Agnelo Fernandes – 00:00:00: I think culture is the beginning and end of pretty much any organization, right? And it depends on how you sort of take things to the next level.

Intro – 00:00:12: Welcome to the Hotel Moment podcast presented by Revinate, the podcast where we discuss how hotel technology shapes every moment of the hotelier’s experience. Tune in as we explore the cutting-edge technology transforming the hospitality industry and hear from experts and visionaries shaping the future of guest experiences. Whether you’re a hotelier or a tech enthusiast, you’re in the right place. Let’s dive in and discover how we can elevate the art of hospitality together.

Karen Stephens – 00:00:41: Hello, and welcome to the Hotel Moment Podcast. I am your host, Karen Stephens, the Chief Marketing Officer of Revinate. And today we are thrilled to have Agnelo Fernandes, a visionary leader and the CEO of Cote Hospitality. With over two decades of experience in luxury hospitality and strategic growth, Agnelo has been instrumental in transforming and elevating hospitality brands through his expertise in operations, marketing, and brand development. His commitment to innovation, culture, and mentorship has left a lasting impact on the hospitality industry, particularly in his efforts to guide and inspire young professionals. We’re excited to dive into his journey, leadership philosophy, and the future of hospitality. And I think what is really gonna come across in this podcast is what a truly genuine person Agnelo is. He’s obviously a wonderful leader and a very successful individual, but it really comes through when you talk to Agnelo, and I know you’re gonna hear it on the podcast, that his ability to, simplify and distill down what hospitality is really about, and then couple that with a strategic, innovative vision is really what makes him the leader that he is. So I hope you do enjoy it. Agnelo is gonna be joining us in Austin for our NAVIGATE Conference, April 1st through the 3rd. And so please sign up if you haven’t already, we’d love to see you there. And to get more conversations like this on the regular, make sure you subscribe to the Hotel Moment Podcast wherever you get your podcasts. And if you’re watching on YouTube, be sure to hit the follow button so you never miss an episode. And here you go, Agnelo.

Welcome to the podcast, Agnelo. It’s a pleasure to have you here.

Agnelo Fernandes – 00:02:16: Likewise, Karen. And just want to express my gratitude to you and the entire Revinate family for allowing me to sort of connect with you guys more than I have just in terms of using your products and getting to know your team at a greater level. Last couple of weeks ago was amazing. So thank you.

Karen Stephens – 00:02:33: Oh, you know what, Agnelo, you are a fan favorite for the Revinate family. So for our listeners, we just had our go-to-market yearly kickoff. We had that at Terranea Resort, which is a property where Agnelo worked for many years before his current role. So, I mean, let’s just, first of all, what an outstanding property. But we had the pleasure of Agnelo speaking to our whole team and giving us all insights about how to work with somebody at his level. So we might even come on to some of those questions at the end, because I think our other friends in technology would appreciate the insights. But for now, Agnelo, I would love to just take a step back. And I want our listeners to really understand who Cote Hospitality is. What is the portfolio? And you’re obviously the CEO there, but how do you think about the business there? And just explain to everybody what it is.

Agnelo Fernandes – 00:03:21: Absolutely. And again, thank you for the opportunity to connect today. So Cote Hospitality is currently an emerging hotel management company, but with deep roots of being around for over 100 years and being a family-owned and operated setup. A few years ago, the decision by the shareholders was to grow the company. And while we have real estate holdings, they wanted to put a special emphasis on the hospitality side of things. So as I sort of joined the organization just a shade over two years ago, I was on that mission to rebrand the organization, shift the culture, and then reposition it for strategic growth in the upcoming years. So currently we are in the boutique space, and we own and operate a dude ranch in Arizona. And probably the highlight of the dude ranch is the service that’s being delivered by our team there. But also we have over 200 horses that can actually sort of totally guide your spirit in a different direction. We also are in the medium resort space at Grand View Lodge in Nisswa, Minnesota. And then we’re also into the outdoor hospitality side of things, and we own and operate summer camps. Eventually, as we sort of progress in the next few years, it is our intention to be in the glamping, Airstream, everything related to outdoor hospitality. I think we are going to bring that blend, where it’s independent resorts naturally, but focusing on regular hospitality as well as outdoor hospitality. At this point in time, we’re still speaking to several different clients and have different things in the works. They’re getting to know the brand. And my job really is to not only to set up the culture internally, but also talk about how we plan to grow in the upcoming years.

Karen Stephens – 00:05:09: So, Agnelo, you’ve had an incredible career in hospitality. What’s the thing that’s kept you in the industry for so long? And what reminds you that what you’re doing the work for is what you’re meant to do?

Agnelo Fernandes – 00:05:23: For me, I’ve always thought about what my purpose in life is, and it keeps evolving, right, at different stages. And at this stage in my life, what keeps me going is it started out as my love for people. I have this innate desire to get to know everybody, to connect with people at different levels. And it doesn’t matter where you stack up in the organization or where you stack up in life. I’ll find a way to connect. And at best, I can sort of connect at a level where we are having a meaningful conversation, talking about life, family, our passions, and then connecting the dots. And so right through my journey, while it was never described as storytelling, the best people that I’ve connected with are storytellers. And the best storytellers, honestly, are in the hospitality industry. And none better than the ones that go to hospitality. You’ll see that if you experience one of our properties from every signature touchpoint, from the time you think about our properties to the time you land there and experience the different folks there, they’re all storytellers. So that has really kept me going is life’s all about experiences, in my opinion. And I don’t wake up thinking, what’s the worst thing that can happen today? I wake up thinking, what’s the best thing that can happen today? And how can I make somebody’s day right? And the way I look at it is I start my day with gratitude, which sort of breeds positivity, positively breeds confidence. And hopefully that trickles down throughout the organization. And that’s my motto every day, but that’s what keeps me going. And not a single day is like the previous day or not. Can I predict what happens tomorrow? Other than very carefully put down on my calendar, these are the things that I’ve got to do. And here are my priorities to be addressed most often than not. It’s the priorities around people and less about the transactional side of it. And that really pushes my buttons to try and be the best version of myself.

Karen Stephens – 00:07:13: So it’s interesting when we talk about, you mentioned the history of Cote Hospitality, which goes back to the beginning of 20th century, so early 1900s, with camps and the different assets there. So it’s got a storied history. But you’re also a big proponent of innovation. And you mentioned at the beginning, you know, you’ve been here just over two years in this role. And so can you talk a little bit about innovation and leadership throughout your career? And how do you maintain a balance for the need for cutting edge technology and processes with maintaining that personal touch, that guest experience that really drives you?

Agnelo Fernandes – 00:07:42: Sure. So, you know, for us at Cote, innovation is the term that goes along with the type of people that we have on our team, and the type of people that we infuse through our hiring process. So personally, I’m very deliberate. My team usually tries to push me along during the hiring process. And the reason I’m deliberate is because I started with this question, you know, “Can I trust you with my brand?” And I asked that question, four or five different forums, till I am convinced that this is the person that needs to be on the team. I like to think that we’ve got an amazing team to begin with. But the additions that come in are folks that come from diverse backgrounds that have had different experiences. They’re well-traveled. They have a level of sophistication. Doesn’t mean that you’ve been at five and six star resorts. It’s just that it means that you’ve experienced different things in life and maybe in different cultures throughout. So I look at that, the blending of that and having these open, transparent discussions where no answer is the wrong answer is just you’re going to spit out what you have and maybe it inspires some thought. And so we have this in our setup with our leadership and the rest of the team. And I do that through basic things like town halls, open conversations. There is no talk to Agnelo in confidence. I just don’t subscribe to that philosophy. If you have a situation, please pick up the phone, email, text me. However, everybody’s got my cell phone. So that’s the basic side of it, but then you move to the technology side of it, right? And being the company that we are, we actually went through a digital transformation as I joined the organization, and we are still – it’s ever evolving. It’s not that we’ve arrived now by no means. And so. As you think about the digital, the technology side of things, it starts with the basics. What do our guests need, and how can we think about that workflow that simplifies things? And on the back end, how can we deliver that with ease? Taking out all the complexities of it being as old as I am right now, one thing’s for sure, the more we simplify life, the easier things get. And so we look at what is it that’s going to help simplify things. And so we’re being not only efficient, but being effective in the way we touch our guests, in the way we touch our associates, in the way we report things out to the marketplace? And I think that’s where, for us, technology has made a big difference, right? And speaking specifically to understanding personalization and customization for our guests, that’s where Revinate was top of mind for us. And we’re excited that we’re now able to totally understand our guests. And that’s the wave today. It’s not even the next wave. But two years ago, when I thought about it, it was the next wave. Being small, being intimate, the more we know our guests, the more we can hyper-target. And that’s what we leverage the Revinate tool, fo us, made us exceptional. The other piece of the equation, and it’s what’s very close to our shareholders especially. It’s, “What’s our reputation in the marketplace?” And so when we look at our NPS scores, our surveys, we do deep dives into it on a monthly basis. And we try to understand what is it that makes us tick, and what is it that’s holding us back. And then you address those issues. So I think specifically to the marketing side of things, Revinate’s been a big help. And now with the onset of RezForce, I think we’re going to get even more powerful. There’s still a lot of work to be done. We’re installing at least another five different sets of technology platforms in the next four months. That has my team going, okay, let’s go. So by the time fall rolls around, I think we’ll be at probably about 90% of where I envisioned us to be in terms of technology.

Karen Stephens – 00:11:21: Wow, that’s incredible. So first of all, thank you so much for acknowledging our platform. And we love working with companies like yours that have a vision, and we can build that together. You mentioned RezForce. I wanna just make sure our listeners know what that is because not everybody does. So that’s an overflow call center service. And what we do is strive to make sure that when your team logs off and the calls roll to our team, that they know everything they need to know about the property so they become an extension of your team. So that’s really critical for us as well. So Agnelo, with your extensive experience in both luxury resorts and destination travel, what key factors do you believe set successful destination hotels apart from the competition? And how do you think, I know there’s a lot of independent hotels out there, how can they leverage best practices to kind of compete in that space?

Agnelo Fernandes – 00:12:09: Sure, I think the way my approach to things is simple. Get to know yourself first. So this is as an example, every time I’ve approached a situation where, it’s a new launch or it requires a turnkey operations to sort of reposition something, I get back to the basics. And the basics is knowing ourselves, understanding our strengths, knowing our areas of opportunity, understanding what those external threats are, and then figuring out how you sort of tie these in. You connect the dots, and the most important piece of this whole puzzle is to have the right team, of course. But once we know our internal strengths and opportunities, the next phase of it is like developing your value proposition. There’s no sense in going out to the marketplace and not knowing who you are, what you stand for, and what do you offer to that client you’re sitting in front of. By doing the right research, of course, you want to be sitting in front of the right prospect. So as far as the way I look at it is, once we have that defined, then comes the other pieces of the brand architecture. You know, what’s our essence? What is our experience? What is our voice? What differentiates us from the marketplace? And so we actually identify these things, right? We have our identity matrix, and we have our brand architecture. And we did this all internally. We do not want to go outside. I mean, I’m very passionate about branding in the GTM space, so to speak. And so I took it upon myself and my team to leverage the tools and the institutional knowledge we had to say, here’s how we define ourselves. Now, it’s only after we did all this stuff that we even start thinking about who the competitors are. Obviously, we know what the competition is. We know what the market dynamics are. But our focus was purely on who we are, what we represent, what we offer, and what do we add as value. In terms of best practices, I think the key is, worry less about what your competition is doing, and focus more on what you’re offering as your first step. If you are doing what you’re supposed to be doing in the manner that’s intentional and thoughtful, then you’re probably leading the market. You’re probably one or two in that space. And in our case, we are at that level right now. There are times, of course, we lose a certain segment, group or transient, and then it becomes a matter of pride. And then you’re like, “Okay, what happened there?” And we do a very, very good job of tracking our history because that makes budgeting for the future easier. And again, I think nothing more important than listening to the voice of your clients, your guests, and most importantly, the voice of your associates. Because in my mind, there are certain things at the strategy level, I feel that I add more value. But then at a tactical level, at a guest-facing, client-facing level, maybe a little bit more, a little less, even though I tend to know who we’re dealing with. But that’s when I lean on my team to say, so tell me what we need to do. So just in terms of keeping it simple, know yourself, know your value proposition, understand what your brand is and what it represents, delivering that ultimate promise. And of course, listening to the voice of your associates, the voice of your guests, and other constituents that enable you to be the best version of yourself.

Karen Stephens – 00:15:15: That leads me to my next question, and you answered part of it. So the question is, your leadership is deeply rooted in the value of culture, and that really comes across. I think you have an open-door policy and the rest. And you’ve done all this work internally to identify the brand and who you are. So how do you foster a strong company culture where you’re driving high performance and operational excellence at that tactical level to align to those core values? How do you think about that?

Agnelo Fernandes – 00:15:43: Absolutely, and this will be a repetitious theme. It’s all about the people that we have on our team. And like every CEO or every leader that walks into their space, you’ve got to assess the situation. You’ve got to understand what’s propelling you forward and what’s holding you back. And so that’s kind of part of the assessment. So I looked at that, and if you look at our strategic priorities in our organization, it starts with culture. It doesn’t start with top line. It doesn’t start with anything else but culture and leadership. And I spent a good part of my first two years resetting culture. And in some cases, I had to do minor tweaks and in some cases, major cleanses. And I’ve been able to develop a phenomenal network of mentors. And me being in my role for the first time. I chose not to leverage any resources for executive coaching. I put that into the culture building. And then I said all my life, I’ve worked towards building a network of amazing individuals that I can just lean on and get informal feedback. And the first thing they said was, if you’re going to make any strides, you’ve got to make sure you have the best of the best on your team. Otherwise, you’re not going to go anywhere. And I did take that to heart. But I wasn’t able to act as fast as I could have. And some things are beyond my control, and some things were like it just takes time to manifest. But once I was able to do that, I had to think about how I humanize the engagement because I felt a lot of folks were apprehensive about reaching out, and being vocal. And they, for the most part, still very, very quiet. And they kind of listen more than they should speak. And I try to encourage them because I literally pause to ask questions, to ask for thoughts. But the most important thing in building culture is for me to be myself, and understand that people are watching and people are observing and people are forming impressions and forming opinions. So not for a moment do I think. I take this for granted. Not for a moment do I walk into my role thinking that it’s going to be okay to do this or do that. The only place I take liberties is when we are in that spirit of innovation. I tell the team, don’t be afraid to fail as long as we’ve talked about it. As long as we’ve thought together in a collaborative fashion. As long as you have the support to say, okay, I’ve got my safety net. If I’m going to do something different, let’s go for it. And I’ve received several notes from our team members across the company saying, “Thanks for allowing us to express ourselves because it feels like we’re valued. It feels like we’re being listened to.” And I have my own personal brag book, and I really save all of these things. I’ve saved every performance review, every accolade written by my bosses, or anything given to me. It’s my inspiration to say, this is how I’m going to be myself, and this is how I’m going to operate. I think culture is the beginning and end of pretty much any organization, right? And it depends on how you sort of take things to the next level. I focus a lot on the happiness aspect. I want to make sure that if somebody is not happy, then how do we reset? And sometimes that reset could be very easy because it’s something that we hadn’t talked about. And sometimes it could be a hard reset to say, I totally understand. We can’t offer this to you, but how can I help you think about what’s next in your career? And people that have worked with me will tell you that I’ve been known to help them think about their resumes, think about their elevator pitches, think about what their LinkedIn looks like, and even do mock interviews. And in some cases they have said, “This is not for me anymore, so I’m going to explore new pastures.” And we remain friends for life. But in some cases they have stayed back and they said, “I’m not going to get this anywhere else. And I don’t do it with that motive in mind.” For me, it’s my love for people. And I just want to make sure that everybody gets the best or is the best version of themselves and not think about how can I be the next whoever, because that doesn’t matter.

Karen Stephens – 00:19:42: I love so much of what you said there, Agnelo. I mean, I think we started off earlier in the conversation, talking about how you’re a positive person, generally speaking. And I was going to ask you about how do you inspire young professionals. You hit a lot of that right there. But the one thing I really wanted to call out is that you said you have a brag book for yourself. So obviously, just reminding yourself as you go throughout your career where you have been successful, because I think so often so many of us are so hard on ourselves. We’re always trying to get to that next level. And being able to look back and give yourself confidence to move forward. And I love that. The other thing I wanted to call out was, don’t be afraid to take risks. So you mentioned you’ve been on this path of innovation. You’re about 90% complete. And this is where I’m going to throw my vendor buddies a bone, because when you came to talk to us at the sales kickoff, we asked you a lot about if you’re someone who is you’re a buyer of innovation, you’re a believer in innovation. How do you like to work with people who are trying to sell you products that innovate?

Agnelo Fernandes – 00:20:45: Yeah, for me, it really starts with, I look less at the transactional side of things, and I try to understand who’s in front of me. And I can, you know, as I said at GTM Meeting, I can in 30 seconds verify whether this conversation is going anywhere or not. And I’m sure most people can. But really the way I look at stuff is in terms of developing whatever it is in terms of a vendor relationship is if they’re able to educate me, they’re able to sort of understand my needs, they’re able to be that guide. One of the best pitches I heard was from your organization, and they started off with a trend in the industry. And that in itself was like, okay, this person did their research, they understood my pain points, and they’re telling me about this trend that they can help us back in terms of that. So they are able to sort of build that relationship, earn trust, and position themselves as a true partner versus a vendor. I think that’s their first step. And usually you can kind of look into somebody’s eyes, and their demeanor, and figure out whether they are a hard transactional push or they’re really here for the long haul. It’s just not a one-time thing. I’m going to be here for you right through the implementation and then the support. And to me, that’s the biggest side of things. And all that, Karen, in my mind, literally happens in the first 90 seconds. And the way I think about it is that if they’re able to connect with me, lock into my psyche, it’s kind of that elevator pitch when you interview somebody for a job. I mean, you’ve got tremendous experience, and I mean, your background is incredible too. But you can in 90 seconds say, this is a courtesy for the next 10 minutes, if at all, because we don’t want anybody to feel out of sorts. Or you can say, this is the winner. Or this person has the attitude and the potential. So that’s exactly how we evaluate people. And you know, in terms of hospitality, it is a business that thrives on the human connection, period. That’s what we do. That’s what we love. We love people. I think the best hoteliers, first think about people. And if they’re able to do that, then I think you’ve got a great start. So being a trusted advisor, focusing on the service side of things, and you do that by forming a connection and think about relationships first. Speak the hotelier’s language. A lot of times these conversations go into the technical side of things. Candidly, who cares? Because everybody else can do the same thing for the most part, right? It’s just like when you pick a hotel or an airline, you’re going to get from point A to point B. You’re going to get a room. You’re going to get a spike. The people buy from people they like and people they trust. And so to me, if I find somebody who feels like a consultant, a partner, and doesn’t think transaction, and is really able to solve problems versus trying to think about, well, I’d like to know more about this. Well, you can ask that question. It’s a great lead-on question, but not without the salesperson already having researched stuff. So I tell people all the time, do your research. Now you have AI as your tool. And AI is a great equalizer. And so you can set up, follow them on LinkedIn. I make sure our sales team, whenever they prospect a client, that they’re checking LinkedIn, they’re checking their social platforms and also setting Google Alerts. And I learned this the hard way because there was a time that we had booked a whale of a business years ago in another setting. And we had no clue. The entire C-suite changed of a publicly traded company. Now that information, nobody would ever tell you. And we’re like, how are we caught flat-footed? This is absurd. And it then dawned on me that I, just being a little bit of a nerd in terms of technology, not a big one, it dawned on me that if I said Google Alerts, just like I do for the stocks and investments that I have, I could actually figure out at least be half a step in front of everybody else and say, I’ve seen this change and does it impact anything that you’re going to do? Because you know what a new leader comes in will do. He’ll take off all the I want’s versus the I need’s. So yeah, I think your team, I felt, especially in that room, it was electric. I have never been part of a session where the Q&A session superseded, reset the stage. I thought the presenters, my fellow presenters did a great job. But the line of questioning was spot on. There seemed to be energy. There seemed to be drive. There seemed to be, you know, that ambition to get to a certain level. I just would say that if there’s a message that I would give to anybody in the industry or, you know, no matter what you’re selling, just kind of use the old SAVE approach, you know, use the situation. I ask questions, you know, understand the value and then engage in the framework to have a conversation that’s meaningful and effective. So that’s kind of my approach.

Karen Stephens – 00:25:26: I love it. Well, thank you for that. Like I said, I’m throwing a bone to the vendors out there. You’ll see if they listen to this one because you’ll see if they come correct next time they try to sell you something.

Agnelo Fernandes – 00:25:36: I’m sure there are a lot of people that know more about selling than I do. It’s just being in front of the research, right? Knowing where our needs are.

Karen Stephens – 00:25:43: Right. Absolutely. You’re not selling. You’re helping somebody build, solve a problem and get an outcome that they’re looking for. It’s not about the technology. It’s about the outcome. And it’s about the partnership. And I think one thing that I love about our company in particular is that so many of us are hoteliers. We come from that background. And like you said, it’s such a unique industry because people are at the core of it. So it’s just fun to be able to work in those parameters. Okay. So my final question for you, looking ahead, what do you think will be the most important trend in hospitality over the next five years? And how is Cote Hospitality preparing for it?

Agnelo Fernandes – 00:26:15: Yeah, I think as much as I know today, it’s all about the integration of artificial intelligence and generative artificial intelligence, of course. I think years ago when I joined the industry, we didn’t have internet. I still remember transitioning to a computerized state. And we were like, okay, of course we had gone to college and used computers, but not to the extent that you were going to use in the workplace. And it completely transformed how you took a reservation to how you build your hotel and then balance the hotel and the likes, right? Then came the next big thing, which was the internet. Then we had email. Then we had the internet. And we started doing our research on the internet. And that became the great equalizer. But I think what’s happened with AI, and I’ve been tracking this for the last maybe two years since I joined Cote Hospitality. I knew that we were going to be small, but we also wanted to be mighty. And we were going to be one of those emerging companies that made a difference in the space. I do think that if we are to be relevant, to understand not only is AI impacting revenue generation, marketing, it’s impacting everything. I actually made a list of 40 different things that AI could impact in our business here at Cote Hospitality. And I said, ‘holy smokes, it’s people and it’s AI.’ And so people, it’s never going to change. It’s been as old as the Bethlehem story, you know, and so they can offer a manger to say, okay, can’t find a hotel room or can’t find an inn to stay in. Well, here’s a place that you can stay in and they call it accommodation. To today, I mean, look at the guest journey today. And we picked 10 points. We can’t really make an impact with our signature moments at 10 different points. It’s just humanly impossible. But I do believe that if we have our human-powered thinking caps on to think about how that works, and then complement that with all the technology at our fingertips, right? And I’m talking about understanding from our M&A marketing suite, who are we marketing to? How are we marketing to them? How do we personalize things? Where are we going to message to? Who’s our audience? What’s the voice and the message that we are pushing to the point where they actually, pre-arrival point when the decision’s being made that they’re choosing Grand View Lodge or Tanker Birdie Ranch in Arizona. Everything can be driven by artificial intelligence. And so I think about how do we do this? Personalization and customization have been the buzzwords we’ve been using for the last 10 years as marketeers, and never has it been so promising in my view than what I’m seeing in front of me today. So we actually at our company, we spend an hour a week just playing around on AI. And the way we do it is we just think of all the problems we’ve had through the week and we have our leadership meetings and sometimes we’re able to solve those problems, easily because we’ve got the experience and the wisdom and the knowledge. But then sometimes you’re like at an impasse. And my mantra as the team is don’t leverage AI to solve your issue. If it happens, great. But use AI to be inspired to think about different options, right? And so we actually have it on our calendar. And so we then talk about it the next week. And so as we think about everything is going to be driven off our AI enterprise solution as we move forward, there’s no question about it. It’s how do we become efficient. And I know that the old adage, everybody’s that mind space that AI is out to get me. I personally believe that being in this space as long as I’ve been, the only way I’ve stayed relevant is by staying ahead of trends and no bigger trend that I’ve stayed ahead of it is more than is done in this technology. And so I’m dangerous enough to understand the different tracks from data to some of the cybersecurity issues to some of the pitfalls. But most importantly, I spend most my time, figuring out what is it that we can do to get ourselves to the next level. So honestly, I don’t think my answer is any different than what you probably hear from leaders in the industry. It is AI. It’s the integration of people first and AI to complement it. And I think in the next five years, you may be talking to an AI version of myself.

Karen Stephens – 00:30:27: I sure hope not. I know you’re kidding. Of course. Well, thanks, Agnelo. That’s great. You know, this is a good time for me to plug our NAVIGATE Conference, which is coming up in Austin, Texas from April 1st to the 3rd, we have a few tickets left, and I’m going to be on main stage, hosting a panel with Agnelo. I’m very excited about that at the conference. So if you’re looking to meet with other leaders and we’re going to be talking about all kinds of fun things, AI, data, technology. So it’s going to be fun. So Agnelo, I want to thank you for your time today. Thank you so much for being my guest.

Agnelo Fernandes – 00:31:04: Thank you, Karen. I really appreciate the opportunity and we’ll see you soon.

Karen Stephens – 00:31:07: See you soon.

Agnelo Fernandes – 00:31:08: Thank you.

Outro – 00:31:09: Thank you for joining us on this episode of Hotel Moment by Revinate. Our community of hoteliers is growing every week, and each guest we speak to is tackling industry challenges with the innovation and flexibility that our industry demands. If you enjoyed today’s episode, don’t forget to subscribe, rate, and leave a review. And if you’re listening on YouTube, please like the video and subscribe for more content. For more information, head to revinate.com/hotelmomentpodcast. Until next time, keep innovating.