Subscribe
Share
Share
Embed
Every product leader has to make them: the high-stakes decisions that define outcomes, shape careers, and don't come with easy answers.
The Hard Calls podcast, hosted by Trisha Price, features candid conversations with product and tech leaders about the pivotal decisions that drive great products and the pressure that comes with it. From conflicting priorities and unclear success metrics to aligning teams and navigating executive expectations, you will hear compelling stories and best practices that drive business outcomes and help you make the Hard Calls.
Real decisions. Real stakes. Real leadership.
Presented by Pendo
Learn more at pendo.io/
Follow Trisha Price on LinkedIn: https://www.linkedin.com/in/trisha-price-3063081/
Trisha Price: Hi everyone.
I have an exclusive discount for
Hard Calls listeners to Pendomonium,
Pendo's Product Festival.
I would like to invite you to join
me in Raleigh, North Carolina from
March 24th to 26th with an exclusive
30% discount when you use the code
hardcalls30, that's hard calls all
lowercase, and the numbers three zero.
Get your discounted ticket
at pendo.io/Pendomonium.
See you there.
Anuar Chapur: It is everyone's problem
because it's the guest problem and when
these conversations are hard, the only
thing that can help avoid conflict in
a conflict avoidant culture is data.
And that's something
that has been so helpful.
Understanding the business through
data, or the product through
data has been key for sure.
So we've been analyzing this much
more in the, in the previous two,
three years by using Pendo, Power
BI, Amazon Data Lake, and different
things for us to really understand.
And this has been totally, totally key.
Because if not, then it looks like a
subjective or an opinion, and then you
don't even get to the conversations
where you do have to talk about taste.
And because not everything is data.
But we have to give room to those
conversations and start talking only
about taste, when it has to be about
taste and from data about data.
Trisha Price: Hi, I am Trisha Price
and welcome back to Hard Calls, the
podcast where we bring on the best
product leaders from across the globe.
Today our guest is Anuar Chapur.
Anuar is the Chief Product and
Technology Officer at the Palace
Company, which encompasses luxury
hospitality properties in Mexico, the
Caribbean, Italy and the Maldives.
Clearly places we would
all love to be right now.
Anuar has spearheaded the transformation
from a project-based model to a product
operating model within his organization.
This has enhanced innovation, customer
satisfaction in all of their hotels
through leveraging technology.
The strategic shift has significantly
contributed to the guest satisfaction,
the company's success and the
reputation in the luxury hotel sector.
I've been eager to have this
conversation and discuss how a
leading luxury hospitality brand
translates guest experiences into
user experiences, and how to discuss
AI data, and why the fundamentals of
great product management matters most.
Anuar, welcome to Hard Calls.
Anuar Chapur: Thank you, Trisha.
Great to be here in person myself
instead of reference because
funny enough, I've been referenced
twice in Hard Calls podcast.
Trisha Price: Oh yeah.
Anuar Chapur: I heard it randomly.
Trisha Price: Before we start,
tell us about your first
time on Hard Calls podcast.
Anuar Chapur: Yeah, I was just listening
to the podcast and my idol Marty Cagan
mentioned a Mexican company who was
trying to transform, and I'm proud
enough to say that's the Palace company.
That's me.
And the second one was just in your
last podcast, which was great with
my coach and friend, Gabi Bufrem.
Trisha Price: Amazing!
So this is actually your third time
really being mentioned and now you're
a star on the Hard Calls podcast.
I think you're our only guest
to date who's been mentioned
in three different episodes.
So congrats for that, Anuar.
Anuar Chapur: Thanks.
Trisha Price: I know.
Anuar Chapur: Great podcast by the
way, and great topic, which is kind of
different, but also very interesting.
About product.
Trisha Price: Thank you.
Yeah, and I think, you know, it's so
great that you've been mentioned twice
and now you're on here to tell the story
because to your point about the Hard
Calls podcast, it's a little different.
Like we're talking about real life
decisions as product leaders that we have
to make and it's here to be a community
and to help other people around us.
And I love that your friend Gabi has
helped you and has helped others,
and I hope today's conversation with
you helps many other people as well.
Anuar Chapur: I hope so too.
Trisha Price: Well, first off, tell us a
little bit Anuar just about your company,
the Palace Company, and your role.
Anuar Chapur: Sure, I'll be happy to.
The Palace Company is a family
Mexican company that started four
year, 40 years ago in Cancun and has
expanded since all over the globe.
It's a very dynamic and
traditional in a way, but also very
enthusiastic about innovation and.
Ways of serving our guests in a better
way, which has been very good for us.
And we see many, many repetitive clients.
So we always try to find a
new way of serving them in the
hotels that that they come to.
We have different brands, Moon
Palace, which is huge resorts
in the Mexico and the Caribbean.
Palace Resorts, which is smaller hotels
at the beach also, also in Mexico.
LeBlanc, which is super high-end
luxury with Butler service.
Amazing, amazing food and dining options.
Although, in all of the hotels,
we have very good service that
is just an extra step above.
And now with Baglioni Hotels,
Italian chain that we acquired two
years ago now we have super boutique
hotels in the most iconic Italian
destinations and in the Maldives.
So we have a very broad range of different
services with the portfolio and we think
that we can give a very boutique and
specialized service in massive hotels
like the ones that are are in Moon
Palace brand by using the technology and
leveraging on that for, for that reason.
So it's very interesting to be in product
and technology for some, for a company
that is not primarily selling technology,
which makes it extra interesting.
Trisha Price: It, it does, and I
can't wait to dig into that a bit more
and to hear how you've transformed
to the product operating model and
how that's translated into success
and outcomes for your company.
But before we do that.
This is the Hard Calls podcast, and so
we like to start every episode with one
of the hardest calls you've had to make.
So, Anuar, why don't you share with
us today, looking back over your
career, just what's a really hard call?
What made it challenging and
how'd you, how did you decide it?
How'd you make the hard call?
Anuar Chapur: Yeah, the question
I was hoping you would skip.
Trisha Price: Never.
Anuar Chapur: I like it.
So, I mentioned it's a family company and
there's nothing I've desired most since
I was a small kid than to be involved
with the company having conversations
over the table at dinner about with my
brothers and my father, about what we
can do with the company, how to improve
it, and with technology, once I started
in technology, there was a very it,
there was a moment where I thought that.
I was doing things right.
Everyone thought I, I was doing
things right, but I really wasn't.
So when I started realizing that.
That it was just that we were just
focusing on output and that there was
no real value in what, what I was doing,
and that it literally made no sense
for me to come to the office and work.
I started realizing that things
had to change, but I was the
first one to realize it, and those
conversations were really, really hard.
Because we agreed that we should work on.
What my brothers had as ideas of
what I should do and with this kind
of software, this new, this new
replatform effort or different things.
But when I started realizing that that
was not real, the really the problem,
those conversations leveled up.
So when I made the hard call of deciding
I am not willing to work this way, and
I'd rather stop working in a family
company that's that continue coming every
day to the office, and yes, yes, have
those conversations about what we can do.
But in the inside that I am
not really driving any value.
Uh, I started I, I decided that, and as
Gabi said, I said, there's no Plan B,
I will not do this this way anymore.
So those conversations
were long and hard, but.
Over for a, for over a year.
But at the end, my stubbornness and having
made that hard call in a very clear way
kind of sparked I I believe it sparked
uh, a thought in my brother's and the
directors of the company's mind that said,
maybe he has a reason why he says this.
And I did have a reason, and I
was stubborn about it because
I had this guiding light.
Are the books from Marty Cagan and Gabi's
coaching that I, that I knew that were
the right way and that they were there.
I just had to get to the I light
like a boat that, that's coming to an
island, which is a metaphor I like.
But that's certainty, that hard
call made and those conversations
showing the value and the real
reason behind my stubbornness really.
Made an impact in the way we work at
the Palace Company and we continue
to transform towards the product
operating model, which is not a
done deal because its always kind.
Trisha Price: It's never a done deal.
Right?
I think product maturity and product
transformation is something that.
Is an evolution, not a revolution, right?
We kind of constantly have to
evolve and get better, and that's
because our businesses change.
We learn more, but it's also
the markets we serve change
and the tools change, right?
Like with AI, et cetera.
So I think it's great that you have
that constantly improving mindset
and that even though you have
transformed, and you we're gonna talk
about what results you got from that.
But that you have the mindset that
you're not done because we're, we
as product people are never done.
You don't adopt a product
operating model, right?
You do, you move to the product
operating model, but you have to
constantly invest and get better.
Anuar Chapur: And we're always
that annoying voice saying that
things can be better, done better,
that these thi things are not.
Totally right, and even though the
results are right, the company results,
the department results are, are fine, are
good, and are breaking records, we always
know that things can be just a little
better and that we're always looking for
those wrong things that, that we've made
so that we can improve them in the future.
Trisha Price: Well, I love your hard
call and, I mean, what makes it even more
special and difficult is not only did
you take a physical company and transform
it to the product operating model, but
you also did it in a family atmosphere,
which is even more complicated.
So, congratulations for that.
I'd love for you to share a little bit
more on how you think about product
leadership in a physical hospitality
business like usually when we think
about product people, we think about
people who are selling software.
You're selling physical experiences.
So why is transforming to the product
operating model or having a product
mindset important in your business?
Anuar Chapur: I like this question
because it's a very common question,
especially for, let's say candidates who
maybe don't understand why it would be
interesting as a product manager to work
in a hotel, maybe they think that the
only thing we do with technology is have
WiFi for the, for the guests, but this
is, this is totally the other way around.
We do so many things to improve and we
leveraging technology so much to improve
not only the booking and the digital
aspect of the, the guests discovering the
hotel and booking it and coming to the
hotel, but also the physical experience.
Yes, we do the first part.
We optimize for conversion in the
booking engine and we have done that
in a very, very good and efficient
way to bring more and more guests.
But once they're in the property,
we optimize so much for that and,
for the guest experience, which
is very, very satisfying to see.
This is not a session, a user, a replay.
This is not a click or a number.
This is happiness made through
the experience at the hotel.
Maybe from making something magical
happen, like getting them the table
at the restaurant they haven't dined
that while they're at the hotel.
So these are very big hotels.
2000, 3000 room hotels, so huge and
many, many different restaurants
and options to go for dinner.
But if it's high season and the
good, the restaurants that are
most demanded are already full, and
it's a common concern for guests.
What we have done in the past is just
increase the size of the restaurant.
Literally many times we've either remote.
Remodeled the restaurant to change it to
a new concept that is more attractive or
the ones that are very attractive, expand
them if a physical space allows for it.
So twice the size.
So those kinds of things are
the traditional solutions.
But what we have started doing is
maybe with data optimized for the
settings for the times they are at.
Maybe show them in the app what they.
Can do at the time where
bookings are the most demanded.
Maybe a show that is happening
somewhere near, so that they are
also interested in doing something
different than having dinner at 6:30
PM Which is the most demanded time?
Or if it is full, and they still want
to go and they haven't been to that
restaurant, they can, they can go to the
app and ask for a be in the waiting list.
And we optimize for those guests
who have not gone to that restaurant
and their checkout is most near,
so that they, so that we assure
them a table at that restaurant.
So magical things happen like that.
Without them knowing that, that we're
optimizing for it or that little moment
in time where you're at the hotel and
you come to the room very tired, and once
you're there, you find that the, that the
housekeeping staff is cleaning your room.
And it's so annoying because you
do want it clean, but it's kind
of an of an uncomfortable moment.
So, we should know that this
person is having dinner and.
So that we are cleaning the room while
they're not there, maybe have them
give them a little detail if they
had a romantic dinner and there a
couple, prepare the jacuzzi for them.
Have some flowers put in the room.
Things that can be done only in
small boutique hotels, but at scale.
So technology doesn't replace
services, it helps it scale.
Trisha Price: I love how
you've built a product.
Because the way you're talking
and thinking about these
experiences, it is a product.
It isn't just technology, but I
love how you've built a product to
really focus on the guest experience.
And while the user interface,
the technology, it might not
be what guests interact with.
Sometimes it might be right,
but even though it's not always,
everything you do is about making
that guest experience amazing.
And I know that you can't do that without
significant feedback from the guests
themselves, from the people who work.
You know, you mentioned the
Butlers and all of the people who
actually work with the guests.
So how do you build feedback?
Into your culture and into your process.
Anuar Chapur: And I'm going to get
ahead of myself a little bit because
I'm sure you'll ask something about AI.
And this is, this is a good answer using
AI because this is the first product we
did by analyzing the responses of the
guests out of our feedback that we had
at the end of their stay so that we can
categorize it in, in main categories
and subcategories and sentiment and to
understand what they're talking about
and complaining about or saying that
something worked very well so that we can
optimize and in that sentiment and improve
to know where, where we can improve
maybe something outside of the hotel.
Transfer from the airport to the,
to the hotel or something that we
had not think, think about before.
And that's one, that's one way.
And the other one is micro
microservice, micro feedback.
Uh, very, very specific times.
And because we want to improve
something, maybe they, after having
a room service delivered, we can
ask how was it the temperature?
Whatever we're trying to improve,
we ask them that micro survey.
And that's the data that we, that we get.
But also being super in
touch with the clients.
If somebody had a problem, reach
out as a product and technology
team to understand what happened.
Being present at the hotels,
going there and seeing how they
interact with the staff, the
technology, the app, whatever it is.
We have to be very present and
that's something we didn't do before.
The people from my team, products
and technology had never been to the
hotel, or never spoken to a client.
And that's so different now.
We, we do speak a lot with them and
of course it's a very relaxed scenario
with them at the coffee shop at the
hotel or at the beach on the pool and
it, they're just having a good time.
So they're super willing to either give
feedback or good recommendations to
Trisha Price: Anuar.
I love that.
As you transformed to the product
operating model and transformed
your team to thinking about the
guest experience that you've really
prioritized time on site and time
with customers that's so important for
all of us as product managers and the
more we use ai, like your example with
summarizing the feedback from surveys.
The more we have time to spend with
customers and really understand what
they're looking for and what makes them
happy, and so I think that's really great
that you've prioritized that and made
that change culturally in your team.
I've heard you talk about this a little
bit, which is that in your culture, warmth
and hospitality come naturally, right?
And not just in your business, but
also in Latin American cultures.
But I've also heard you say that
healthy conflict and product decisions.
Aren't always natural, right?
You might wanna agree it might be
more culturally normal to agree with
everything versus healthy conflict.
Well, you and I both know that you cannot
create the best product experiences.
You cannot create a true product
culture without disagreement and a
little bit of conflict here and there.
Sometimes a lot, sometimes that's
between two product people.
Sometimes that's between product
and design, or sometimes it's
between product and engineering.
So how did you do that?
How did you change the culture in your
team and create space for disagreement?
Anuar Chapur: Yeah.
and it also happens with somebody and
their boss or somebody and the boss
from a different department, maybe,
maybe marketing, sales, whatever.
So it is.
Very common in Latin America to want to
be nice with people and yeah, let's not
discuss, I'll say yes and then kind of do
it, but instead, instead of just saying,
no, this doesn't make any sense, but at
the end, the one who suffers is the, the,
the guest, the user, the, that person
who wanted to just enjoy their vacation.
So we had to change that and.
It's just a cultural thing.
We need to be there and say,
let's, let's be able to disagree.
Let's have these difficult conversations
and let's not just design something, send
it to development and then to production.
And if this didn't work, I'll just
say that this wasn't my fault, it
was somebody else's idea or whatever.
But that really creates a lot of problems.
So, it's everyone's problem because
it's the guest problem and when these
conversations are hard, the only
thing that can help avoid conflict in
a conflict avoidant culture is data.
And that's something
that has been so helpful.
Understanding the business through
data, or the product through
data has been key for sure.
So we've been analyzing this much
more in the, in the previous two,
three years by using Pendo, Power
BI, Amazon Data Lake, and different
things for us to really understand.
And this has been totally, totally key
because if not, then it looks like a
subjective or an opinion or, and then
you don't even get to the conversations
where you do have to talk about taste.
And because not everything is data,
but we have to give room to those
conversations and start talking
only about taste, when it has to be
about taste and from data about data
Trisha Price: I agree with you.
Data is key and data's key
to building great products.
Data is key to your point,
to help reduce tension and.
A difficult conversation, but at
the end of the day, great product
managers do have to have taste, they
have to have product sense, and some
of that comes from spending time with
data, but in my opinion, it mostly
comes from obsessing about the guest
experience or the end user experience
and making sure you're giving your team
time for that, which I know you are.
So I, I really agree with you in that
combination of a data-driven culture.
That allows for robust discussion.
And then most importantly,
obsessing over our, our end
users, or in your case the guests.
Anuar Chapur: Or if you still don't get
to an agreement, just watch the user
interact with your product and you'll
then see, see how things really are.
Trisha Price: There's
one truth really, right?
Anuar Chapur: Yeah, exactly.
Trisha Price: So Anuar, a couple
of years ago at a Pendo event.
I heard Will Guidara
speak and he was amazing.
And he wrote the book, Unreasonable
Hospitality, and he told us so
many stories at 11 Madison Park
where they went above and beyond to
provide unreasonable hospitality.
And we had him speak at our company
kickoff and to really set the
stage for our company to make sure
that that every employee of Pendo.
Provides unreasonable
hospitality to our users.
And I know this is important
to you because you're in the
business of hospitality, but
tell me, how do you use data?
How do you use technology?
How do you use product thinking to
deliver unreasonable hospitality?
Moments of delight that
feel human not automated.
Anuar Chapur: I like that and I, I really
like Unreasonable Hospitality and also
setting the table from Danny Meyer, who
they work, who worked with Will Guidara
actually Marty recommended his book to me.
And we kind of twisted the, that concept
to one of ours, which is coloring moments.
So we say, procedures are black and
white, but hospitality is colorful.
So let's color the moments for our guests
and make them feel welcome and let's
be hospitable instead of just, being
compliant with what we have to do.
So technology can really
help, but this really.
And so being part of
the staff at the hotel.
So they have to want to do this.
We cannot just have robots do
things for our guest, at the end.
We also think that an interface is, our
interfaces are not just the app, the web,
and that it's the staff at the hotel.
So we have to give them the
tools for that interface to work.
So if the way of a, for a bellboy to
check who is coming to the hotel is by
asking them, hello, what's your name
and what's your reservation number?
So that I can look into the
list of arrivals from an
Excel printed spreadsheet.
It's a, it's not a very hospitable way
of giving someone, somebody the welcome.
If instead we know that.
Mr. Chapuri is in van 202, and we
know that this is a van that is
coming because it says it outside.
We can just give them the welcome by
their name and maybe a specific detail
that, that we know about their stay or
that they have been before or whatever.
So that's just one really
simple example about this.
Then there's some that
are totally offline.
Totally not about the technology,
but really important for us.
And I love this story about a kid that
was every day playing with the Christmas
gifts at the, from the decoration, but
the bellboy saw this kid was paying with
it and his mom was saying, "Hey, don't
open those gifts. These are decorations."
So he by himself went to the Walmart
next door and bought a gift and put it
inside of the box, and they told the mom.
Let him open the, the gift.
So he opened it and he saw the
Christmas gift that was made for him.
So that's so special and that's
something that can really be done
with excellent human service and
also with procedures not being there,
taking all of their time, making,
making these different things that.
They'll have to do to do their job.
So giving space for this magic to happen.
And there are some others that are
very, very data driven that like, let's
say, which kind of beer this person
order at the pool so that we can use
this information to put that kind of
beer inside their mini bar at the room
instead of just having to, instead
of just putting one of each kind.
So that we know that he has, or he
or she has what, what they want.
So it's a combination of everything and
I really love working in this because we
allow for these kind of things to happen.
Trisha Price: I love that.
Last, well, I love all of those
examples, but as a product person and
as a technologist, I really love that
last example because what a great.
Technical feature that you built, right?
Being able to take the data from the
restaurant, the pool, and my ordering
preferences, and then proactively provide
a physical experience by having that
particular beverage in the mini bar,
that is such an amazing connection from
the digital to the physical and such
a clear way that your product thinking
and your investment in technology.
Can provide a better physical experience.
That is such a clear example of
product thinking, but turning
it into the physical experience.
Anuar Chapur: Yeah, totally.
And the social aspect is one
that is very important too.
We can't just connect the staff with
the guest, we should also connect
the guests between themselves.
Because guests are there to meet
other people to hang around,
to maybe make some friends.
Maybe the teenager who is bored
of their parents wants to meet
other teenagers who are there.
Also looking for somebody to play
tennis with or golf with, or go to the
disco at the hotel, whatever it is.
They should be able to connect and
we'll not replace human connection
with the stuff we say we, I like
to say that we make, we connect
people, not replace connections.
So by connecting people that are,
have the same interests and want to.
Do things together and
maybe make some new friends.
We can create a whole sense of community
inside of the hotels that transcends the
hotel outside of it so that they want to
come back together with the friends they
made at, at the hotel and all of that.
And that's something we want to work on.
And also something that Airbnb,
for example, which is an amazing
company and product and competitor
of ours would not be able to do so.
It's something that they want to do
with service and experiences, but not
at the hospitality or stay product.
And that's something that hotels
have and an Airbnb would never have.
Trisha Price: That is a really
cool example because I'm
getting ready to go away for.
Christmas holiday next week, and I was
packing and I put my pickleball stuff
aside and I said to my husband, do you
think we'll be able to find some people
to play pickleball with next week?
So I know that your guests would enjoy an
easy way to digitally connect, because I
mean, otherwise, what are you gonna do?
Go to the pool and ask everyone there.
They look like they play.
Or you just go to the pickleball
court and hope you find someone right.
Anuar Chapur: And there's never, never
someone there because nobody would go
there to find someone to play with.
Trisha Price: But if I had an in-app
experience, a digital experience
where I could say, Hey, does
anyone wanna play around this time?
I can see that being great.
And then that turns into a
friendship where you have dinner
that evening or a beer by the pool.
So what a great idea.
Anuar.
I have a little bit of a
different question around people.
As you know from listening to Hard
Calls, we like to talk about data.
We like to talk about product, but at
the end of the day, it takes people
to build a product and a product
team, and you did an amazing job of a
transformation and a change of culture.
People is the hardest part of changing
culture and changing mindset to product.
How did you do that with your team?
Did you have to hire a lot of new people?
Did you invest in training,
bringing in coaches?
How did you change the team's
mindset to be product oriented?
Anuar Chapur: All of the above and more.
So that was actually one of the possible
answers that we're going to give about
the hard calls because it is a very hard
call to make, to change the leadership
team that we had that was optimizing
for a software factory instead of a
product model, a product company they
could not understand that way of working.
The good thing is that the
engineers, the product managers,
the designers were eager for this.
They really wanted to make an impact
to do things that really were built
for something, for something more than
just having Jira completed or whatever.
So the hard call was changing
all the leadership team.
So we, for a moment, I rather, I didn't
have a leadership team because I'd rather
do not have one, than have the wrong
one, so that we are able to really, coach
and teach the people, the engineers and
the product managers and designers, and
data and to be able to do all the things
that, that we were able to do, but at
the end, that of course doesn't scale.
So we now have an amazing CTO that
comes from booking.com that has all the
experience in the industry, but more
than that is very interested in the
business, what has very good technical
experience and is really helping a
lot to build this amazing product team
that, that evolves with the company.
And that pushes it forward.
And the leadership, the leadership
team is now fully assembled and now
we're hiring so that we can do all
the things that, that we want to do.
Some of which we already discussed here
and so many, many more, but the team is.
Totally key that I
could not do it myself.
I could not do it alone.
Even with AI, it's impossible to make
it with good designers who really
understand what a client is feeling,
what they want to achieve, how this
really makes sense with some other
thing that is maybe inside of a
physical hotel or with, in this other,
other product, how we make a coherent
experience that really makes sense.
And it's super important for us, and
we're based in Merida, Mexico, a small
town that has a lot of good talent,
but not enough to make it happen.
We are recruiting as many people as
we can, but people have come from
Colombia, from Spain now from Sydney
an amazing girl that Marty recommended,
recommended to, to contact us.
So we're looking for.
For people that come can come
in and believe in our vision and
want to drive the impact in a very
different kind of industry that
usually don't do product well.
So that's, that's what we've been
at and I think that that's my main
job to gather an amazing team.
And we're, we're on our way for that.
Trisha Price: I love that.
I agree with you.
I've always said my number one skill
is being able to and assemble an
A plus team and then get everybody
rowing in the right direction.
Anuar Chapur: That's our product, right?
Trisha Price: That's it.
That is our product.
That's right.
And I think when you are.
Driving outcomes versus features,
that's easier to do, right?
Because you can collect a group of
people, you can align on the outcome
you're trying to drive, and then because
you have trust, because you've assembled
an A plus team, you can trust them on
the day-to-day features and decisions.
And that's what great product people want.
They want to be empowered, but we
as leaders have to make sure that
we're delivering the outcomes.
So the only way to do that
is when you have a product
mindset and you're product led.
Anuar Chapur: For sure.
They say it's difficult to operate a
restaurant and it is, but to operate.
A hotel chain with so many different
kinds of guests and we have over 70
restaurants, so across the whole,
the whole across all of the company.
So how to do that and making sure that
in every different operation things
are done well and taking care of
from the sales operation membership.
All of the different aspects of it, and
of course the finance that we cannot
forget of, and accountant and all of that.
How can this be done in a proper
way, only with a great team that are
empowered and capable of making really
good decisions by themselves and just
making sure that they work together well.
Trisha Price: That's great.
Well, I really appreciate you coming
on the Hard Calls podcast, Anwar.
I appreciate you sharing your story of
the intersection between the physical
experience, the guest experience, and
your product, your digital experience.
So I know that our listeners are really
gonna enjoy learning from you about
Unreasonable Hospitality and all of the.
Changes you've made and the
transformation you've made.
So congratulations to you and your team
for the success, and I'm excited to
continue getting to know you and watching
your success over the future years.
Anuar Chapur: Thank you, Trisha.
I enjoyed it.
And sorry for the choppy English.
Next time I'll, we'll do it in Spanish.
Well, so I'm more confluent.
Trisha Price: Your English was great.
My Spanish is terrible.
Anuar Chapur: Thank you so much.
It was amazing.
Trisha Price: Thanks, Anuar.
Thank you for listening to Hard
Calls, the product podcast, where
we share best practices and all
the things you need to succeed.
If you enjoyed the show today, share
with your friends and come back for more.