, your 25- to 45-year-olds, your, well, Zoomers, are building deeply intentional wellness routines. They are so much more in touch with their wellbeing. I don't know about you, but when you travel for business, I bet you're deliberately choosing a destination with good facilities or a place where you can run outdoors with good outdoor space. We're so much more intentional.
[00:16:47] Matt Welle: You know what? I couldn't find a platform that gave, like, so Booking, Expedia, they have a filter that says fitness. I'm like, no, no, no, I wanna see your fitness. I wanna know how good it is. So, I've now created a booking app internally for Mews, and you have a filter on there which scrapes the description of the fitness and finds actual photos of it because I was so frustrated by it.
[00:17:08] Steve Porter: Do you know what? A funny topic. Will, Ricky, and myself traveled to Kansas for a board meeting this year, and there's a website that Ricky uses. He's big into fitness: hotelgyms.com. Secret plug, yes. They do exactly that. It's reviews and photos of hotel gyms, and he deliberately picked a hotel where Will and I didn't stay 'cause he wanted to prioritize the gym, 'cause that's the most important thing to him. And I think that's just a case in point, right? People are prioritizing wellbeing.
[00:17:36] Matt Welle: 100%. For those hoteliers who loved Windows 95, what would you say to convince them that, actually, you know, Trybe and the cloud are actually better than Windows 95?
[00:17:47] Steve Porter: Windows 95 isn't the reason why guests are coming to the property, right? I think Mews and Trybe have a very similar mantra: we want to encourage system disengagement. And if we think about wellness, it's not speaking to a host behind a screen. It's all about guest experience. You're not going to offer a good guest experience without good technology, and good technology is technology that encourages more human touch points, less system use.
[00:18:12] Matt Welle: Love it. What's your ideal customer?
[00:18:15] Steve Porter: Our ideal customer is 4- or 5-star wellness brands, large groups, anybody with a huge focus on ancillary revenue. We work with resorts, like a family resort here in the UK called Bluestone in Wales. There are outdoor pursuits, kid activities, renting bowling lanes, all the way to standalone bathhouses. We work with Bathhouse in the States. Honestly, a fantastic wellness brand. They are like contrast therapy: hot/cold. I don't know about you, but I'm hooked. Those kinds of customers who just need to manage everything outside of their hotel rooms.
[00:18:53] Matt Welle: Have you found customers that use your platform in an unexpected way?
[00:18:57] Steve Porter: Yeah, 100%. We position Trybe as an open booking foundation and platform. We're an entirely open system. 99% of the APIs that we have are public. For those listeners that don't know what an API means, it's like a gateway to speak to the platform. It's a way for people to hook in their own workflows into Trybe. Yeah. We've seen people do some pretty crazy things with the APIs. We have one customer who's accepting Bitcoin as a method of payment, which is crazy if you think about it.
[00:19:28] Matt Welle: Like a customer who uses the spa system in a way that you weren't expecting.
[00:19:33] Steve Porter: Oh, sorry, yes.
[00:19:34] Matt Welle: Which I think Bitcoin is a good example of.
[00:19:35] Steve Porter: Yeah. And because we're so flexible and we've got these different types of services that we can offer, like a treatment that's a room and therapist or a session like a timetabled event, we've got people doing some weird and crazy things, like selling ticketed cinema nights, sourdough bread-making classes.
[00:19:52] Matt Welle: Oh my God, that's so good.
[00:19:53] Steve Porter: Yeah. Yeah.
[00:19:54] Matt Welle: So, basically, a hotel that doesn't have spa treatment rooms but wants to do something different than just sell bedrooms, but has a kitchen, a cinema, or a karaoke room - they could deploy your platform?
[00:20:05] Steve Porter: 100%. And I don't think spa is even limited to the spa facilities anymore. Some of these wellness brands that are forward-thinking are thinking about touchless therapy, like renting a red light mask and charging a daily rate, just another form of upsell or in-room treatments. Some of our busiest spas perform the treatments in the room. So, you're not limited to the 2 or 3 treatment rooms that you have. You're able to perform them directly in the guest bedroom.
[00:20:30] Matt Welle: Love that. Having built restaurant tech before and now spa tech, and you already alluded to it being more complex, what are the major differences that you found in the spa space that are making your life really hard?
[00:20:41] Steve Porter: Capacity management. So, capacity management in your wet facilities. Obviously, there's a limit to the number of people that you want in your wet facilities at any one time to ensure everybody's having a good experience, which gets compounded when you think about your hotel guests who you need to prioritize to make sure that they're coming back, and also your local guests, your members. Implementing those booking rules to limit the number of people that are in the property at any one time without leaving money on the table has been a really, really tricky problem. Packaging and selling programs and itineraries, like, guest expectations have completely changed now when they think about wellness. They wanna walk away from their experience feeling something, like feeling less stressed, feeling like they focused on their wellbeing and recovery.
[00:21:26] Matt Welle: When you think about the journey from booking to actually staying at the hotel, the first step is obviously the booking, and you said already that there you can inject your spa booking app. But could you also do that during the online check-in, during a kiosk check-in, etc? Or does it stop anywhere?
[00:21:42] Steve Porter: We work with a number of those upsell tools, particularly in the Mews marketplace, where they're able to pull our availability and surface inventory. Also, some of our hotels are putting QR codes to the treatment booking engine inside hotel rooms. Trybe doesn't wanna focus just on the point of booking. There's this untapped window of "I've booked" to "I've arrived" where we want to try and drive additional revenue for the hotel.
[00:22:14] Matt Welle: And I think that's one of those things that a lot of hoteliers think the spa just comes once you've checked in, and then you can go plan it. But actually, for spa management, you kinda wanna start getting guests excited about the spa, and like, a lot of the experience is happening before guests get to the hotel, and leaning into that means you can further optimize occupancy of your spa. Because very often I now go into hotels and I don't find availability anymore because I was too late.
[00:22:39] Steve Porter: Wellness starts before you arrive, right? It's all about that whole holistic experience. Nobody wants a frustrating booking journey where they're booking the hotel room separately from the spa, separately from golf; like, everybody wants this combined itinerary that they're planning before they arrive, and that benefits both sides, right? The guests know how they're going to feel when they walk away, and the hotel's able to plan accordingly.
[00:23:04] Matt Welle: What's next for Trybe? What is on your roadmap that you get very excited about?
[00:23:09] Steve Porter: So, AI obviously. Everybody's talking about AI. We're being deliberately intentional about this. Like, I don't think we're wanting to move into AI areas that are saturated or not value to our guests, like where we're seeing Trybe move. The direction Trybe is moving into is becoming that spa consultant, their spa director. We have over 450 properties using Trybe today. We know what good looks like. So, it's building that context, that spa brain, to give spa directors and the spa managers the data to make good decisions, like surfacing next week you're quite...
[00:23:47] Matt Welle: 'Cause what does that look like? Is it an interface for the spa therapist where they just insert kind of what the customer is looking for? Or does the customer, like the guest, even have an interface where they can ask those questions before?
[00:23:57] Steve Porter: I think twofold. Like, we're still on our path to discovery, but I think the future could look like guests explaining how they want to feel when they come to the property, and that curating a sensible list of services and programs. And also, like, an interface where your spa director's got, like, an action list, like a to-do list. Like, these are the suggestions that the platform thinks you will make, and as a result of this, the outcome is going to be some really accurate, reliable decisions that are going to drive positive outcomes. So, the spa will, in 5 years time, like the spa will run on AI; like, it'll be autonomous. The human will still be there. They'll still be in the loop. They'll still be able to say yes or no. But really, like they're able to take a step back, not use the system, 'cause we want them focusing on the guest, and have workflows that just drive better guest experiences, more value on the bottom line.
[00:24:49] Matt Welle: That makes a lot of sense. How about the growth of the business? It sounds like you have an American investor that's probably a U.S angle to the growth path as well?
[00:24:57] Steve Porter: Yes. So, America's our biggest growth engine, so we're in 450 properties across 45 countries, I want to say now, and America's the fastest-growing segment. Recently, about 12 months ago, we hired our first American employee, and that team is now 7, and we'll continue to grow. And America will probably, will likely represent over 50% of Trybe's revenue in 2 to 3 years' time. Like, that's where we're...
[00:25:24] Matt Welle: So, do you think the U.S is further advanced in the spa kind of journey than Europe is?
[00:25:29] Steve Porter: In some cases, yes. They have, like, significantly more dedicated wellness retreats, wellness programs where people are going for 2 weeks, spending $15,000 to lock their phone in the safe and be told, "7:00 AM sunrise yoga. 11:00 AM curated and locally sourced food and beverage." And there's lots of those types of wellness destinations in...
[00:25:54] Matt Welle: I love it, and I hate it. Like I hear you speak about it, and I'm like, I wanna hate it, but I'm like, yeah, I kinda need that. I need someone to just, on my holiday, tell me what to do.
[00:26:00] Steve Porter: Do you know what? I think it's exactly that. And I think AI and technology have a part to play in this. Like, with technology, you have to move so fast just to stay still. That's in our personal lives as well, right? And I think people are starting to book places where they can have digital detoxes and just focus on themselves. You're right. Say, like, I'm exactly the same. The idea of a structured itinerary sounds terrifying. But at the same time, I think that's probably what I need as well. I need somebody to tell me what, like, "Your alarm is going off at 6:30, you're doing sunrise yoga, you're then having a…"
[00:26:32] Matt Welle: And you don't have to think about what tours to do. Everything is already thought out for you, kind of, which is kind of nice to give in.
[00:26:38] Steve Porter: Yes. And I will remember walking away from that property feeling rejuvenated.
[00:26:44] Matt Welle: I love it. Congrats on building the business. Like, our partnership is really good. I love hearing the feedback from the team every time we work with you guys. You make us look really good, so thank you for that, and I'm excited. You know, we're growing fast in the U.S, so I'm sure we'll be doing lots of projects there. But thank you for joining me today and sharing all your insights.
[00:27:00] Steve Porter: No worries at all. Thanks for having me, Matt.
[00:27:02] Matt Welle: Thank you.
[00:27:03] Outro: I hope that you're enjoying this episode because if you do, make sure that you press that subscribe button. It really helps grow the audience and keep you informed whenever a new episode drops. We have some of the best hoteliers on this platform, and I love asking them the hard questions so that hopefully you can improve your hospitality business as well.