Latest / The Inspired Stories Podcast / How Boutique Hotels Can Win by Obsessing Over Emotional Details — Dina Belon, Staypineapple

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How Boutique Hotels Can Win by Obsessing Over Emotional Details — Dina Belon, Staypineapple · The Inspired Stories Podcast

0:04
Welcome to another edition of the Inspired Stories podcast,
0:08
where leaders share their experiences so we can learn from
0:11
their successes and be inspired by how they've overcome
0:14
adversity. My name is Anthony Kotaspodi and
0:17
today's guest is Dina Balaa, President of Stay Pineapple
0:20
Hotels. They are a boutique hospitality
0:24
company headquartered in Bellevue, WA.
0:27
They're known for playful design forward hotels across major U.S.
0:30
cities, focusing on memorable guest experiences and
0:34
sustainability. Adina holds a bachelor's degree
0:37
from Florida State University and is a lead accredited
0:41
professional specializing in interior design and
0:44
construction. Under her leadership, Pineapple
0:47
has continued its commitment to the triple bottom line, people,
0:51
planet, and prosperity. Dina herself has been recognized
0:55
as one of the top 50 women leaders in hospitality for both
0:59
2024 and 2025, and her insights have been featured in multiple
1:04
industry interviews. Now before we get into all that
1:08
good stuff, today's episode is brought to you by my company,
1:11
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To find out if your company qualifies, contact us today at
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AD back benefits.com. All right, back to our guest
1:52
today, President of Stay Pineapple Hotels, Dina Balan.
1:55
Thanks for making the time to Share your story today.
1:57
Oh my gosh, thank you for inviting me.
1:59
This is amazing. I'm.
2:01
I'm really excited. And it's always weird to hear
2:05
somebody do an intro for you. It's awkward.
2:08
It's like, oh, Oh yeah, that's me.
2:12
Yeah, I, I wouldn't have been so complimentary of myself, but
2:15
thank you. Because we're always harder on
2:17
ourselves and everybody else, right?
2:19
That's where the discomfort comes from.
2:21
Exactly. Exactly.
2:22
Yeah. Yeah, I get it.
2:25
OK. So Dina, you have found yourself
2:27
at this interesting intersection design, hospitality,
2:31
sustainability. And as you think about these
2:34
different pieces of your career puzzle and how they came
2:37
together, what was the first cornerstone piece where you
2:41
focused? Yeah, so I graduated from school
2:44
with a design degree, but I, I realized pretty quickly it
2:49
wasn't a passion of mine. I wasn't passionate enough about
2:52
it to to really argue for what I was working on.
2:58
But what I did find really intriguing was the idea of
3:03
experience architecture and, and it was this, you know, by
3:12
bisecting concepts of how to, how to create something really
3:17
unique and different and an experience for a guest or
3:21
setting a guest up for an experience.
3:25
My the example I like to give is a grandfather and a grandson
3:29
walking through a green space on a resort and there's a bocce
3:33
ball court. Well, instead of having to go to
3:36
the front desk and check out all the equipment to go play the
3:40
game, leave the equipment at the court so that when they walk by,
3:45
they can have a spontaneous experience that probably will be
3:49
a memory for that child decades from them, right, about his
3:55
grandfather and how much he loved him.
3:58
Those are the kind of things that got me excited, which made
4:02
me realize that what I was really interested in, in
4:06
architecture was the people and not necessarily the facility or
4:13
the building. And that to me, the building was
4:16
always just a stage for the play to happen.
4:20
Now let me back up and ask about something that you said that
4:23
kind of struck me. You were not passionate enough
4:26
to argue for what you were working on.
4:28
What does that mean? So in design, there's a lot of
4:34
opinion when it comes to hotel designs.
4:36
There's a lot of people involved in a hotel getting built and, or
4:40
renovated and there's always a lot of views on how that should
4:45
happen. And as the professional, you
4:48
often feel like, OK, you hired me to do a job.
4:53
Does is everybody going to be involved in the job this week or
4:57
am I going to do it? And so I just, you know, I think
5:02
design professionals, architecture interiors, they,
5:06
they really have to believe in what they're creating and be
5:11
willing to go to bat for it. And I it always my example of I
5:18
was more interested in the people than I was the design.
5:22
Whether the front entrance porta cochere was 25 feet wide and
5:28
had, you know, a colonnade or not.
5:32
I was like, yeah, OK, whatever. But how is that going to make
5:35
people feel, right? Like, what is the emotion going
5:38
to evoke when I pull up to the resort?
5:41
That's what got me excited. And people would get all tied up
5:44
and what kind of column it was. And I was like, I don't care
5:47
what kind of column it is. Got it.
5:50
OK. So how did you begin to explore
5:52
that other area of interest, the people side of things?
5:55
Yeah, well, I went to work for Marriott.
5:57
I left design directly and and went to work for Marriott and
6:01
then I worked for Wyndham Hyatt, you know, did the big brand.
6:05
Anybody in the hospitality industry knows we all kind of
6:09
cut our teeth in the big brands. Some people stick and some
6:13
people don't. I was one of the ones that
6:15
didn't. I learned a ton.
6:17
I always say I learned how to do it the right way at Marriott so
6:21
I could know how to break the rules.
6:26
And boutique. The boutique space was my final
6:30
landing spot where I was like, oh, this is home.
6:34
OK, I get it. I didn't even know what it was
6:37
really. I thought they were just small
6:39
hotels, just like a Marriott. Once I learned and understood
6:43
the difference of the business model, I was like, oh, this is
6:48
what I have been looking for for a decade in my career.
6:51
Is this kind of ability to make impact on people?
6:57
So what does that mean? How are the business models
6:58
different? Yeah, so the neither are right
7:02
or wrong, but the mega brands are basically built on standards
7:06
and having consistency, right? So when you stay at a Courtyard
7:12
Marriott Courtyard, you literally know that the front
7:14
desk is on the left and the breakfast space is on the right.
7:18
And the little lobby areas in front of you, there's either a
7:20
fireplace or some sort of elements in there, right.
7:24
And then the elevators to the left and the guest rooms are all
7:27
upstairs and like they all are very consistent and you're going
7:30
to get a very consistent guest experience.
7:32
You're going to the same bed, the same kind of linens.
7:37
The boutique space is the opposite.
7:41
The boutique world is built on a journey and an experience that
7:46
you're having that is connected to the place that you're going.
7:50
And so boutique hoteliers are trying to express a point of
7:56
view about the city that they're in or some sort of point of view
8:02
that has a creativity that is engaging.
8:07
And I'm being very broad. Ours in particular in state
8:10
Pineapple is is very much about guest service.
8:13
We're a hyper personalization business model.
8:16
So we want you to feel like you're checking into a six room
8:20
bed and breakfast in Vermont and you get to know us and we become
8:26
friends and you send us messages after you leave and like you
8:31
make connections, you feel like there's a sense of belonging at
8:35
the hotel and it's in 100 room hotel, not a six room bed and
8:42
breakfast. So we we figured out a unique
8:46
way to create that kind of hyper personalized experience in a
8:51
larger format. I gotta hear about that, right,
8:56
'cause it's one thing if it is that sort of 6 room bed and
8:58
breakfast you can, right? You know, more easily remember
9:01
who your guests are and, you know, the little bits of
9:04
conversation that you've had with them.
9:05
But 100 rooms, how do you do that?
9:07
Yeah. Historically, we've done it kind
9:11
of the old fashioned way. We listen to our guests.
9:15
We have a lot of return guests and so we know them by name and
9:20
recognize them, but by and large it was just listening to what
9:25
people say. And then we have a program
9:28
called Surprise and Delight, which is really a team member
9:31
empowerment program. It's about the team members
9:35
being able to do anything to surprise and delight a guest at
9:39
any time in any way they want. They don't have to call the
9:43
manager, they don't have to ask for permission.
9:45
They can just do it. And that requires them to be
9:49
attentive and, and aware of what's going on with the guests.
9:55
You know, whether it's sitting at the bar and having a
9:57
conversation with them or a check in or they're hanging out
10:01
with their spouse in the lobby and you happen to hear them talk
10:03
about their anniversary or whatever that might be.
10:08
Now in more recent years, we have a two years ago we
10:13
completely changed out our tech stack and are using technology
10:18
and AI now to help us do that and enable the team members
10:22
better. We provide the team members a
10:24
lot of information, all zero party data.
10:28
We can get into that in in a little bit I'm sure, but all
10:32
willingly given by the guest. So it's an, it's an exchange of
10:36
information for service, right? Improved service.
10:40
We're we're very clear about. We don't gather people.
10:45
We don't, we don't go out on the Internet and it's not like.
10:49
I make a reservation and then you're going and looking at my
10:51
Facebook. Posts.
10:52
And yeah, we. You know, there are hoteliers
10:55
that do it and do it successfully.
10:58
We have chosen not to do that because it feels like it's over
11:03
the line. We want to have a very a
11:05
relationship with our guests that is very honest and truthful
11:10
and we want to make sure that guests feel like you've given us
11:13
information and we're going to use that to make your stay
11:16
better. So let's go back into the olden
11:19
days where you know you didn't have this new tech stack in
11:22
place and give me a specific example of how one of your team
11:27
members would delight a guest. Sure.
11:31
I have so many. So one that I'm thinking of in
11:38
San Francisco, we had a guest check in and she, she was
11:45
Filipino and she was staying in San Francisco at, at our hotel
11:50
specifically because there was a restaurant nearby that she
11:54
absolutely loved. And it reminded her of her mom's
11:58
cooking back and home. And so she was telling the, she
12:01
was so excited. She was telling our, we call
12:04
them everything people, not front desk people 'cause they
12:07
can do everything for you, right?
12:10
And she was telling her all about it.
12:13
Like our team member was also Filipino.
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And so, you know, she totally got it.
12:17
They were engaged and having a a really cool conversation about
12:21
it. She left for the evening to go
12:23
have dinner and came back absolutely despondent because
12:27
the restaurant was closed for that night and she was only
12:29
going to be there for one night. She was flying through San
12:32
Francisco and decided to stay the night to go to the
12:34
restaurant. I'm so they, the team member was
12:39
so like just felt so bad for her.
12:42
She went home and made the meal, the dinner for her.
12:46
And when she came, when she came to check out the next day, she
12:50
she made the food and laid it out and had a whole lunch set up
12:55
for her in our restaurant area that wasn't open at the time.
12:59
White cloth tablecloth like made a big thing of it and she got to
13:05
sit there and dine and experience the meal and many
13:11
that's incredible. It is really an incredible
13:13
story. It's very, you know, it's very
13:16
touching, but it's also very in endemic of I think what
13:23
hoteliers don't allow anymore the hotel business in general.
13:28
There are a handful of things that most hoteliers would cringe
13:32
about at that story. Oh really?
13:35
Yes. What?
13:37
Because like, outside food was brought in.
13:41
I don't know how it was handled. Were they wearing plastic gloves
13:44
or sneeze on it? Or hair Nets, you know.
13:46
You, you know, having that level of connection to a guest is it
13:53
there's team members are almost trained now to they they put on
13:58
a Navy jacket and a nameplate and they aren't themselves.
14:02
They are a representation of the brand.
14:06
The big brands talk about this right.
14:08
You are representing Marriott standing at the front desk and
14:12
you're and so. You're supposed to like
14:13
anesthetize your personality. They're.
14:15
Not supposed to be you. You, you're supposed to be the
14:18
representation of the brand. And we have a very the opposite
14:22
model, which is we don't put our team members in uniform.
14:26
We don't ask them to act a certain way.
14:28
We don't ask them to answer the phone a certain way.
14:31
We ask them to be themselves. And in some ways that's harder
14:35
because you can't put a mask on in the morning when you walk out
14:39
to do your job. You have to be vulnerable and be
14:43
who you are and let that come through.
14:46
And, and we have people that don't like it.
14:48
We have people that started our company and think they
14:50
understand what that means and then struggle because it's
14:56
scary. It's hard to be yourself
14:59
sometimes, and particularly if you're having a bad day.
15:03
You know, how do how do I come to work today, be myself and not
15:09
be plastic and overly sunshiny when I just had bad news, but
15:17
still give good service, right? We talk about that all the time.
15:20
You don't have to be bubbly every day.
15:22
Like you can have different characteristics from a
15:25
day-to-day. Every day.
15:28
The the vibe of the hotel is Co created between the team and the
15:31
guests and it's different from day-to-day.
15:34
Depends on who's there. That's really interesting again,
15:37
right? The building doesn't create the
15:39
vibe, the people create the vibe.
15:42
Yeah, and I can see how it would be helpful for a lot of folks to
15:47
not take your approach, right? Like you said, sort of put the
15:50
mask on. OK, I'm going to work.
15:52
This is the the rigid, sunshiny, bubbly person, you know, persona
15:58
that I need to project today. And then, you know, as I'm
16:03
getting in my car and leaving my shift, I can take the mask back
16:06
off and just sort of settle back into who I naturally feel like.
16:12
So OK, let's go back to the tech stack that you put in.
16:17
Let's actually first talk through that and then I want to
16:19
hear an example of how you guys are leveraging that.
16:22
So this tech stack allows you to take information that the guest
16:27
has voluntarily provided to you, correct?
16:30
Such as? Can you give me some examples?
16:33
Sure. Yeah.
16:33
So for example, we send a single question in our pre arrival
16:40
communication with a guest that's just ask in a kitschy
16:44
cheeky way because we like to be that way.
16:46
But basically, you know, why are you coming to visit us?
16:49
And guests provide us all kinds of information.
16:54
One recently in Chicago was 2 girlfriends that were meeting at
16:59
the hotel and they were coming to go to a specific concert,
17:05
right? And they were super excited
17:06
about that. And so there was like paragraphs
17:09
about their friendship and all kinds.
17:12
Yeah, all kinds of information. So the team takes that and they
17:17
decorated their room for the musical band that they were
17:21
really into. They went and like printed stuff
17:25
up and did I, you know, all kinds of really cool things.
17:30
And it's just, it's just surprising, right?
17:33
It's fun. It's we're in the hotel
17:36
business. We don't.
17:37
We're not brain surgeons. Like good Lord, it should be
17:41
fun, right? Funny, with little sidebar, I
17:44
was talking to a brain surgeon one time about his work and a
17:49
family member who had had a brain scan and kind of talking
17:52
through it and he, it's like, you know what?
17:54
He's like this stuff really isn't that complicated.
17:56
It's not like it's rocket science.
17:58
I'm like, no, it's the other one.
18:00
It's the other one that people always talk about is brain
18:03
surgery. Yes, it is complicated.
18:05
It is complicated. It's either brain surgery or
18:07
rocket science, and that is not what we do.
18:09
We make people happy. You guys are having fun.
18:13
So Speaking of fun, what's behind the name?
18:15
Oh. Stay pineapple.
18:16
Yeah, our founder, Michelle Barnett, she used to wear her
18:21
hair bundled up on top of her head and kind of spiky.
18:24
And her dad called her his little pineapple.
18:28
OK, so. That's where the name came from.
18:30
The pineapple is also the symbol of hospitality, so it it was a
18:36
natural fit. So I.
18:38
Wasn't aware of that. Today I learned something new.
18:41
OK, so we've talked about the design aspect, sort of like
18:45
these different cornerstones for you, the people aspect that
18:48
you're much more interested in. And then where does the
18:51
sustainability piece come from? Yeah.
18:53
It's really my personal journey on sustainability started I
19:00
think as a child. I don't think I knew that, but
19:05
in my career, when I was at Marriott, I realized that we
19:09
were building huge, you know, I was in the resort side of the
19:12
business. And so we built big giant
19:14
resorts and we were working on this particular one and we were
19:17
going to kind of lop the top of a hill off and put the resort on
19:22
the top of the hill. And I remember sitting there
19:23
thinking, couldn't we near the property?
19:27
Like is lopping the top of the hill off?
19:30
Oh. Kind of like building it to the
19:31
whole side. Sort of the thing should.
19:32
Should we should we change the structure of the area that much
19:40
to put our resort up there? That seemed environmentally poor
19:47
choice, right? Everybody can put their mind at
19:51
ease. We didn't build.
19:52
We didn't actually build the property.
19:53
So it didn't get the building, the hill did not get it didn't
19:56
get built. No, it did not end up getting
19:58
built. But that was the first moment
20:02
that I realized that the job that I had picked and my
20:06
personal ethos just be I'm very outdoorsy person.
20:10
I love nature. I've I grew up in the country.
20:14
On a farm and love animals that might that it was disconnected
20:20
and I was like, OK, I have to figure out a way to do this in a
20:23
way that aligns with who I am. And so I just started doing my
20:29
own research and learned about sustainable development and
20:33
really understanding how to create amazing spaces for people
20:39
that aren't a detriment to our environment or our natural
20:43
resources. So it was totally self-taught
20:47
and, well, not. Totally.
20:48
You got a lead certification? Well.
20:50
Yeah, right. That that is maybe the.
20:52
Early days of laying sort of the foundation that that was all
20:56
self-taught self. I didn't.
20:57
Go to college for it. How about that got?
21:00
It OK, So explain what the lead certification is, what this
21:04
means, how you got it? Yeah.
21:05
So LEAD accreditation is for a person.
21:10
So you get accredited to in having knowledge around
21:15
environmental sustainability features of the built
21:20
environment. LEAD LEAD certification is for
21:25
an actual building. So buildings get certified to
21:28
the LEAD standard, which is the US Green Building Council.
21:32
Yeah. Got it.
21:33
Thank you for fixing my language.
21:35
There everybody. Everybody makes that the
21:38
accreditation you are. Not a building.
21:40
So you are not lead certified. You are a person who is
21:43
accredited and LEAD. Okay, got it.
21:46
And so, so maybe let's, I think these specific examples, you had
21:51
two great ones, you know, talking about how you guys
21:54
really wow your guests. Can we talk about a specific
21:57
example here of how you approach this triple bottom line approach
22:02
people, planet prosperity. Yeah.
22:05
And I really like the triple bottom line methodology because
22:10
I think it it correlates the most important pieces.
22:15
Many people think sustainability is only about the environment
22:18
and it's it's not. It's about ensuring the
22:23
community isn't impacted negatively, supporting, you
22:28
know, where we have hotels in six different markets,
22:32
supporting the communities that those hotels are in.
22:36
All of that is part of sustainability, health and
22:38
Wellness, transportation, all kinds of things are connected.
22:44
And then you can't forget that the actual business has to be
22:48
prosperous or it can't continue to employ people.
22:51
We employ, you know, almost 400 people and that's a big part of
22:56
what we do for the community is, is be an employer and provide
23:02
people a living wage. So that's all of that is a more
23:08
holistic way of looking at sustainability.
23:13
So it's really hard to provide you a specific example.
23:16
We do, you know, there's because it covers so many things, but I
23:22
think it's really important to focus on the areas where your
23:28
business can make an impact. And so one of the areas that we
23:32
focus on is how we can be a model to guests, how you can
23:37
take something that we do at the hotel home with you.
23:41
Whether it's noticing our composting program, identifying
23:46
the fact that we provide reusable aluminum water bottles
23:49
for you to take home instead of plastic bottles.
23:53
Whether you see us talking about our 80% renewable energy in our
24:00
hotels, whether you know all of the factors, whether it's our
24:05
health and Wellness program, whether it's our PET Wellness
24:08
program, whether you know, like all of these different elements.
24:12
Hopefully when you leave, you start to see an ethos that
24:16
connects an ethos of care. I guess that that's what
24:21
sustainability is about, is about caring.
24:23
So I'm going. To pull out just one of those
24:25
examples that you threw out, the reusable aluminum water bottles,
24:29
that really strikes me. So a lot of hotels they go to,
24:32
especially if it's in an area or maybe where the drinking waters
24:35
could be a little bit questionable.
24:37
But even not, you know, they, they provide a bottle or two of
24:40
water in the room, you know, just kind of a nice little value
24:43
add. Didn't cost the hotel a whole
24:45
lot but cost them something you guys don't do that you provide
24:50
hey here's an aluminum water bottle that you can refill
24:53
reuse, take home with you that's a bigger expense for you guys
24:57
it. Is it's about twice as we used
24:59
to do plastic water bottles and it doubled our cost.
25:05
But it was so important to our strategy that plastic is a very
25:14
visceral and obvious place to have a negative feeling, right?
25:23
Like if people see us talking about sustainability and then
25:27
they check into our hotel and we have, we're buying, we were
25:30
buying 750,000 bottles of plastic water bottles a year.
25:36
OK, that's, that's a lot that's impactful, right?
25:41
That's a place that we can put our money where our mouth is and
25:46
and make a commitment. So we partnered with PATH and we
25:51
do a custom. What we did do talking about
25:55
prosperity is we tried to turn it into something that was also
26:00
valuable to us from a marketing perspective.
26:03
So we partnered with PATH to create a custom Stay pineapple
26:07
bottle that's really cool and really pretty and people will
26:11
want to take it home with them and hopefully they'll walk
26:13
around the airport with a stay pineapple water bottle and
26:16
somebody will go. Who's that?
26:18
Where did that come from? That's a cool bottle.
26:20
Where'd you get that? And they might, somebody might
26:23
talk about us. So we, we equated it to some
26:27
marketing expense, right? That's how we kind of worked it
26:30
out from a prosperity perspective.
26:33
I. Like that, That's a great
26:34
example. Let's talk a little bit more
26:37
about some of the fun stuff that you guys do there.
26:40
I want to hear specifically about what you call the naked
26:43
experience. Yes, so I mentioned earlier, we
26:48
like to be a little cheeky and kitschy and irreverent on
26:53
occasion. So the naked experience is
26:57
really our beds are so comfy, cozy and amazing you'll want to
27:01
sleep naked. We buy incredibly wonderful
27:05
sheets. We have a double duvet system
27:08
that if you've travelled in Germany or Scandinavia, you may
27:13
have experienced. Each person gets their own twin
27:17
size duvet so that you don't have to fight over the covers.
27:21
Yeah, it's really lovely. Yeah, it's really brilliant.
27:25
And then we have oversized towels and big fluffy robes, so
27:30
everything that touches you is really luxurious.
27:33
And so do you want to be naked? But please be naked in your
27:37
room. Fair enough.
27:40
I gotta tell you, when I first saw the name of the hotel,
27:42
Pineapple brought up a different connection.
27:47
For me, it's people with an open relationship.
27:52
Yeah. And is there a connection to
27:55
that in the hotel name here? Yeah, there.
27:57
Isn't we we do giggle and lean into it sometimes, though.
28:02
We get we get every so often we'll get a funny post to
28:06
somebody old post. I think I accidentally checked
28:09
into a swingers hotel and and you know, we'll do video about
28:13
our pineapples. You see my pineapple on my
28:16
jacket here. I always make sure it's right
28:17
side up and cuz our coffee upside.
28:21
Down means yeah, so upside. Down pineapple is the symbol of
28:27
the alternative lifestyle you reference.
28:29
Yes, something else. I've learned today, whatever
28:32
you. Want to do in your hotel room is
28:33
all about you but you know. And I want to go back to this
28:36
double duvet set up. My wife and I just recently
28:39
started doing this in our home and it's made such a big
28:42
difference for the quality of sleep that we have.
28:45
And. But I think this is the first
28:46
hotel that I've heard of that does the same thing.
28:49
Yeah. People absolutely go crazy over
28:51
our bed. And the bed is also an amazing,
28:53
amazing bed. So I know it sounds like a
28:57
simple thing, but how many hotels have you been in that you
29:01
slept horrible because the bed was terrible?
29:04
So many, right? So many.
29:06
Yeah. A great shower and a great bed.
29:10
It is not a simple thing. It is a huge thing, right?
29:13
You're traveling, you're, you know, you're out of sorts, you
29:16
long days, etcetera. And it just gets compounded if
29:21
you get a bad night's sleep. So if you can wake up when
29:24
you're traveling feeling refreshed, man, that's that's.
29:27
One of the pillars of our health and Wellness program.
29:30
So again, I think everything goes back to care.
29:34
We care about our guests health and Wellness while they're
29:38
staying with us. So sleep is number 1 and the
29:42
naked experience is core to that.
29:46
Hydration is number 2, so our reusable water bottles and we
29:51
have refillable water stations in the lobbies of all of our
29:55
hotels that have cold, sparkling and hot water.
30:01
And then the last is movement. So we provide free bikes and
30:07
walking tours and bike or or dog walking tours for people to get
30:14
out in the city and experience the city, but also get some
30:17
exercise and, and movement. We know how difficult it is on
30:24
the body to travel. And so it's really important to
30:28
us that we provide the elements that will help you feel good
30:33
when you get home. And remember, stay Pineapple as
30:36
somebody who cared about how you feel physically and.
30:42
So this is are all of your hotels dog friendly?
30:44
All of. Our hotels are not only pet
30:47
friendly but dog obsessed. And So what does it mean for a
30:52
hotel to not just be pet friendly, but dog obsessed?
30:55
So we have no rules. Every, every hotel chain that
31:00
does allow pets, generally it's £25 or less, not any more than
31:05
one, sometimes two dogs. You cannot leave them in your
31:09
room. That's kind of standard SOP for
31:12
the hotel business. We don't have any of those
31:14
rules. You can bring your Great Dane,
31:16
you can bring 3 Great Danes if you want.
31:20
You can leave them in your room and go out and enjoy your stay.
31:25
We do ask that guests leave their cell phone number with us
31:28
so that we can let them know if their pets are upset.
31:32
I also mentioned that we have a pet Wellness program, so we have
31:36
Sounds SOUNDZ which is a pet musical tool that is good for
31:49
pets that are have anxiety or stressed.
31:52
So you get just like some. Kind of a track that suits,
31:54
yeah. It's you get a 14 day free trial
31:58
when you stay with Stay Pineapple so that you can leave
32:01
the dogs with some sounds on that'll help soothe them.
32:05
We also have a 24 hour emergency vet care program partnership
32:12
with Veg ERVEGER at all of our hotels in case something goes
32:20
wrong and you need veterinary care.
32:22
So like it's a really, really well thought out program.
32:25
It's not just, it's over the. Top you can.
32:27
Bring your pet. It's we want to care for your
32:30
pet as much as we care for you. They get the dog bed and treats
32:36
and a water bowl that you get to take.
32:38
You get some things to take home with your pet.
32:40
You know, all all kinds of good stuff.
32:44
And you guys presently have 10 locations, is that correct?
32:48
Yep. And future plans?
32:50
Yep. We're we're growing, so
32:54
hopefully you'll see us in a southern state near you one of
32:57
these days. So we're in Seattle, San
33:00
Francisco, San Diego, Chicago, Boston and New York.
33:05
Any plans to come a little bit further my way to Ohio?
33:08
Yeah, we would love to be kind of in the centre of the country
33:14
too. And in the South, you see, we're
33:16
very northern climate oriented. And so yeah, we we want to have
33:22
some new dots on the map for guests to experience.
33:27
We have a lot of very, we call them pineapple evangelists,
33:32
people that just absolutely love our brand.
33:34
And so we want to have more opportunities for them to stay
33:37
in other locations. I love this.
33:40
OK, so tell us about the signature welcome drink another
33:43
one of these fun things that you guys have.
33:45
That we actually did that. That happened during the COVID
33:49
year, I think 2020. We did that and it really was
33:54
around making people feel like the world wasn't coming to an
33:59
end and that coming to a hotel could be welcoming.
34:04
At the time we were doing it for people to take up to their room.
34:07
We've now, you know, changed it so that you can go to the bar
34:12
and get a cocktail or in you. We also have sodas and things at
34:18
at the front desk in a grab and go environment and you can get a
34:22
bottle, another stay pineapple water bottle if you'd like.
34:26
You know, a lot of options, but it's really a it really starts
34:31
with the idea of friend style service.
34:34
So again, we want you to walk away from your experience with
34:38
us feeling like you have a friend in Seattle now that you
34:41
can go visit and and that what what is the thing that what is
34:45
the first thing that you do when somebody comes to your house?
34:50
Aside from welcome inside, ioffer them something to drink
34:53
or eat. Yep.
34:55
Exactly. So that's what we do.
34:57
We offer you a welcome beverage. Welcome.
34:59
Welcome to our home. Love it.
35:02
Yeah. I mean, we're talking about all
35:05
kinds of fun stuff, ways that you guys wow your guests.
35:09
There's another side, though. Sometimes the ball gets dropped.
35:12
Sometimes mistakes happen. Sometimes you've got a guest who
35:16
is upset, whether rightfully so or not.
35:20
Can you think of a particularly challenging experience on that
35:23
front, how you navigated it, how you sort of brought things back
35:28
around? Yeah.
35:29
I mean, we, we make mistakes fairly regularly.
35:33
It's, it's, it's an interesting commentary that I have because
35:39
we don't have a lot of SO standard operating procedures in
35:42
our business because we want people to, we want our team
35:45
members to do the things that they want to do and how they
35:48
want to do them. That's natural for them.
35:52
And people say to me all the time, well, that must create a
35:54
lot of, you know, things go wrong.
35:58
And I'm like, when was the last time an SOP kept things from
36:01
going wrong? Please tell me it it's it's a
36:06
misnomer to believe that if you create standards that you're
36:10
going to keep things from happening, not the way you want
36:15
them to occur. So I just want to lay that
36:18
groundwork. There's so many things that are
36:21
outside of our control. Right.
36:24
Yeah. So our team members come at any
36:29
situation with the very first thought of do the next right
36:34
thing. We say it all the time.
36:36
It's one of our favorite sayings.
36:38
It's you don't have to write a standard if that's what you're
36:41
always thinking. If somebody asks for something
36:45
and I know to say yes, I know how to figure out how to get to
36:48
yes, then it makes it a lot easier to not have things go
36:54
wrong. But it still happens, right?
36:58
It still happens, OK. So let me just play devil's
37:02
advocate for a second and tell me why I'm wrong in the context
37:06
of the state pineapple environment.
37:08
You know, I've owned multiple businesses in my career, been
37:11
big about standard operating procedures.
37:13
If X then Y. And at some point that SOP, that
37:17
standard operating procedure breaks or we find a crack in it
37:21
because there's an exception to it.
37:23
So then we go back and we revisit that SOP and it's like,
37:26
OK, if X and not Z, then Y. And if you know just sort of
37:33
create more of those if then variables and I like that, you
37:38
know as a business owner, I like that there is sort of that
37:41
predictable path there. Tell me why the approach for
37:46
stay Pineapple is better? Mine is also predictable.
37:50
It's just broader. I, I guess we have ASOP, it's do
37:54
the next right thing. Like if you own a tire store,
38:01
which very one thing is the hospitality industry is all
38:06
about human interaction. So rarely is it repeatable.
38:10
Like we don't have a very repeatable process or service
38:15
because every person's individual and unique and
38:17
different. And if we're providing
38:19
personalized service, then we're not treating you like we did
38:22
Missus Johnson. We're treating you differently
38:25
and unique to you. And it's really hard to write an
38:27
SOP for that. But let's use a business that is
38:30
much more standardized, a tire store, right?
38:34
You come in, you order tires, I put the order in, the guys go
38:40
put tires on your car, you get your keys back, you pay me and
38:45
you leave. It's, it's a very standard
38:47
process. I, I can understand why you'd
38:50
want to write an SOP about that. But if the person that they that
38:54
the customers interacting with always comes from a place of
38:59
care, what is the SOP adding other than training?
39:06
Like I know how to use the system clickety, clickety,
39:09
clickety, right? What is what is being added if
39:16
somebody's coming from a truly care focused model, always
39:24
thinking about your customer? So I get what you're saying and
39:29
I buy into it to a certain degree.
39:31
I think in order for your model to really work well, you've got
39:35
to get the hiring right, like your team has to be the right
39:40
folks. How do you figure that out?
39:43
How do you filter and sort of that hiring process?
39:45
Yeah. Hiring and retention is critical
39:48
to our business model. So we do, we look for two
39:52
critical things in hiring emotional intelligence.
39:56
So your ability to read other people and adjust how you're
40:00
interacting with them based on the information that you're
40:04
gathering, body language, verbal cues, all of that.
40:10
And critical thinking, your ability to problem solve and
40:15
come up with creative solutions, whether it's, you know,
40:18
solutions to something that's gone wrong or a surprising
40:21
delight, something that you've heard that you want to be
40:24
creative and, and do something that's well beyond what the
40:28
guest would expect to happen. You wouldn't expect to show up
40:33
at a hotel and have your room decorated for Christmas with a
40:37
Christmas tree in it. But you told us that Christmas
40:41
is really important to you, and you're sad because you're going
40:44
to be on the road the week before Christmas.
40:47
We would do that, right? Like those kind of things don't
40:51
happen because somebody wrote an SOP.
40:54
They happen because we give ultimate free rein to very
41:01
smart, emotionally intelligent people to create a a care model
41:08
at our hotels that is way beyond what a guest would expect.
41:13
So Dina, I'm sure you know the organization of your size.
41:16
You are not at the front line doing the employee interviews,
41:21
but do you know how they're filtering for that?
41:25
Like are there some like magic questions that help to get to
41:28
that, that EQ part of it, as well as the critical thinking
41:33
aspect of it? Yeah.
41:34
We do a lot of questions around in in a situation like this,
41:41
what would you do? Tell me how you would handle it
41:45
and then tell me about a time something like this has happened
41:48
to you in the past and what did you, you know whether again, it
41:51
doesn't have to be negative it some of the questions are if
41:54
you, if you've had a challenging guest that was angry with you,
41:58
certainly those are great questions.
42:00
But the better questions are what?
42:04
What do you do when a check in is normal and it's fine?
42:13
I don't, I wouldn't even know how to begin to answer that.
42:15
Like, I don't know, go on to the next task really.
42:17
I think it went well, right? But the people so that I just.
42:21
Failed the interview. Did the people that say Oh well,
42:27
if it's just fine, then I want to find a way to make that cast
42:33
feel really special. That's when you go, OK, I have
42:37
something interesting here and then I start to then you start
42:40
to dig. You're like, OK, well tell me
42:42
about that. How would you potentially
42:44
surprise and delight isn't only stay pineapple term?
42:47
People in the hotel business have heard it many times.
42:50
How would you surprise and delight a guest?
42:52
Tell me about a time you've done it.
42:54
You know that. That's when you start to get
42:57
into what is their personal value system around being of
43:03
care. So do you think when people come
43:08
to an interview, they're already familiar with the brand, they
43:12
understand that this is like an over the top customer
43:17
experience, kind of an expectation not?
43:19
All of them. Many are many people come to us
43:24
and we we get to two people, two potential hires coming in one
43:32
that's they're really into pets. And so they're like, I want to
43:36
play with dogs all day and we're like, great.
43:39
That is a perfect place to start with us.
43:42
Let's dig into that some more, right.
43:45
Or the other is I know about your brand and I have always
43:51
wanted to work here and I just think what you do is so special
43:55
and unique and I want to learn more about it.
43:59
Those kind of people again, are they're going to they're going
44:04
to pique a interviewer's interest and they're going to be
44:08
like, OK, let's dig, let's dig, let's dig in that right?
44:11
It's just like surprise and delight and listening, like we
44:15
listen to what people say, ascertain if they've got that
44:20
stay pineapple thing that's going to make them fit in our
44:23
culture, and then we hang on to them when we get them.
44:27
How do you hang on to them? Well.
44:30
Primary. We give them what they want,
44:32
right? People go into the hotel
44:34
business because they want to take care of other people.
44:37
They don't want to be put in a Navy jacket with a name tag on
44:41
and told how to answer the phone.
44:43
That's not why they start in the hotel business.
44:46
They start because they love taking care of people.
44:51
And we let them do it their own way.
44:54
We let them be themselves. And we create really great
44:59
bonded teams at our hotels through, you know, team member
45:04
experiences and events and, you know, all kinds of stuff.
45:09
And then the other thing is, is we model.
45:12
We don't teach the GM. We have a centralized business
45:17
model. So all of the kind of back
45:20
office, all the drudgery work is done at our Home Office so that
45:24
the general manager and the front desk manager are on the
45:28
floor working with the team everyday modeling what it looks
45:33
like to be great at guest service.
45:37
So if you want to be. A great if.
45:39
You, if that's your desire, right, If that's your career
45:43
path, you want to be in the hotel business and you want to
45:46
become a general manager and a regional and you want to really
45:50
understand the ESO ethos of great guest service.
45:54
Stay Pineapple is an amazing place to work.
45:57
Our average length of stay, yes, we use length of stay instead of
46:02
retention 'cause we're in the hotel business and we think it's
46:04
cute is 3 years, which is incredible on it in our industry
46:13
it is that's. I've not heard of anything like
46:17
that before. It's really stellar.
46:19
Yeah, you're. Very passionate about what?
46:22
You do. We had a lot of fun talking
46:24
about a lot of great things, but let's talk about something hard.
46:28
Let's talk because that that's where a lot of growth comes
46:32
from. Personally.
46:33
What's something really challenging, Dana, that you've
46:37
experienced in your life, whether it's personal or
46:39
professional? How did you get through that and
46:41
what did you learn? Yeah, you know.
46:46
I think the most challenging thing that ever happened to me
46:50
the the one that I wasn't prepared for was I was let go in
46:58
a big layoff at a big corporate, one of my corporate roles that I
47:03
had and I was a leader in the organization.
47:07
I was a vice president in the company and what a whole
47:11
department got eliminated. And it was something that I had
47:17
created it. The department hadn't exist
47:19
previous to me and I created it and it was, it was a bit, it was
47:23
my baby. I like I, I put the passion that
47:27
you hear in me now and into that as well.
47:30
And I, I think that's when I first learned that probably the
47:35
big box brand corporate world wasn't the right one for me
47:41
because it felt like my family had been ripped away.
47:47
And I know that sounds melodramatic, but I get really
47:51
invested in what I do, what I do and who I am.
47:56
I don't have good work life balance.
47:59
I tell people all the time not to model my experience.
48:02
I don't have kids. I, I've put, I've put a lot of
48:07
my energy into what I do because I really believe in taking care
48:12
of people and the the idea of it and the impact that it can make
48:17
on an individual that might be going through something really
48:20
rough or celebrating something. Creating a memory that they can
48:26
take home and have for decades to come is so much more valuable
48:31
than a thing that you can buy. So I after this happened, I went
48:37
to my mom's. This is probably my most
48:39
embarrassing thing in life. I was in my 30s, so I was not a
48:44
young person. I flew to North Carolina to my
48:47
mom's house and stayed there for a week and just cried.
48:52
Literally. My husband called me and was
48:55
like, are you ever coming home? What is happening?
48:57
I don't. I was like, I just had to mourn
49:02
the loss of something that was really important to me.
49:06
And I think the people around me were like, Dina, everybody gets
49:10
laid off in their career at some time or another.
49:12
It's not that dramatic. But I think, I think different
49:19
people react differently to different circumstances.
49:24
But it was a turning point that changed the trajectory of my
49:28
career. I was climbing the ladder in
49:30
corporate America. I was the youngest vice
49:32
president in the organization I was in.
49:35
That was what I was going to do. That's what was going to, you
49:38
know, make make me, make my family proud of me and all of
49:43
that. I stopped in my tracks and
49:47
turned in the opposite direction and I became an entrepreneur,
49:51
which I also realized I was not. I was not my thing.
49:55
Took me about five years to get through that and go, OK, that
49:58
that's not right for me either. I took a number of missteps over
50:02
the next decade. Not missteps, but paths that hit
50:06
a dead end, right? I learned I did a lot in
50:10
sustainability around that, but I learned that I didn't like
50:14
consulting because it was 2 separate from the actual
50:19
activity and accomplishment. I you wrote a lot of papers, but
50:23
you didn't get to do things. So I learned a lot what I didn't
50:28
like over the next 10 years, and that got me to stay pineapple
50:33
after three rolls and many missteps.
50:38
So it I I have young women particularly ask me often, well,
50:44
you know, how did you become the president of a company?
50:46
And I'm like a very circuitous route.
50:49
It was I kind of went all over the map.
50:54
I like to brag that I have varied experience.
50:57
Well, that really means I couldn't figure out what I
50:59
wanted to do. And so I went in a lot of bad
51:02
directions. But so don't be afraid of that.
51:05
Don't miss it. Don't miss the wrong steps
51:10
because they teach you things that you can't get in another
51:14
way. So I want to go back to the
51:19
earliest part of that story and honor something that you said
51:22
about mourning for a week and having it feel like your family
51:28
had just been ripped away from you.
51:30
And I don't think that's melodramatic at all.
51:35
I have the similar conversation a lot with entrepreneurs, people
51:40
who have started something, built something, and it feels
51:45
like a part of you. It feels like an offspring, a
51:48
child, like there is a real emotional connection to it.
51:52
And if and when either that business does not work out, has
51:56
to be wound down, or you exit that business in a successful
52:00
way and you're no longer a part of it, there is a very real
52:04
mourning process that takes place.
52:07
And you as not the owner, the entrepreneur, but in a sense the
52:13
owner, right? Because this is a whole
52:14
department, a whole thing that you had burst within this
52:17
company. You had taken so much pride, so
52:21
much pleasure, you put so much passion into it that you had
52:25
that same emotional connection to it and the team around you
52:29
that you had built. And so I don't think this was
52:32
melodramatic at all. Like, I very much understand
52:35
that mourning process that you went through.
52:37
Yeah, that was 100%. That's.
52:39
Exactly what it felt like, yeah. And.
52:46
It closed that door. It had you thinking about life
52:50
in a different way, looking for new doors, looking for new
52:53
Windows. It took you into some different
52:56
experiences that weren't ultimately a direct path to
53:00
where you are now, but I would guess that the things that you
53:04
learned at each of those stops have set you up for the success
53:08
that you're now having. The state.
53:09
Pineapple True or false? 100% True, 100%.
53:13
True. I would not.
53:14
I wouldn't have the breadth of experience and the the ability
53:19
to address things I don't know anything about.
53:25
So that's the biggest thing about leadership that I think
53:27
people miss is you were going to get asked to make decisions on
53:34
stuff that you are not a technical expert at and you
53:37
don't know. You don't necessarily know.
53:41
You have to use your intuition and your experience and take
53:47
things from adjacent experiences and, and figure out how to use
53:54
them. And the more that you have a
53:57
variety of experiences, the more breadth of information that
54:01
you'll be able to pull from. And so I think I, I always used
54:06
to say when I was young, because I had a chip on my shoulder and
54:10
I was very young in my leadership.
54:14
You know, somebody that has 30 years of the same experience
54:17
doesn't have as much experience as somebody that has five
54:20
different years of experience. And people would just right, it
54:24
probably wasn't the appropriate thing for a 25 year old to be
54:27
saying, but right the the sentiment is accurate.
54:32
If you if you have five years of a lot of very different
54:37
experiences, you're going to have a lot more to pull from
54:40
than if you've done the same exact thing every year for 30
54:44
years. I.
54:46
Would tend to agree with that. I mean, I think there's a depth
54:50
of expertise that comes from being sort of in that same
54:53
vertical for a while. But as somebody who's had some,
54:57
you know, varied experiences, different kinds of businesses, I
55:00
I would agree. Like there's a lot of different
55:03
disciplines to be able to pull from when curveballs get thrown
55:06
at you. Yeah.
55:08
So how would you characterize your superpower, Dina, My
55:13
superpower? And actually the one that
55:17
everybody tells me is my superpower as well is
55:21
identifying what people are great at.
55:25
So I'll give you a couple of recent examples.
55:30
I'm, I'm really good at seeing what people may not see in
55:35
themselves and helping them find a path to utilizing their best
55:42
skills or their natural tendencies instead of what
55:47
potentially they've been told or told themselves about
55:51
themselves. So our chief growth officer
55:55
who's in charge of all of revenue, so sales revenue, our
56:00
growth strategy actually comes out of human resources.
56:05
He had a 20 year career as a human resource professional and
56:10
he was hired here as the VP of Human Resources.
56:15
And about 2 1/2 years into his career here we were doing a lot
56:21
of expansion and going to conferences and speaking and
56:26
trying to get other people to understand what we do.
56:32
And Mike went with us on something and I realized in
56:38
instantly how incredibly good he was at articulating who we were
56:44
and getting people to believe in what we did.
56:49
And, and, and I think it came from his years of doing that
56:52
with people in HR. So he, he started getting really
56:58
involved in our growth strategy and, and got really, really good
57:01
at it. And at one point I, I also
57:04
learned that telling people about these things can be hard.
57:09
If you're trying to get somebody to redirect, telling them
57:13
directly can be challenging. So what I did was I kind of
57:17
dropped some bread crumbs and I was like, hey Mike, I, I think
57:22
that we have an opportunity for you to take on some new, new
57:27
initiatives in the company. And so I, I kind of dropped a
57:31
few hints and then I, I was like, oh, I got to catch my
57:34
plane. I'll see, I'll call you when I
57:36
land. So I gave him like 5 hours to
57:39
think about it, knowing him really well, knowing that he
57:43
would, he would get from my little bread crumbs to the end
57:46
result. And when I landed and I called
57:48
him, he was like, take it Dina, I know exactly what you want me
57:52
to do. You want me to take over growth
57:56
and revenue. I was like, yes, I do.
57:59
And he has been incredible at it.
58:02
He's amazing. He's so inspirational to a group
58:06
of creative people and science based people, data people,
58:11
creative people. He brings them together.
58:14
We used to have a department that was very segregated and had
58:19
all these sub departments. They all work collectively.
58:22
Now under his leadership, they're working hand in hand,
58:26
they're collaborating and it's just, it is absolutely
58:33
phenomenal to see the difference in our revenue team compared to
58:39
two years ago when Mike took over.
58:42
I really like that story because I think.
58:44
As humans, whether we're doing it to our team members or we're
58:49
doing it to ourselves, we tend to paint ourselves into a box,
58:52
right? Like, you know, oh, I'm an HR
58:54
person. So that, you know, that means my
58:56
path is, you know, strictly within HR.
58:59
I'll do some payroll stuff, some benefit stuff.
59:01
Eventually, you know, I'll become a director, but you had
59:05
like this bigger vision, like, oh, like he's got these
59:07
personality traits that, yes, he's been a great asset in the
59:11
HR department. Oh, I, I think, you know, he can
59:15
really build on that and be fantastic in this completely
59:18
different area of the business. Yeah, now he's on the.
59:22
Executive team of the company and is the Chief Growth Officer,
59:26
so I love that. I want to call out one of your
59:31
accolades, being named one of the top 50 women leaders in
59:36
hospitality now two years running.
59:39
What do you think has contributed to you being
59:43
designated I, I? Am so honored by it and I think
59:51
it's because we do things differently and, and I talk
59:55
about it a lot and I'm clearly very passionate about it.
59:58
I, I believe in people and I believe in the, the amazing
1:00:04
impact people can make on each other.
1:00:08
And so I think in this day and age of AI and automation and
1:00:16
reduction in force. And all of the things that are,
1:00:20
you know, being talked about in the news, I think it's
1:00:23
refreshing to hear a business that is using technology.
1:00:27
We're not shying away from technology at all.
1:00:29
We have an in house AI programmer at our corporate
1:00:32
office. We are leaning into technology,
1:00:36
but only as an enabler to our teams, only as a tool to
1:00:42
eliminate the transaction and the friction out of a guest
1:00:47
journey so that our team members have more time to build
1:00:50
relationships. And I think that's just really
1:00:54
refreshing story. I'm not trying to put myself
1:01:01
down or say that I'm not worth the top 50 women in hospitality,
1:01:06
but I think I have a leg up because I've got a really
1:01:10
interesting story to talk about. I think what I'm hearing.
1:01:14
You say at least on that AI side of things, is you don't want
1:01:18
fewer. What's your term for them?
1:01:20
Guess the the team members our front.
1:01:25
Dust team everything people the everything people you don't
1:01:28
want. Fewer everything people.
1:01:30
You want your everything people spending more time with the
1:01:33
guests. Exactly.
1:01:34
That's how you look at and think about AI.
1:01:36
Yeah, I've just got one more question for you today, Dina.
1:01:41
But before I ask it, I wanna do three quick things.
1:01:44
Anybody who wants to get in touch with Dina, 2 options.
1:01:48
You can find her on LinkedIn. And her last name is spelled
1:01:51
BELON. So kind of like Melon, but with
1:01:54
AB at the front of it instead of an M.
1:01:57
And then also she's given us our her e-mail address to share.
1:02:00
So it's DBELON at state pineapple.com, DDELON at state
1:02:06
pineapple.com. And we'll have links to her
1:02:08
e-mail and LinkedIn profile and show notes for folks.
1:02:12
Also, as a reminder, if you want to get more hotel employees,
1:02:15
access to doctors, therapists and prescription meds that Can
1:02:19
you believe it actually puts more money into the company's
1:02:21
pocket, reach out to us at Add back benefits.com.
1:02:25
Finally, if you're enjoying the show, a quick comment or review
1:02:29
on your favorite podcast app goes a long way towards helping
1:02:32
others discover the show. It means a lot more than you
1:02:35
might think. So thank you.
1:02:37
So last question for you, Dina. A year from now, you and I
1:02:41
reconnect and you were celebrating something big,
1:02:44
something very specific. What is that one specific thing
1:02:48
that you hope to be celebrating one year from today?
1:02:51
We are celebrating. Some new stay pineapple hotels
1:02:56
in our portfolio. Yeah, that would be great.
1:02:59
Let new babies out there. I love that.
1:03:04
Well, we'll have to check back. In in a year and see how many
1:03:06
more of those babies have been birthed.
1:03:10
But Dina belong from stay Pineapple hotels.
1:03:13
I wouldn't be the first to thank you for sharing both your time
1:03:15
and your story with us today. I really appreciate you.
1:03:19
It was really fun. Thank you so much.
1:03:21
I I appreciate the opportunity, Anthony.
1:03:25
Folks, that's a wrap on another episode.
1:03:27
Of the Inspired Stories podcast. Thanks for learning with us
1:03:29
today.