Latest / GAIN Momentum / How Service Optimization Enhances Hotel Value | with Luka Berger
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- GAIN Momentum episode #86: How Service Optimization Enhances Hotel Value | with Luka Berger === Adam Mogelosnky: Welcome to the GAIN Momentum Podcast, focusing on timeless lessons from senior leaders in hospitality, travel, food service, and technology. I'm joined by Luka Berger, Founder of Flexkeeping. Luka, how's it going? Big week. Luka Berger: Glad to be here. Adam, awesome to be here. Awesome to see you again, huh? Han't been long. Yeah. Adam Mogelosnky: It's been two weeks or so, uh, once since I saw you in person, which is just an amazing part of hospitality is that you can meet up with very cool and smart people around the world. And this is a big week for you because we are recording October 3rd, 2025. And earlier this week, as per what's in your background, it was announced that flexkeeping was acquired by Mews. So that is a big thing that we have to touch on. But first. Let's start with the elevator pitch for flexkeeping Luka Berger: so my elevator pitch needs to go 13 years back, Adam, because it's almost back ended up my summer job as a housekeeper in Yellowstone National Park in the us and this is how I gotten into hospitality. I was a housekeeper for a summer. Um, this is where I saw how operations are set up and how. Super, how much struggle we had in operations since we were organized with pen and paper and walkie talkies, you know, so I was just looking around that summer, I was looking at my housekeeping manager walking all day around the hotel to meet to other housekeepers, calling over her radio to the front office. It was just so much of losing time, not knowing who did what. It lasted four hours to get, um, guests checked in and all those sort of stuff, and the idea that popped, uh, popped into my mind back then was, well, we, we already had smartphones, you know, so why not make a simple app that will connect all of the staff members together, housekeepers, front office maintenance, uh, first and all the others rest, uh, later. And that's how we. Later created flex keeping. So the idea was let's make something easy to connect staff, uh, working in hotels to enable better guest services at the end of the day, to get, uh, guests checked in faster, to get, uh, data on operations to improve via data and, and just create better hospitality. And that's, that's how the story is born. That's what we still do today with flex keeping. Uh, what we ended up doing is way more than housekeeping. We ended up building a. Platform that covers literally all operations that is really out to drive strategic value for, uh, operations of all sizes. Um, and here we are, um, roughly what, 1000 hotels around the world, 80 countries. And, uh, yeah, with great news this week. Yeah. Adam Mogelosnky: And nowadays, given the macro forces in hospitality of labor being more expensive and also short in terms of supply, this is making service optimization systems. A sauce essential to operations. So can you tell us about some of the more modern ways that a sauce is adding value beyond simply the digitalization of moving away from paper and pen? I. Luka Berger: Absolutely. So look, I mean, if you look at from a macro perspective. The big macro problem of hospitality is staffing. So we all know, we all that are in the industry, fill it and see it. Even guests can see it. That staff is just, um, there's less and less of it. Even I was a, a member kind of, of, uh, let's try to resolve the staffing problem back in 2012 with the J1 Visa program. If, if we're honest about it. Uh, but like 13 years later, the problem is just huge. So one of the main aspects that, uh. Optimization system like, like us is, is stepping into, is to, with all the optimizations that we will be doing, with all the automations we'll be doing, the number one thing is to take away the, the time that is wasted on admin stuff. We're just, uh, looking for information, just wasting stuff on things like that. And then, uh, you know, relieving and releasing, uh, ops people to actually do the job. So that's, that's the thing, number one. So you. Should need less staff and do more with the staff that you have. The other things that are super important here is that, um, the impact on you having data and be able to manage your property, actually data driven is the second thing that happens with with us. So, because one important thing that we produce is information on every single. Thing that's being done in operations. And then later on you can analyze that and actually improve if that's quality, if that's service speed, if that's training of staff, et cetera. And that this ultimately impacts your end profitability, um, you know, or, or any other aspect that you wanna drive for your business. So I think that beyond the optimization of processes, it's data that you should be really looking for. Uh, because that enables you then to, to drive any other success factor in your business. So I think those are the two macro aspects, um, that are most important for sure. Adam Mogelosnky: Yeah, data is the new oil. And uh, I really want to drill into that because when we met in Ana, you mentioned something that's very powerful. Um, we're gonna get to that. But first, let's talk about the city itself. Most tech companies, they're either in the us, uh, you know, Texas, New York, Miami, London, Paris, and Europe. You are in. Slovenia, beautiful Southern alp, the Julian Alps, the Southern Alps. Why there, uh, and what advantages are there to having a tech company in sort of a smaller European city? Luka Berger: Well, the Y is very simple because we are born here. That's the Y, right? So we are pure hundred percent slo, uh, me and is my co-founder. Um, and that's the first thing. So we haven't ever really. Seriously looked at options to not do do it here, right? So the one super good thing about our country is that it's geographically super good position. So we are just between, um, Austria, Italy, Croatia, you know, very central European. Um, so you have a few hours to Munich, a few hours to Vienna, a few hours to Venice, uh, and so forth. Uh, the other thing is there's so much talent in this region, probably untapped. Um. As well for other companies or in general. Uh, and the third, there's great hospitality here. So when we started off developing flexkeeping we did predominantly have customers from our regions. Uh, which end to be one of the best hospitality companies if you, if you ask me. So the service level, service quality is really good. The property sizes are good. There's a lot of resorts. Um, we immediately went into complex operations, into full service operations where you really learn about a hospitality so much. Um, so. Those are all the aspects that really helped us, uh, create story of flex keeping, um, yeah, through the years. So I think it's a great, it's a great geo geolocation to be in, honestly, next to being super nice as you know yourself by Adam Mogelosnky: Oh yeah. It's, uh, for anyone who hasn't been to Slovenia, it's, it is a gem. Like it, it is, it is everything and more for what they say about how good it's, so that part of the world also has a lot of independent hotels and small groups, and these are hotel chains or hotels that really do need service optimization systems. Uh, but they're also struggling for budget, uh, and resources because they don't necessarily have the. Corporate over lowers to help them sort through why the system is important. So how do does a sauce and flex keeping within that really help independence and small groups to better manage the guest experience and also help, um, help derive more value for the business. Luka Berger: So Adam, I think that, um. It's true that our region is more full of independence and smaller groups, but I think that question is applicable to any size, especially bigger groups as well. The bigger you are, the more it's applicable. Um, so again, like, so one of the basic values of, of our platform is that, um, it brings out of the box savings and ROI through time savings and cost savings just. For the pure purpose of automation and, and all the things we've talked about before, so it just saves you all of that. Immediately out of the box. So any size of property you're running, you do not want to be wasting time on like calls or figuring stuff out because that's all time that you're not investing either into guests or into just improving your services anyway. They could be improved. Right? So that's, that's number one. And that's irrelevant from the size. Obviously. It does. That benefit does get better as your size gets bigger. Then when we come to groups, this is where. Where, where the value really starts getting big and, and just crucial. It's when you know you need to look at, at the system being across all of your properties and. Um, automating and kind of also monitoring all of your services. This then gives you kind of the insights of what's really happening. And this is, again, we're coming into the data part because what was super hard to understand in the past, especially if you're not digitized in that way, that that every action you were doing in operations is actually being executed digital digitally as well. Um. You now actually can get a bird eye view into your operations and start bench marking. Start comparing, start finding patterns that lead into, you know, higher qual quality, lower productivity, whatever that is. You can start getting smarter. You know, you can start going from like, okay, what's my number one problem in. Whichever department, let's say, let's say maintenance to like what's actually driving that problem? You know, which are the dynamics, what's, what's the guest segment that's attributed to it? Uh, what are the trends, you know, in staffing and stuff like that. So it, this is really where this gets super valuable. And then any mid-sized, any company. So again, like I think this is. It's not attached to a size of the hotel. It does get, get more frequent with the, as the size increases of the companies, but you get strategic about driving, um, your operations and your business. Usually the core three, four KPIs of every company are like, okay, we need to be efficient. We want to have staff satisfaction. 'cause we wanna retain staff, especially as there are no staff. We want to have guest satisfaction as high as possible. 'cause that drives all, all the other business so well. Uh, and then we wanna drive profitability of course. And then you might have also ESG and other, other goals, right? For that you critically need a system like in place because that's what actually drives it the. Adam, we can, this, this is so, so broad and deep and high and everything, so, you know, um, it's just crucial these days. You cannot operate without a system like flex keeping. If you, if you wanna create, if you wanna drive your business the way you wanna drive it, uh, long term, you know. Adam Mogelosnky: Yeah. And this is the whole thing with, uh, more so at the group level where you can get more data and benchmark and really get granular with your questions. And really, um, one fallback I've always heard is that. Data doesn't necessarily solve your issues, but getting the data allows you to ask better questions, uh, as you're going through, and really drive down to the why behind why something, but behind what is happening. Luka Berger: data doesn't solve it at all. Right. It just might give you an idea why it's even happening so that you can solve it. Uh, for sure. For sure. Yeah. But without it, you are. Yeah. I think you're, you're nowhere if you don't have it. Yeah. Adam Mogelosnky: And uh, within that, I remember you mentioned, uh, a term, uh, that is something that could be done off this, which is activity based costing, Luka Berger: Yeah. Adam Mogelosnky: and that's sort of an emerging field. Within this whole idea of getting granular with your data, can you unpack what that term means and how it adds value to to hotels? Luka Berger: So activity based costing is kind of a, a thing that ha uh, is an old theory. I think it stem from, uh, from, you know, production lines back in the industries. To kind of breaking it up very easily. It's about understanding how individual activities in your production line, or in our case in our operations, uh, kind of contribute to kind of the total cost of your operations. Now, what I think is super interesting and is going to define kind of the future profitability management in hospitality is understanding how. Activities that we are doing in operations are attributed to guests. And I'm not talking about guests segments at large, like business versus leisure or whatever is the segmentation. Uh, I'm talking about a guest like Adam and Luka, you know, how are we two? Same, but different. If you're traveling, uh, you know, we, we might be both business travelers, but then our habits when staying in a room might be totally different, right? So. Either one of us, it might be lower higher maintenance, it might be more or less service orderings, uh, it might be more or less cleaning. And if you can be able, if you are able to collect that, then you're able also to attribute that. And then ultimately, you know, you would get to, um, to the real profitability of me or you. And that might. Game changed completely your revenue management down the road, I think it's one of the most exciting, um, opportunities in the future of, of profit management in hospitality. Adam Mogelosnky: I'm wondering if you could unpack this some more. 'cause it is an incredibly exciting, uh, area, but one difficult area within that may be the attribution of everything. Uh, can you unpack how you're able to actually do that? Luka Berger: Um, so the biggest problem in the past in operations was that, especially because it was not digitized again, you know, there were no platforms like flex team and or similar for other departments as well, is that you don't know exactly, um, what's being done or how much time or resource is being kind of. Used for it. So the game changer here is that when you are using flex keeping for all tho those operational parts, you understand now every detail. Every activity that's being done from the scheduled part to the guest related part. So for example, if we are super simple and just keep it to housekeeping, you would understand how much time was needed. Uh, what was the linens, uh, and linen count that was used. What were the shampoos and all that stuff that was being kind of exchanged or, you know, um. Uh, top, top, what was the, which were the coffees that were drank, et cetera, et cetera. You would understand the same dynamics for maintenance and for other services. Um. This is what then starts enabling you to understand every guest individual, because you can attribute it to him or her or that guest. Um, and that then you need to add, to get to that ultimate profit management. You'll need to add o obviously cost from, you know, the front office, the spa area, the kitchen, the, all of the f and b services. Every service that you are, you're actually running in the property. Um, so it's not just the housekeeping part, it's the whole operational. Aspect of everything. Um, but we are getting there. We're getting there, right? So that's the exciting part. So the data, I think, is here, the next step is not to connect it, and then the next step is to actionize it, um, on the revenue generation part, which is the Yeah, the point of sale and, and so forth. So I, I think it's gonna be a game changer, Adam. Adam Mogelosnky: Well, I, I, I think it already is in a lot of ways, uh, just for using different terminology and the real, um, the, the game changer, I think is the connecting of. Revenues to costs here to get a proper, accurate picture of total profitability, which is something that I've always stood for. And, um, I wanna also talk about how activity-based costing can be reflected through the context of the guest as that changes over time. So, this is the whole thing that the classic case there would be a corporate. Guest has a shorter length of stay, so therefore big cost, checkout clean, but they're barely using the room, versus a family maybe stays longer and you need to do a deep clean every single time there be, you know, the, the rugs are destroyed by kids and all that stuff. So how could you walk me through that picture of how we can itemize through the lens of activity based costing those 2D different guest profiles to then be reflected? What a revenue director is doing to cost a product differently for a family versus a corporate hotel guest. Luka Berger: Yeah. So I mean, what you're asking is effectively, like how do you implement that on the sales side? Uh, is that correct? Yeah. Adam Mogelosnky: Yeah, And it's a, it's the, it's the holy grail, right? I'm not asking for much just the Holy Grail. Luka Berger: Yeah. yeah, Exactly. Yeah. No, that's easy. That's easy. We can do that. That's what we, I mean, look, um, obviously there's so. I I think that for years, you know, or up until now, the, the vast majority of focus goes into how do we sell more and how do we sell more efficien efficiently, and how do we sell cheaper, et cetera, et cetera. So that's where the focus was all the time. I think that the unlocker here is that now operations is coming in, uh, and operations is starting to feed the missing part. Uh. And so how do you actualize that is probably very much down to also what your sales channels are doing today, right on where, your revenue is coming from. So if you are today, probably on. I dunno. Let's say 30, 40, 50% O-D-A-O-T-A or even more, then you're gonna have a harder time, uh, actualizing that because I guess, you know, there's a limit, probably a limited amount of data you have, uh, about the guest that's about to book. Uh, 'cause you're probably not managing that yourself. But if you are moving up, the percentage of, I'm going direct. I'm getting guests directly over via my own own channels. This is, I think, um, those are the types of businesses that are gonna, that are gonna see the game changing impact as soon as possible. And this is where I've seen already projects we've been discussing already projects, um, looking at how do we connect those two points at the point of sale? At the moment of sale. Um, this is where it gets amazing, you know, and this can be in an email, this can be in a call. This can be, it needs to be absolutely supported by. By good software, good systems, by real-time data collection and data aggregation and, and all that stuff. Uh, and I can tell there are some companies out there also in our region that are doing super good job and are just like that, that only that much away from kind of unlocking the first, uh, levels of that. But I'd say, I would say that probably the ones that are on a higher percentage of direct sales are the ones that are gonna be the, the early winners for sure. Um, so yeah, I, I think that's one of the key aspects here, how to control that, that point of sale. Uh, to, to drive that. Yeah. Adam Mogelosnky: Yeah, and it ties in nicely to the whole point of service optimization. It's not just about servicing the guest who's coming to you for the first time off the OTA, but making such a good impression through the service that they choose you again, and hopefully they book direct. So there is already an inherent connection between service optimization and direct channel, which then lowers the acquisition costs even without anything that's like hyperdynamic in its connectability. Luka Berger: Absolutely. I mean that's, you know, that's one of the key outcomes of service optimization anyway. So by, you know, it all goes like, okay, you save time, you optimize, you start investing more, be it in your services or training, et cetera, et cetera. All of that ends up in higher quality. That builds loyalty. That should be building repeat bookings that are direct, and there you go. Right? And that is on, at that point. If you add on, add that data layer, if you have that data available in real time, that's exactly where you then maximize your, your net, you know, uh, price per guest. So, and that, that will be the holy de grail. A very simple, Adam, there's your form formula. You see, we've kind of laid out. Yeah, yeah, Adam Mogelosnky: already there. And then, uh, it's just only a thousand hours of work to actually implement that. Luka Berger: Yeah. yeah. yeah. Adam Mogelosnky: So we're coming to you in early October and we have to circle back to the Mews acquisition. Tell us about how this came about and what it means for the industry? Luka Berger: Yeah. So this acquisition really came about on, um, us and you working together now for, for many years, super successfully. Um. For really driving great value together for our customers. So I have to say that Muse was one of the main partners so far, uh, in the PMS sense. And, um, some of the customers that we onboarded together over the past few years really saw amazing, amazing, amazing results. And that's one of the important aspects. The other important aspect is that, you know, since years, um, us looking at them, them looking at us. Two companies that are operating in a very, very similar way. So it's all based on like a vision of what's the future of hospitality, how should it look like? Um, it should be driven by people, you know, staff are at the center of it. Uh, we have visions that are super similar. Similar in terms of how hospitality looks, like, how it's operated, what drives success, um, you know, and, and how to build that. For us, um, I think on both sides, it just felt natural to come together and to, to do that together. So. I think there is a big kudos and respect to be, uh, a set for, um, for Richard and Matt from, from the side of Muse, you know, to recognizing the importance of operations, uh, and specifically housekeepers as flex keeping is recognized predominantly as a housekeeping software and, and we're happy about that. Um, we, we are happy to represent the housekeeping, uh, crew, you know, because it's, it's, it's the underdog of the industry, but at the same time, the heart of the industry. Yeah, yeah, for sure. So we're happy about that. Um, and so the kudos and respect goes because they recognize that this is the key, uh, part of the industry going forward as well. And I think that is setting the tone of what's to come, you know, um, that just sets the tone that at news, they are, we are now, uh, about really to shape and transform the future of hospitality. And, you know, as we've talked before. Um, staffing is one of the major problems we were out to, to resolve that, to change how, how the future looks like in operations. Uh, I guess by joining the, the Muse crew, uh, we are just doing, gonna do that on a much larger scale and, um, and that's what I'm looking super forward to. So, so to just, uh, yeah. Transform hospital. Adam Mogelosnky: Oh yeah. You mentioned, um, you know, the, the, the partnerships and, um, one other aspect to all hospitality technology is it's not just about the features, it's also about the interface. For, not just for guests, but for teams as well. And when a server, a housekeeper is on the fly, they need something that's highly intuitive. So I'm wondering how have you considered the end users of your technology, the housekeepers uh, into flex keeping? And then what does that mean, uh, for the future of feature design? Luka Berger: Yeah, exactly. That's, that's such a great question, Adam, because, so here, here's where me being a housekeeper was kind of very, very, um, uh, key to, to how we've built the interface from the get go. So. Us from the beginning. Our philosophy of why we've even started to build flag keeping was we, because we wanted to make the days the daily jobs of housekeepers and other staff members easier. We honestly wanted to do that because they are doing a really, really tough job. So the way we did that is that we always had this philosophy of, okay, technology needs to be shadowing people, so you should like think about it like it needs to, because you need to interact with it. You should never be stopped at your work. And one of the obvious way, um, of doing that is by just creating a super easy interface. So that was the thing, number one for flex keeping since day one, to just have the interface as nice and beautiful and seamless as possible. Few clicks and that's it. Um, how this is being. Reflected or how we are seeing it today is by, uh, I, I don't know if you've seen, last year we released the first version of our flexi flexi ai, uh, which is an AI assistant, which elementary, what it does is it enables you to only speak to, to flex giving in your own native language. Uh, and then the, the system does, does the rest, you know, so that means that wherever you're from, you just say, Hey. Guests from 1 0 2, they, uh, really like champagne. Let's, let's book it on their account for next time. You know, it could also be a repeat, uh, kind of task. Or let's say guests need an extra pillow, please deliver it by 4:00 PM and the system will understand structure, send and schedule, uh, the task for the next time. And this is, this is the key differentiator. So this is how we are thinking of the future, right? So staff are. Staff are multilingual, multicultural, different tech literacy, literacy, uh, and this is for example, where AI can be a huge game changer on that aspect as well. So just to come back to your initial point, Adam, I think that, um, user interface is, is absolutely a key aspect of making any, uh, service optimization system, uh, successful and to drive results that you wanna drive, to drive with it. Adam Mogelosnky: So I, I just wanna unpack what you've talked about, your future features with flexi ai. So this is, in essence, it's conversational. Housekeeping or conversational work orders. Uh, the term hasn't been defined, but essentially somebody's able to talk into their native language. It's speech to text. Then from there, that text is converted to probably to English or just automatically interpreted, and then the, the semantics of that is pulled out, and that data can then be parsed out into, within inflex, keeping into individual ticketing or work orders. Or it can be, it can be called up from the guest profile to either add to the guest profile or pull out additional information to create new tickets. Is that, is that, is that sort of summarizing what the workflow is? Luka Berger: Exactly. So, at the moment, what it does, what we do at the moment is we can actionize any Yeah. Actually all of those cases. Yeah. Uh, what it, what we, what it will be able in the future is far more than that. So what we've envisioned always is exactly like kind of you describe it is like. A conversational companion. If you want, um, someone you can just talk to. This is how you have something that literally just shadows you and you can go beyond only, um, let's say reaction or repetitive tasks such as extra pillows or, you know, the AC needs fixing, which is the most common use cases. Yeah, definitely. We need to enable staff to see and listen, uh, and then be also the drivers of personalization going forward and that. Can tap into gas, gas profiles that can tap into preferences, that can tap into any aspect of operations. Um, because that's the key. I think that, you know, true hospitality happens kind of in every corner of, of the hotel. You know, it happens at breakfast, it happens in the room when you're cleaning the room. It happens at the front office. Um, and the key to to, to better experiences and to more personalization and all of that is to enable staff to just. Um, tell that super simply share that super simply with everyone else, and then have the system helping you out with understanding and, and actually, uh, you know, actualizing that. So it's, it's super, super exciting, uh, uh, where this will be going in the Adam Mogelosnky: It's, It's, huge 'cause it, it saves time and it makes it, you can more easily onboard, uh, team members. They feel more comfortable 'cause they don't need to understand some dos looking system. Plugging individual things and that's what they don't want. They wanna be front facing and on the fly going like this, just speaking into a, into a machine and it can automatically interpret it. Um, so one other thing we have to talk about here, and you mentioned this feature, is the movement towards more flexible working arrangements. you know, you look at the original. Breed of, of sauces of service optimization systems. And it was essentially digitalizing the paper and pen without changing the underlying business process of having your, uh, your daily huddle or your morning meeting at seven 30, giving your room assignments and then letting the team all get started all at once. And now what we're, now what we're seeing is, okay, well. Why do we need to have all of our housekeepers start at 8:00 AM or for, you know, turndown service? Start at 6:00 PM Let's make it more flexible. If you know a room, it, uh, doesn't need to be cleaned till 9:00 PM you could give it to somebody who's more of a night owl. Can you describe, uh, what this progression is and, uh, what are some of the features that are enabling this? Luka Berger: Yeah, Adam, I would perhaps zoom out a little bit to answer that, that, that question because it's like, so it really taps into the problem of staffing at large in the industry and also in the kind of changing. Preferences and needs also of, of, of the new generations of staffing and then all the technological impacts. So what I wanna say is that, so on one hand. So staff is, staff are scar. So there's not enough staff that's on one end. Uh, then the needs are like, people wanna have flexibility, right? This people don't wanna work eight to four. And that's the same also for housekeeping, any other industry. The third thing is that, as you said, like, uh, a day has 24 hours, but today actually most services, especially again in housekeeping, are being done eight to four. There's maybe one housekeeper in the afternoon shift, and, and that's it. So that also means there's so much unused time every day that you could still continue, uh, those services. Then there's come, there comes AI and robotics and other systems into the play of the future operational landscape, right? So what's gonna drive tasks? What's gonna execute tasks in the future? Um, all of that needs to be looked at together. If you're looking at what's flexible staffing. Scheduling means, uh, in the future. So if you're looking at only people and people executing tasks, definitely. So then those, these are two, those two aspects. So how much time does one individual have in a day? Uh, and how much time does a day have? Right? So you can have a person that is only only available to, to do one hour in a day, and that can be assigned. In any of the 24 hours. Then there's another layer to this, which is that, uh, let's say in housekeeping, again, a room cleaning doesn't necessarily mean only one room as a complete function. You know, it can also be a sequence of tasks. It can also mean, I don't know, vacuuming, uh, changing linens. It can mean public area cleaning. You know, it's so, there's so many aspects that you can break down or just. Uh, flex device if you want. Adam Mogelosnky: Flex device. I like that. Luka Berger: But you see, you see Adam, where the, where the key changer is. The key changer is to manage this. This is, this is one of the huge problems why this was also probably not done in the past. 'cause you need to be able to forecast and automate scheduling and planning of that. If you don't have that. It's impossible. It's, it's like, and this is an, this brings me to another, uh, aspect of the system of flex keeping that that is super crucial for hospitality, for hotels, drawing more revenue. Which is that, uh, how do you make more money out of the current capacity? You know, we've, we've seen many, many examples of operations in the past years where they just don't wanna sell more, even if they would, would be able to because they're not sure if they're gonna be able to service it. So upselling is such an, such an example. Or, uh, selling the same room multiple times per day. And the source problem of that is because, again, you don't know if you're gonna be staffed enough, you don't know if you have enough resources and you don't know how to plan it in your eight, nine, or ten days, uh, sorry, hours of operation. So this is where the whole combo is, is kicking in. So you have, you need to look at the day as 24 hours. You need to look as people being able to work. Differently. And then you need to be able to automate that. And this is what makes it, uh, this is what makes it exciting. And this is what's gonna also change very much how we are staffing, how we are resourcing, and how we are revenue managing, uh, the properties. Adam Mogelosnky: So, uh, the grand strategy here is rethink the day in terms of 24 hours and variable or flexible shifts. Number two, get a system that can actually do that. Number three, start rethinking, uh, how we're engaging employees on a gig economy scale or basis. And then number four is rethink your revenue models around having better service Luka Berger: Not Just better service. Adam Mogelosnky: or more service, more different types Luka Berger: It's about more service. Exactly. More service. Yeah. Yeah. Adam Mogelosnky: And you mentioned robotics. Do you ever see a day when, uh, optimists will be. Cleaning room. Yeah, Absolutely. It's just a matter of what, Luka Berger: it's been. The feedback of the industry for the past 10 years was like, yeah, your system can do everything, but it can't clean a room. Well, guess what? Right? That's gonna change. And I don't think we're, we're, we're that much, uh, away from that point. Adam Mogelosnky: Well, um, would you dare to venture a guest at the time or year when that's gonna happen? Luka Berger: Ooh, I, you know, this is, who knows? The future is big and, uh, who knows what we're gonna do with it. Adam Mogelosnky: Awesome. Luka, is there anything else important that we haven't covered with respect to Flex? Keeping The Muse story or just in general where, where a sauce is headed? Luka Berger: Adam, just to add this, this is now a housekeeping question. Yeah. As if we need to cover any additional questions. Adam Mogelosnky: Yeah, I mean, any, anything additional that you, that you wanna throw in here or plug. Luka Berger: I, I think the, the questions were good. I think that the debate, um, during the conversation on the second part, that was super good. Uh, the starting part. Okay-Ish. But, but very interesting. Yeah. I dunno. Are you happy with the conversation? Adam Mogelosnky: I am always happy. It's a Friday. It's sunny. I'm well caffeinated. Uh, what more can you ask for? Right. Awesome, Luka. Thank you so much for coming on. Uh, it's been a fantastic conversation and uh, congratulations. Luka Berger: Thank you so much