Transcript
[00:00:11] Matt Welle: Hi, everyone. Welcome back to another Matt Talk. And this week, I'm joined by someone who's followed a similar path to me coming out of hotels and then starting to work with hostels and probably having quite some interesting experiences going from hotels into hostels. Diogo has just left Clink Hostels where he'd been for four years, and he started his own business. And I thought it would be the right time to invite him in to share some of his experiences throughout the many, many years in hospitality. Diogo, do you wanna just give a short introduction to what you have done in your past?
[00:00:41] Diogo Vaz Ferreira: Thanks, Matt. Thanks for having me. Well, it's difficult to put in better words what you just said about me. But, basically, that's it. I've been working in hospitality for fifteen years, a lot in different international brands like Hilton, Accor, Marriott, mainly in the commercial field, more specifically revenue management. And that's it. I'm passionate about commercial performance. I'm passionate about technology. And I was always very curious about the hybrid space, about hostels as well. So I decided four years ago to join Clink, and it was a very good decision. And I got really passionate and really deep into this small industry of hostels, but with a lot of potential to grow.
[00:01:17] Matt Welle: Because you must have seen quite some systems as you went. I think I saw Hilton. I saw Marriott. I saw, like, Accor in your profile. You must have gone through quite some system changes throughout that career.
[00:01:28] Diogo Vaz Ferreira: Yeah. A lot. I don't know, maybe five, six different PMSs, four different RMSs, a lot of different channel managers. And that's the thing, there are good things and bad things about hostels versus hotels, tech stack. But I think at the end of the day, the main priorities should be the same when it comes to choosing your tech. Doesn't matter if you are a five star hotel or if you are a backpacker hostel. But at the end of the day, it's true that especially if you work for international brands, you do have more support. You do have more investment when it comes to technology, and sometimes it's easier to move forward. But I think a company like 羞羞视频 is helping a lot to leverage the game and make technology a bit more accessible. So I think in a way, I don't want to put this in a bad way. I think somehow we're becoming a bit of Ryanair. The same way Ryanair made travel more accessible. I think you made technology more accessible to everyone, and that's great. Because looking, for example, I can talk about Clink, but also I know that there are some luxury properties, some boutique hotels that use 羞羞视频, and we are in the same game. You know, the level of integrations you can both deliver are exactly the same. Not talking about the product, but at least I think 羞羞视频 has helped to leverage the game on the technology side.
[00:02:36] Matt Welle: So do you remember your first day at Clink? Because if you've come out of hotels and you go into hostels, there's quite a different operation. But can you tell us what you notice as the biggest differences between a hostel and a hotel?
[00:02:48] Diogo Vaz Ferreira: Well, there are many. To be honest, it's a funny story, and I don't mind sharing this one because I already told this to our founder a few times. Me joining Clink was a bit of an accident. When I applied for the position on LinkedIn, coming from a luxury hotel background, I was really curious about hostels, but I said, well, let me apply just for the sake of applying to get practice with the interviews, you know, to see how to get the ball rolling. And then I fell in love with the project, with the family. Actually, my first approach was by the predecessor with Louise Gardner, the previous commercial director that is now with Cabanas. And she helped me fall in love with the brand, and I really thought it was a nice project. I was very curious about the hybrid space, about hostels. So I decided to join the company. It was an amazing decision. And how was the first day? Well, dress code as you can see, not shaving, T-shirt, you know, this fits with Clink. This wouldn't be the case if I showed up to work at Hilton or Marriott, wouldn't be exactly the same. I was just told the dress code was like, don't use a tie. It was pretty much 鈥渃ome as you are.鈥� And when it comes to the entire vibe, I think, comparing internally with the company because with the competitors is different. So when you are in hotels and you go to a conference, for example, Hilton versus Marriott, I'm not saying this in a negative way, but I think everyone is hiding their game. Everyone is trying to show off a bit. And hostels are pretty much different. Of course, there's still some competition. There's still some trying to beat the others. But I think people are way more open about the performance, about the strengths, about the weaknesses, open to share the strengths, open also to share and discuss the weaknesses. I think that's really relevant. And then when it comes to Clink itself, of course, it was a bit of a shock coming from a big company like Hilton where I had so many reports, so many dashboards, even more than actually I needed. And coming to a place, yes, the reporting was in place, but I think, of course, as any other hostel brand compared with Hilton, a lot of things were missing. And I know that some people might think, well, doing revenue management or commercial performance for hostels is actually quite easier, quite straightforward. You are selling beds. It's actually way more complex than hotels. Because at the end of the day, in hotels, what makes a difference on the product is the view, the space of the room, and the amenities. When it comes to a hostel itself, some people might prefer large, some people might prefer small. Some people might prefer shared facilities, some others with en suite, female versus mixed dorms. So, the level of variables is way bigger. And, of course, instead of analyzing the metrics per room, you analyze it per bed, per square meter. Should I convert this into a dorm? Should I convert this into a private room? You know, should it be a female, should it be mixed, should it be a co-working space. I think when you go to the hybrid world, there are way more metrics to analyze. And that's it. So my first day was, wow, so much data, so much that I could use in terms of dashboards and reports. And, actually, there is a lot more technology that I needed to implement in Clink, and that's what my focus was on the first few years to implement a few technologies that were very useful until today.
[00:05:58] Matt Welle: So, you mentioned metrics there. So, in a hotel, we talk about RevPAR and ADR. And it sounds like you have something probably RevPAB, which is revenue per available bed. Is that the metric that you are, like, obsessed about?
[00:06:13] Diogo Vaz Ferreira: No. We're not obsessed about it, but instead, basically, we use RevPAB, ABR (average bed rate) instead of ADR (average daily rate). But most important is that if you really want to make it, of course, you can always talk about RevPAB. So basically, total revenue per available bed, net RevPAB. So basically, discounting the distribution cost and all that. So we can go as granular as you want. But I think two things that are super important in hostels, one is square meter. In hotels, at the end of the day, you can think, okay, my premium suite is more expensive, but at the end of the day, there's also more square meters. Maybe the price per square meter is more or less the same. In hostels, since we are way more flexible about making it either a private dorm or private room or even about the dorm, should we put, like, make it a four or six bed nice private dorm with some space around the beds? Or should we make it, like, put just eight or ten beds inside where the cost of the bed, of course, will be lower, but the experience also is not gonna be the same? So those types of metrics are very important. So one is about the square meters, about optimization of the space and I think we are way more flexible. We can convert it into a meeting room, we can convert it into a co-work, we can make it a private room, we can make it a private dorm. So, I think there are way more metrics. I think the revenue per square meter in hostels is more relevant. And second is F&B or say or basically everything that is ancillary revenue on top of the bed because when you talk about percentages and margins, they are very different in hostels than in hotels. Because if you are staying in the 鈧�200 hotel room and pay 鈧�20 for the breakfast, that's 10%. And, of course, if you are paying 鈧�200 for a hotel room, you don't need to buy towels, padlocks, those types of things. Whereas, of course, if you're staying in a hostel bed, paying 鈧�40-50, and that's quite a good hostel, like the one of, like, Clink Hostels. But if you pay 鈧�10 for your breakfast, that's 20 to 25%. If you pay 鈧�7-8 or 鈧�6 for a pint of beer, that's like 13% of your bed rate. So everything that is extra ancillary revenue takes a much more important weighting factor in hostels than hotels. And that's the irony or that's the improvement point that hostels can have because, unfortunately, we have way less ways to track than hotels. Because as you know, in hotels, you go to the restaurant, you go to breakfast even if you haven't paid for it yet, you add it to the room bill, you sign it, you put it in a room, and then it is all integrated. So we know exactly if, Matt, if you're staying in Room 205, that you had a beer, that you had breakfast, that you had dinner, that you had the room service, you had the minibar. And we know exactly your data. Not only will it have an impact on the average spend that Matt has with us but then, of course, if you have your CRM full loyalty program, you know exactly what are your eating and drinking habits when you're staying in a hotel? And also it's different because when a guest comes to the bar, we don't have such a thing as room billing. Sometimes we don't even have the systems, the POS talking with the PMS. What's not the case? In our case, they talk, but you just don't have the room billing option. So when it comes to data available for making decisions, the irony of the thing is, on one hand, we are way more dependent on data or data could be way more useful, F&B data and ancillary data, but we don't have those weapons available to us. And I know there are a lot of things that 羞羞视频 are working on, but at the end of the day, there's so much that 羞羞视频 can do because, of course, room billing is a thing that doesn't exist. So even if on the technology side, you guys are ready, and you could have had that ready from your side. It's just not its nature.
[00:09:45] Matt Welle: So what we've done is we connect the credit card token back to the profile of the guest now. So if we've got the credit card on the guest profile and you have the 羞羞视频 point of sale with the 羞羞视频 terminal, then we recognize the token, and then we can connect it and link it to the profile.
[00:10:00] Diogo Vaz Ferreira: Yeah. It is a part, but, of course, it's still very limited because, for example, a lot of online payments, for example, Booking.com and other OTAs are done via virtual credit cards. Of course, they don't match. And if you are, for example, in a dorm with some friends, you might have paid for the room, but then your other friend actually pays for the beer to, kind of, compensate. But, yes, it's better than nothing. And, of course, I think 羞羞视频 is the only PMS that helps do that integration, we鈥檙e definitely at hostel level, but with the limitations we have, it's something that is a bit difficult. Of course, there are things we can do, correlation formulas, trying to understand, okay, if you have more guests of this certain segment or this certain nationality, on average, you have more F&B, you have more drinks. So we can have, for example, Power BI and do some more metrics, but it's not as exact as a hotel PMS.
[00:10:52] Matt Welle: And you mentioned when you entered Clink that you missed a few systems. Like, what were some of the applications that you added to the infrastructure of apps at Clink that you were really keen to add into the infrastructure?
[00:11:05] Diogo Vaz Ferreira: So when I started, the website - so I know you're not talking about technology, but, of course, the website was not where it is now. It was old and really needed improvement. When it comes also to the entire group experience, we were just too dependent on 羞羞视频 booking engine, and we thought that, of course, we need something else. We decided to install wi-Q. Back then, it was called Groupon. Now it's called wi-Q. We didn't have an upselling system, so we decided to push for Oaky at the moment because now we are driving more with 羞羞视频 kiosks. I think we are trying to revert from Oaky to 羞羞视频 because now using the 羞羞视频 kiosks, of course, on-site and trying to not, I wouldn't say the word force, but incentivize guests to online check-in and to self check-in when they arrive. 羞羞视频 gives us way more opportunities now with upselling. So, of course, we're trying to focus on that as well. Then when it comes to CRM, we didn't have a proper B2C or B2B CRM. We decided to go for Bookboost and also together with Bookboost because we should not only look at the CRM as a loyalty tool, but also as a communications hub. And then we also have a strong partnership with a company called D3X, uh, that also has integration with 羞羞视频 for the chatbot, but a lot of AI running behind the scenes. And I know I'm sure we're gonna talk about AI later on because it's a very hot topic, and that integration for us was very important. So to have our chatbot, but a lot of AI running behind our CRM that we're using as a communication hub and trying to centralize our communications either by email, by WhatsApp, by social media, and trying to integrate all and use AI as much as possible. I think these were the main changes we did and, also, when it comes to RMS, we were already using an RMS Base back in the days. Now it's called Flyr, but we also thought that maybe for the big box hostels that Duetto would make more sense. And now we have both Flyr and Duetto. Duetto for the big boxes. So Clink North and Clink Hostel, and the Flyr Base, previous Base for the small ones.
[00:13:13] Matt Welle: Nice. And you brought up AI, let's just go straight into it because I'm always very keen to hear what hotels are doing. What's the most impactful application of AI that you rolled out?
[00:13:25] Diogo Vaz Ferreira: D3X. From a guest's perspective, of course, from the guest interface, it鈥檚 about the chatbot. And we made a big decision, that was around one year ago. We took a decision to automate all our customer support. There was, like, one year of testing, first with Aiefy, then with D3X with a lot of different metrics. And what we wanted to analyze was the speed, and that's very important for guests, especially today. Guests are not patient. Right? We went from writing letters to writing emails, to WhatsApp, now to voice. Everyone wants an answer now. Now, like, if I write a WhatsApp message and I wait for twenty seconds, it's too much. Right? So speed was very important. The satisfaction of the clients of the guests was very, very important and trying to be available 24/7. What wasn't, of course, the case of, and all those metrics, what we saw is we started first with a hybrid system, a bit more hybrid approach, and a bit of using AI to help the team to reply with autocorrect and suggestions until we went to 100% AI. And what we saw consistently was that the AI was delivering satisfaction results like-for-like. What was making the difference is because the speed was so much faster. You went from an average of two minutes, it鈥檚 not that bad, two minutes on average to reply, of course, during business hours. An average of two minutes to three seconds. And that, of course, has a big impact on satisfaction because the guests were super happy that it was super fast. And after testing, after we needed it, we decided to let it go. And now we have D3X together with Bookboost. I know our CRM and our chatbot are working together and giving that AI experience to our guests.
[00:15:16] Matt Welle: So what's the separation of duties between Bookboost and D3X? Like, what are the specific functions that those two platforms do?
[00:15:22] Diogo Vaz Ferreira: No. They work together, but they are different systems. So Bookboost is a CRM, and D3X is basically an AI warehouse that can work in different components of AI. And at the moment, if you go to our website, the chatbot is managed by D3X. However, the messages that the guest writes to us via the chatbot, they will fall under our CRM. So then in our CRM, we will collect emails, but also messages that the guest uses via the chatbot. And both the emails that fall into our CRM, and also those messages that will fall via the chatbot, they both are being worked with AI, the D3X as integrated together with. And both companies are growing very fast, and, of course, both working also with 羞羞视频. So those names shouldn't be new to you. And both Dylan from Bookboost and Jason Noronha from D3X are big fans of yourself and your company. But basically what I would say is that it's because of us and because of my colleague, Mikael, that both companies actually started working together, it reacts and we鈥檙e both super proud that maybe we were the cupid of that love couple, and that both they are finding a lot of ways to work together and really make a difference in the industry.
[00:16:37] Matt Welle: And are you doing anything with voice? So, can someone call Clink and take a reservation by phone with AI, not right now?
[00:16:43] Diogo Vaz Ferreira: Yes. We are doing it in two different ways. We are, right now, as we speak, moving forward with the voice AI of D3X so that we've been working together with Jason. So but that's everything regarding reservations, FAQs, customer support. But then on the B2B side, not sure if I should be talking about this because it's still not really a secret, but something we've been working on behind the scenes is a partnership with another company called Ivor. That also should be a name that you know. And basically, for everything that is B2B from it, like, lead qualification, lead follow-up, lead rejection, follow-up calls, make a full booking, group booking only using AI. That's something that we just, earlier this morning, there was a call to decide the different flows of the conversations, but that's something we really focus on because when someone calls Clink and has a question about the FAQs, or making a booking, it鈥檚 a different talk, a different conversation than a group booking. And the entire process, the approach of being more proactive, being more assistive. So, that's why we chose to have two different companies because they are specialized in different things. But for sure, phone AI is the future. And I think this is coming to what I said before because people are getting less patient. And I honestly think that very soon, the same way we use Alexa and you know, all the different AIs. I don't think that very soon when you go to a hotel or hostel room that you're gonna have some kind of avatar and just ask, hey, book a spa, book me a hotel, book me a restaurant, all those types of things. I think voice will be way more important. So having less contact points and more vocal interaction, I think we are getting used to that with OpenAI, but also Microsoft Copilot, Gemini, all those different kinds of companies are pushing us for this voice. And for sure, voice is the future without any doubt.
[00:18:41] Matt Welle: So if you think about a hostel often, it means it鈥檚 the younger audience that stay in hostels, so they're probably more tech savvy than what you find in a hotel or that's the assumption at least. What do you think hotels could learn from what hostels are doing from a distribution point of view?
[00:18:56] Diogo Vaz Ferreira: Yeah. That's the thing. Right? Our audience are the young ones, so they are way more tech savvy than normally the hotels, but they're also more demanding. Right? Because, for example, if a guest from hotels is the first time you're talking with a chatbot, it's wow. It's amazing. But for the younger crowd that are used to that, they can tell the difference between different chatbots and different experiences they are having with chatbots. So, yes, they are more tech savvy, but, yes, they're also more demanding and more used to it. So, yeah, you don't surprise me with that. Just give me what I want to do. And also, I think less impatient. So I think what hotels could learn from hostels is that we have the guests of tomorrow. So the guests that are today in hostels because they are backpacking, they don't really have a big budget or they're traveling under their parents' money. They will go to hostels because it's cheap, it's cool, but those guests will be going to hotels in a few years. And that's the reason, for example, I think hybrid hotels are so popular because by the time hostels started to be popular and we were traveling in our twenties, now we are in our thirties, we are in our forties, but we still want to be attached to those type of vibes. So I think hotels could learn to be flexible like hostels. A lot of brands, they still try to focus on having their own tools, their own PMSs, their own CRMs. And sometimes they are just outdated. I don't want to name examples, you know, and not to close doors for the future. But when you look, that's why we have seen some brands actually signing with 羞羞视频 when it comes to replacing their PMS with 羞羞视频 because that's what makes sense. Because, yes, having your own tools is relevant for the question of data, for the question of customization. You have more control. Yeah. I get it. But you are not the best in class. So I think you should make sure that you should be flexible like hostels are and give your technology to big companies. Most of them, there are exceptions, but most of the big hostels don't have their own PMS there. I know three or maybe two or three exceptions in Europe, but most of the big hostels out there either use 羞羞视频 or Cloudbeds. And in Europe, of course, you guys are a bit advanced. And that's the thing. Make sure that you give the best in class your technology. Make sure that you are flexible. Make sure you choose partners that integrate with many other partners. So API open is super, super important, being lightweight. Don't have a tech that is difficult to understand, difficult to change, or difficult to modify. And when I look at how easy it is, for example, to implement 羞羞视频 because I need a few openings and reopenings with 羞羞视频 compared to how it was back in the days when you needed to do opening or reopening with Opera or Protel. Those are the PMS, it's just not comparable. So, learn to be flexible like hostels. And I think hostels could learn with hotels on how to be more consistent when it comes to data and reporting. Yes. We have cool tools, but we should be a bit more consistent using those tools. And sometimes what happens is hotels, they have those brand standards, so the PMSs are configured exactly the same way. And sometimes even if we have 羞羞视频 in 10 different of the same chain, sometimes you see different configurations because just different people doing it. So I think they could be more flexible like us, and we could be a bit more consistent and rigorous like they are.
[00:22:15] Matt Welle: And if you think about distribution back in the day, like, you know, in the olden days of hostels, you just rock up at the station and then you'd figure out where's the nearest hostel. Or if you were in the Lonely Planet, that was your distribution strategy. Do you still get a lot of direct bookings coming to you directly to the website or booking directly, or is most of it shifted to OTAs as we see in hotels today?
[00:22:37] Diogo Vaz Ferreira: Yes. It's still like hotels. It's still a big share of OTAs. Like, we have only around 20% of our bookings are direct on the transient. Of course, groups are a bit different. But when it comes to individual bookings, only around 20% are direct. We don't have the same weapons as hotels. So in terms of brand recognition, in terms of loyalty programs, in terms of, we don't really have many or almost non-existent corporate accounts. And even groups, we do have groups, but, of course, not all sorts of groups want to stay in hostels. So we are a bit more limited on distribution. So a bit more, we are still, especially, Clink groups is something very big for us, but it's not the reality of most hostels right there. And when it comes to individual bookings, I'll say that the average will be around 20% direct and 80% OTAs. This has been changing. I think word of mouth has been always very important to hostels even more than hotels because especially those ones, those cool hostels in remote locations, like, you go there, you try, you come and tell your friends. Especially those ones, I think they are very dependent on word of mouth. I think what made the difference is the moment hostels started to install CRMs, like, for example, Bookboost, but, of course, there are different examples. They start to use a bit of the weapons that hotels do. Marketing campaigns, promotions, etcetera. Try to have some more loyal base, but I still think at the end of the day, the type of crowd that goes to hostels and the way we look at that data is way more transactional than really a full loyalty life cycle than we actually look at hotels.
[00:24:10] Matt Welle: As a traveler, how would they discover a hostel or Clink? Do they go mostly through modern channels like TikTok? And do you have a strategy for, like, those types of channels, or do you just rely on OTAs to drive most of the traffic?
[00:24:24] Diogo Vaz Ferreira: No. Of course. We focus first on direct and UGC (user-generated content), that is huge all over the world hospitality. If we check on studies that show the percentage of travelers that choose their next destination via social media channels is very relevant, especially TikTok, especially for the young generations, so they鈥檙e ones exactly we're trying to find.
[00:24:42] Matt Welle: I love TikTok too, and I'm not the 鈥測oung鈥� generation.
[00:24:44] Diogo Vaz Ferreira: No. You're still young. I'm not. No. But, uh, I actually, to be honest, I use more LinkedIn than TikTok, which says a lot about me. No? Maybe I'm getting older. No. But, jokes aside, TikTok and Instagram, they are super relevant for any sort of traveler. We now see that on average, a traveler before making a booking checks four or five different sources of information, not only about pricing because now pricing is no longer taboo. You can go to metasearch. You can go to the OTAs and see all different pricing, but more about reviews. So reputation management is super important, but also about what your friends are doing in terms of content and you follow the trends. And for that social media has opened a lot of opportunities. And I think also once again, leveraging the game. And hotels, but also in hostels, have a lot of examples of independent boutique hotels that don't have a big loyalty program. They're not part of a brand, but they are doing so well in social media, super famous that they have an amazing performance because of that. So I think it will be even more important in the future. And also the way the Google algorithm and some other OTAs' algorithms are working are a lot less based in text, but way more based in image, more based in content. So I think the entire social media experience and the way to visualize those experiences online will have a higher impact in the future. So for sure, that should be a very big focus to make sure that you have more direct bookings. And make sure that when your guests are enjoying a nice time, make sure that they take videos and share their videos, share their experiences because that attracts all the guests to do the same.
[00:26:25] Matt Welle: How do you do that? How do you entice people to share their content or to create content actually at the hostels that it gets shared?
[00:26:32] Diogo Vaz Ferreira: The issue we have is, of course, we have a central marketing team, but then we also have to have, kind of, an ambassador at each location to send some videos. But at the end of the day, it's always difficult because sometimes you don't have the right phone, they don't have the right experience, they don't do the right angle, they don't do the right color. And, also, you have dozens of videos of our guests that they share with us. But again, sometimes they are not in terms of color, in terms of style, not the right vibe, but we should focus. And again, these AI tools that help you to redesign those videos and to recreate those videos, those designs, I think that we should just make sure that we should incentivize our guests to share and to tag us, like, 鈥渢ag us, get the freebie鈥�, those types of campaigns. They do work because they give us a free UGC.
[00:27:17] Matt Welle: So if you were to have your own hostel and you'd had to build a tech stack from the ground up, like, what are the biggest, most important components in order of, like, where do you start? And then what are some of the exciting bits that you get to add up that really make a differentiated tech stack from someone else in the market?
[00:27:36] Diogo Vaz Ferreira: A lot of people, when they are asked that question, I think they take the wrong approach. Because a lot of times when hotels are open, what they do is they have meetings with 10 different suppliers. Oh, that looks cool. I will install that. That looks cool. I will install it. At the end of the day, they end up installing systems that don't talk to each other. And they can be super cool, but if they don't talk with each other, it generates more work. And at the end of the day, they aren't really working together. Knowing that we are in a hostel-hotel business, the main tool, of course, is a PMS. So that should be your main tool. And to select your PMS should be something lightweight, easy to navigate, easy to explain because we know that turnover, unfortunately, is high in hospitality, so it should be a system that is easy to understand, easy to train your staff on. And that's the core of your business. So you make sure to choose the PMS lightweight, flexible with a lot of open API capabilities, and really open API, not open just temporarily until we get our own thing and then we close it again, like some other of your competitors. But, basically, the idea is open, lightweight, flexible, and then make sure that it talks to other systems. And once that part is done. Okay. Now the PMS is done, which integrations can I go to 羞羞视频 Marketplace and see what these guys have? Fortunately, we have so many different integrations if I'm gonna find what I need. So I think, okay, CRM, which ones are there in the market that work with 羞羞视频? Boom. Bookboost. Okay. For example, perfect. RMS, which ones have integration? Now I should mention you even have that which is even an easier way to approach. So that's the thing. Start with your PMS and work your system around your PMS, making sure that you have integrations that talk very well. So the 羞羞视频-preferred partners, I would say, and work from there. But don't choose systems because individually, they look cool or because, you know, the supplier because you got a nice deal. Make sure you get the system that talks, that is a coherent ecosystem, let's say, and everything is talking to each other.
[00:29:41] Matt Welle: And then last question, if you look forward, what's something that you think our industry should finally solve with technology?
[00:29:49] Diogo Vaz Ferreira: It would be easy if we could integrate all data in one screen, so one dashboard full of KPIs. And then now we can do Power BI. We have other companies like Profitability Intelligence and Drew Analytics that help you with those types of data visualization. I think we're still not there, and it's still dependent on going to Lighthouse, Excel, BI, and a lot of different sources of data. And at the end of the day, it's really the same data displaying, you know, we end up discussing the data. Yes, that shows that, but that's not right. That's not what we want, I think data collection, data treatment, and then data management, and, of course, data suggestions, what to do with that data. I think we're not there yet. We have been doing great stuff. But I think the fact that so many hotels choose their partners wrongly, makes it like a more complicated ecosystem that takes them to work. So simplify your systems. Make sure that you have one data, easy personalization of your data of all the different KPIs in one screen, and then treat that data. And now you can treat that data with your own knowledge. You can use AI to help you navigate that data, and we have a lot of examples, companies like EverGuest that use, for example, data to help you navigate your reviews and those types of things. Use AI to help you treat the data and make the right decisions. But if you have to look for five different sources of data, different people looking at different sources and start working in silos, that's not the right way to do it. So I think that's the main thing that we should focus on in the upcoming years when it comes to technology and hospitality.
[00:31:28] Matt Welle: I totally agree. Like, there has to be a single source of truth where all your data is hosted. And this is a thing that is, I'm not allowed to talk about, but, like, it's definitely something we are actively working to solve with 羞羞视频 in the future because I 100% agree that we have all these silos, and it makes decisioning really hard or bad decisions get made because of the lack of insights. And we are definitely on the path to solving that going forward.
[00:31:53] Diogo Vaz Ferreira: Yeah. Because a lot of the discussions end up or start with "yes, but." You should take out the "yes, but."
[00:32:01] Matt Welle: The "but" is the problem. Yeah. Diogo, you just started your consultancy business. How can people reach out if they're looking to get consulting on their business?
[00:32:10] Diogo Vaz Ferreira: Well, the easiest way will be to reach me out via LinkedIn. So that will be the easiest one. I haven't really been actively looking because I was very busy in a good way with Clink projects, but looking forward to helping other hostels and hotels, but mainly hostels because that's my main passion moving forward. If people are looking for different support, kind of, commercial performance in terms of digital transformation, I'm right here.
[00:32:35] Matt Welle: Thank you very much for joining today.
[00:32:37] Diogo Vaz Ferreira: Thank you so much, Matt. Thank you for this opportunity.
