The Modern Hotelier #201: Simplifying Hotel Operations | with Eoin Heavey
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David Millili: Welcome to The Modern Hotelier, the most engaged podcast in hospitality. I'm David Millili.
Steve Carran: I'm Steve Carran.
David Millili: Steve, who do we have on the program today?
Steve Carran: Yeah, David. Today we have on Eoin Heavey, the CEO and founder of Maitre, a modern operating system built specifically for independent hotels with a background in both technology and hospitality, Eoin is passionate about helping hotels run more efficient. Guest focus operations under his leadership, Maitre is empowering hotels to streamline workflows, improve team communication, and deliver expect exceptional service without the need for a bulk legacy system. Welcome to the show, Maitre. How you doing today? 
Eoin Heavey: Good, Steve, good to see you. And good to see you as well, David. Happy to be on.
David Millili: All right, sounds good. So we're gonna jump right in. We're gonna go through a quick lightning round. We're gonna get to know you better, your background, your career, and then we're gonna jump in us some industry topics. Sound good? 
Eoin Heavey: It's fantastic. 
David Millili: All right, here we go. What is something that you wish you were better at?
Eoin Heavey: At the moment, it's golf, but I'm improving at the moment, that's been a little bit a I'm being a little bit positive about it, but it's an improving thing summer months are good for that, but, uh, it's a work in progress, shall we say.
David Millili: That's good. What's the most used app on your phone?
Eoin Heavey: At the moment, it's slack. we use that for a lot of our communication around, our tech build at the moment. The as well is big. A lot of that stuff is, is what puts me to sleep at night.
David Millili: Got it. What's a luxury you can't live without? 
Eoin Heavey: Luxury I can't live without. I really, I like grew up playing tennis. I like getting a bit of time to get in the tennis court. Um, it's very enjoyable to me and uh, it's something that I usually try to make time for.
David Millili: Great. If you could trade places with somebody for a day, who would you trade places with?
Eoin Heavey: I would trade places with, I don't know, things are pretty.
David Millili: Yeah. Some people get stumped on that one. That's fine. What's the best piece of advice you've received?
Eoin Heavey: You get at what you put in. I think, everyone kind of gets lucky at some stage, but you can only, you have to be in the right position to get lucky. I think it's working hard is something that's important, and try to be in the right position when those opportunities come about.
David Millili: That's great. And what is your favorite city and why?
Eoin Heavey: My favorite city, I recently went to Mexico City. I'm really, really impressed with, with Mexico City. I thought it was fantastic and also lived in Barcelona for roughly a year after, after high school, which was fantastic as well. So I'd say both of.
Steve Carran: That's great. Well said, well said. So now we're gonna jump into your personal background a little bit more about what makes you tick. So you grew up in Dublin, Ireland, is that correct? 
Eoin Heavey: It is, yes. I grew up there, went to school there. All my family are still there and we actually have an office there as well. So, um, you know. I go back there a lot. It's somewhere that I really enjoy, obviously family time, but also our, our European operations are based out of there as well, so yeah. 
Steve Carran: How did growing up in Dublin shape you into who you are today?
Eoin Heavey: Well, I think it's a great place to grow up. It's people are very honest. People are, it's a great kind of community base and, you know, the likes of schooling and, and kind of neighborhood, it's very safe, really got a lot of kind of good kind of morals, good kind of ways to live, you know, and it kind of set me up to, to be able to, you know, I moved, moved to the United States when I was 18 and, you know, but until then it was fantastic.
David Millili: That's great. And so you went to uc, Berkeley, you majored in accounting and finance, and then you got your master's at Columbia Business School. How did you end up in each of those programs and why did you choose those majors? Yeah, so I played tennis growing up, so, um, that was kind of my main sport as I was growing up represented Ireland a few times in tennis, and was lucky enough to get a scholarship to UC Berkeley for their tennis team. So I played with them for the four years in Berkeley which was a fantastic experience.
Eoin Heavey: Really, really fun had a great time, really good life experience as well. and yeah, then kind of moved to New York afterwards went to start originally in PWC in the consulting space, in the tech consulting space. And then, moved on from there. But yeah, kind of Columbia was fantastic as well. A different experience undergrad to MBA is obviously a little bit different. You're, you're, you should be grown up by the time you're doing your MBA, but not, not quite, but no, both great schools, both great experiences.
Steve Carran: That's great. So Eoin, you and I both played tennis in college. It sounds like you were a little bit better than me. I played D three, so you could probably, uh, take me on the court. But you know, you also not only played at uc, Berkeley, but you played internationally and you also played at the ITF Championship event. Did you have a favorite moment or accomplishment while playing tennis?
Eoin Heavey: I think it's a multitude of things. I think with tennis is a tough sport. Individual sports are tough. You know, you're out there on your own, especially for, you know, teenagers or, or people kind of growing, you know, it's, it's a tough kind of ha to handle mentally. I think that's kind of something that I really, really grasp from it.
But I think, you know, probably two things. I think, playing for Ireland and Davis Cope was definitely a highlight. Um, representing your country is also is always something that's very, very kind of rewarding. but then also playing at playing at uc, Berkeley, playing at Cal was, was something that I was really proud of as well both of those things kind of together.
Steve Carran: I bet. So have you jumped on the Pickle band bandwagon at all? Not quite, not quite, um, not a pick, not a pickleball player, but I do play Paddle. Paddle is something that I, um. I'm down in Spain a good bit and, uh, play down there a lot. So I'm a not so much of a Pickle Bull fan, but I'm a paddle.
There you go. There you go. Well, that's great. So now we're gonna dive into your career a little bit, how you became the CEO of matra. Like you mentioned before, after college, you went down to pw, worked at PWC, then you worked for a head fund, and then a venture capital fund. What did those early days teach you that you still take with you as a CEO today? Yeah, so I kind of, I suppose when I, I didn't really know what I wanted to do when I left school, as, as most people don't. worked at s for a few years and then joined a, a hedge fund called ESL Investments, which is headed of by Eddie Lampert. Uh, he's the CEO of Sears and Kmart Lands End as well.
Eoin Heavey: You know, I worked with him for roughly four to five years, both in, in Greenwich, then moved down to Miami with them. and that was a really good experience. You know, it was a, it was, it was a very tough job, but, uh, someone that I really learned a lot from a work ethic perspective and, and just how, how he approached his work.
And kind of after that I kind of decided that I wanted to go back to school, that I wanted to. To, to get an MBA to kind of round out things and, and experience that. And that's kind of when I worked with, with Gotham Ventures during, um, during, kind of during my MBA, it was something that it kind of allowed me to.
See a lot of companies to see how a lot of people are doing business. See how a lot of people are, are operating things, especially on a, on a kind of a early stage or a startup kind of stage, which, um, you know, I always had an inkling to go towards. Um, so that's kind of how, how my, how my kind of, my, my career kind of went until, until leaving, leaving Columbia.
David Millili: That's right. That leads nicely into this question. So you're the founder of Green Park and the owner of Orwell Investments. What made you decide it was the right time to kind of get into your own business and found your own companies? Yeah, so Green Park was essentially my, my first business by myself. Um, it was, um, kind of the time when the likes of WeWork and a lot of their competitors were, were flying very high. Essentially what Green Park initially did was provide a backend solution for a lot of those kind of coworking spaces, social clubs, large offices, where we would provide the staffing in regards to the cleaning, as well as kind of porters and, and, and, and, and Housemen kind of around the space, but also a large procurement aspect to it.
Eoin Heavey: So we would provide. We would manage their procurement for everything from paper towels to coffee, to snacks, and then also have the people in there to, to manage them or to, to stock them and, and then also clean the place at the end. So it was kind of a backend solution to, um, and we had partnerships with like suburban farm coffee and stuff like that kind of nice kind of local, local vendors. And how I kind of got into hotels, which, you know, one of one of our clients was the GM of one of the social clubs. She moved to be the GM of The Modern Hotelier and Park Avenue. She approached me asking would I kind of apply what we were doing for her and her last space to, to the Mandarin.
And we started in the Mondrian, which towards the end of 2018, and doing their housekeeping, engineering, overnight cleaning, stuff like that, and that's kind of how I, my first kind of move into the hotel space. And I, it would be, it would be a huge over huge, over huge over oversight to say that I was an expert, but, um.
I learned it, learned it as I went. I had a very good team behind me. I hired people that were very strong in, in, in the hotel space, and I say for the first kind of maybe 6-7 months, didn't even try to get another hotel. Really wanted to understand how hotels tick. from our perspective, being kind of an outsource management company.
I see. As opposed to my previous model where I might have 20 locations or 25 locations across New York with anywhere from four to five people, I saw it as hugely valuable that I could have. Of, you know, 30, 40, 50 people in one location. yes, margins are a bit lower and margins are always getting lower, but, um, you know, a little bit easier to manage and, and something that I saw there was an opportunity and that's kind of my how I delved into hotels.
Steve Carran: That's great. That's great. And for the past three years. You've been the CEO and founder of ma. How did Matri get started and was there an idea that you had and a final breaking point where you're like, okay, I have to start this company? Yeah, I think, you know, during, when I was working with Green Park, we kind of went very fast. We went from. As I said, kind of one hotel to start for the first six months and, but by the end of 19 we had 14, so we really kind of ramped up and it was everywhere from your boutique hotels to, you know. Like management companies that manage flagship properties as well.
Eoin Heavey: So it was kind of a huge multitude of, of different types of hotels across the city. Um, and you know, one thing that I suppose maybe me not, not being in hotels when as I was going through my career, kind of saw that. A lot of the stuff on, on the operational side, on the back end of things while the job was getting done very, very well, probably could have been made a little bit easier.
Everyone's life on site or on at the hotel could be made a lot easier. And just from having communication tools or monitoring tools or something to be able to see what was going on and how, you know, Sarah, what Sarah doing on four 12 and what's John doing in the basement as opposed to having to run, combine them or understand or, or see what's going on.
You have something that's. Very simple to use and something that, you know, you can really, really understand what's going on across your property. And then obviously from the management level or the portfolio level, you know, you can obviously see across a multiple, multiple hotels to understand what's going on.
So that was kind of the, the basis for Ma and it, we kind of played around with it for, for, for the first kind of year or so with Green Park. And then obviously there was the. You know, COVID, COVID hit with in 2020, which everything was, there was no, there was no expansion or looking for other things. You know, the, the idea for Green Park was always to kind of have a strong kind of cash flowing business. Um, but then, you know, get in there and look for opportunities to, to start other businesses well in the space. that didn't happen during those two years, so we kind of just sat on our, sat in our hands for, for, for two years. But coming outta COVID. We started building, building kind of the initial, I suppose, 1.0 version of Bera using it at our properties.
You know, most of my weekends were following house thinkers around hotels in soho, understanding how they're using the product, really trying to understand how we can make it. It's very, very simple to use. We want the adoption or the, the h how, like we don't wanna rock the boat when we go into a hotel. We wanna make sure that it's very, very simple to use and very similar to what they're doing before, but just has that kind of digital aspect to it, or that, or that, that tech, that tech aspect to it, which gives you that oversight or that monitoring capability. So that's initially how kind of nature came about. and then kind of towards the end of 2023, I, nature was start, we were starting to build a little bit more. We were starting to get it to the point where, you know, we were starting to get, not just use it at Green Park locations, we were starting to get people asking people who would move from a Green Park property, let's say, to another property.
Would reach out and say, Hey, you know, can't we, we're based in Nashville. We can't use your, your management company, but we'd love to use your tech. So that kind of started the, the, the realm of, okay, maybe, maybe there's a, a chance here with this business. So I sold Green Park at the end of 2023.
And started the process of building a standalone made trip, uh, on its own. And, um, you know, that kind of took the, the, the guts, the guts of kind of 24 roughly towards the end. We, we were, we, we started kind of ramping up on the sales stuff and, you know, we're kind of in our, in our, in our second phase of building now, you know, we, we have a lot of great clients on, on, on the MA side, and we're now looking to kind of expand our, expand our offering into the time, and attendance aspect, labor management, HR management, you know, a little bit more of that as opposed to just the, the standard kind of hotel operations side.
David Millili: That's great. And so for those who are listening, tell everyone a little bit more detail about MAT and what MAT does.
Eoin Heavey: So how I saw, I suppose the operations of a hotel. And how the tech stack looked for that was that you obviously have the PMS system, which is the kind of motherboard or something that's very kind of sticky. Everyone has one and it's, it, it's the kind of staple of the hotel. On the labor side, you also have your payroll management system.
You know, you have your, your PMMS system that's shows reservations, how's your credit card information, all that stuff. And then labor, you have, you have your payroll system that. Pays the people to do, to set to service. Service those those requests or service those reservations, we felt that in the middle of that, it was a little bit disjointed.
We felt that there was, perhaps someone was using a ticketing system for engineering or, you know, 1 system for their lost and found and maybe paper and pen for housekeeping. And, you know, everyone was working around with clipboard and pens, maybe WhatsApp groups, stuff like that. We felt that we could build a system that would be able to incorporate all of those things.
Doesn't have to be all of them, but majority of them, and try to become. Alongside the kind of the first big cog of the PMS second big cog, which is the payroll system, try to become the third big cog in between those two systems. And obviously connecting, connecting those systems. I think that's the, the main point with MA is that we kind of wanna be the majority of the bricks, not all the bricks, and, but we also wanna be in the cement.
So we wanna make sure that we're able to, give owners, give management groups that oversight to be able to understand what's going on at their properties in a lot easier way. And try to get away from, you know, they have to pull a spreadsheet from this system and put it into their model, and then they pull their, they pull their, their productivity report from wherever, and then they get their reservations from the PMS and they have this, this model that, that they use.
And I think that's kind of something that we really kind of focused on. What we're focusing on to own is building out that multi-property kind of reporting system that will allow them to. whether they're using a stay in touch, whether they're using a muse, whether they're using an opera, and whether, and on the payroll side, whether they're using UKG or a DP or Paychex, does all those apples, oranges, bananas, uh, are all being apples on matrix. So you can kind of plug it in and see, and see what's going on across your portfolio.
Steve Carran: That is great. So now we're gonna dive into the thought leadership, kind of the industry insights. So one thing that we have talked a lot about. On this podcast is the staffing shortages that have been happening in hospitality, and then kind of hand in hand with that, it's the rising costs that hotels have seen is there any relief in sight here or any advice for hoteliers on best ways to to deal with these two things? 
Eoin Heavey: I think it's difficult, right? And especially I think, you know, after COVID thing, things were like starting to look up. But I think that, that the staffing aspect is, is an issue. I think ho uh, workers in hotels are, are a little bit unique. Square, you actually have to be on site to do the job.
It's a very person, person focused business. So during COVID, a lot of staff would've explored other avenues, you know, working for, maybe working in, if they, if they were from Romania and they wanted to work in translation, they could work for Google and stuff like that.
So there's a lot of, a lot of people kind of looked at around different avenues and not a lot of them come back. So it's a difficult, kind of a difficult predicament, but I also think it's a tough job. You know, they work very hard and they're very diligent, but I think what we're trying to do with MA as well is, is kind of tap into that. You know, I think MA is not necessarily replacing people. I don't think there's gonna be robots in rooms anytime soon. There will be at some stage, but not anytime soon. Hopefully I'm dead by that stage. But I think, you know what, what we're trying to do at Maitre is one, help the owners or the managers on the, on the, on the cost side. You know, making it more efficient at their sites, giving them the, giving them the tools to be able to run their, run their hotel more efficiently, but then on the staff side, make their jobs easier, you know, make, you know, and that was something that we really focused on the start was, especially in the likes of housekeeping where they might have their clipboard before, where they have their, their 12 to 16 rooms they might be doing on the day, you know, making it look very similar to that on, on a tablet. And the, the, the value for them on the tablet is that if they run out of linens or they need more shampoo or, you know, as opposed to typing into a text group that has 50 other people on it, it might get lost.
You know, they can make a request and we'll get like all our, all our tasks are, are categorized into. And they get, they get sent to the person that's handling that for the day. So they feel like they're being heard as well. They're also not having, you know, supervisors or managers coming up to them on the floors.
You know, scribbling off one room, adding different rooms. What they see on their tablet is what they're getting. And you know, we all, I thought when we started, they might have a bit of hesitation using a tablet instead of a, a, clip on pen. It's just natural or we were kind of pleasantly surprised.
You know, they feel heard, they're able to get what they need. More, more, more easily. And they also see that their request has been seen. It's in progress. You know, it's coming as opposed to, Hey, did you see my text that I sent 30 texts ago? You know, so stuff like that is something that's important.
So, you know, the mix of, you know, allow allowing hotel owners to, or management groups to, to run a more efficient business helps them, but then also making life easier for, for the staff on site as well is something that. Will allow people to help with retention or, or not necessarily, you know, attract people to come to it if life is a little bit easier, you know?
David Millili: And so the hospitality tech stack has always been disjointed. It's always been a challenge. We discussed earlier about how, you know, not only is it different tech, it could be different tech by different departments, how they communicate. So what advice do you have for hotels on how to deal with this evolving tech stack and integration as a whole? 
Eoin Heavey: I think there's a lot of products out there. I think, you know, when, when we speak with people, I think they say, well, we use this for this, and we use that for that. I think what's, what's not gonna work is having siloed products for different areas of the hotel, and that kind of goes above my pay grade in regards to, you know, not just operations, you know, and the likes of revenue management and, and, and afar. But I think the, the most important thing is that you're not having to manually make them speak to each other. I think that's e extremely important part of it. And I think, you know, I think a lot of, especially on the PNS side, a lot of, lot the likes of news and opera and stuff like that have got a lot better in regards to, to marketplaces, to integrations.
API integrations have got a lot better, but I think that's the most important part. It's not necessarily, hey. You know, we can, we can track our complaint management. Really great. Now on this product. Is it connected to anything? Is it, you know, are, are you actually using it for something or are you just using it for the, the basic function and not actually getting the full value out of it?
It's very, very important to make sure that when you are looking at products that they do, compliment the rest of your, of your product offering or your tech stack. It's, uh, that's something that's really, really important and it's something that is getting better. You know, I think industry has really, especially, I'm sure you guys have seen it as well in the last, even the last two to three years, people are really focusing on it and it's something that is really, valuable both from a, cost or financial perspective, but also from an operational efficiency perspective.
Steve Carran: That's great and I'm really excited to hear your perspective on this one. You know, coming from the tech space and hospitality, are you seeing any new trends on the technology space? I'll even open it up to general hospitality trends. Are you seeing anything, that you're excited about or you think that's gonna make a change in the industry? 
Eoin Heavey: I think it, it's funny how like, I think when you look at those things, you, you have to understand, and I, I always, every time I see a product, I always try and understand what's the customer gonna be, what kind of hotel would be interested in this? And I think it's, it's always, you know. What's their goal?
Are they a bottom line focus or they, are they, you know, are they a higher end hotel where they wanna really wanna make sure the experience of the guest is, is really, really high? And I think that's where you get into it, where it's like, okay, well maybe, an AI chat bot for, for a guest is not how, you know, St. Regis wanna do it 'cause they wanna have that personal experience or, you know, a man wanna have kind of silent or, or you know, ghost kind of housekeeping where you don't actually know anyone's around but everything's getting done. You know, stuff like that. So it's very, very interesting to see how, how people are adopting different technologies to what they actually want to do. I think in regards to that, I think you have kind of the, and again, the guest is, is, is the, is the sole focus of, of all hotels. You know, they wanna, regardless of what their goal is, I think it's, it's the guest. So seeing how, how that kind of, I suppose that guest messaging, guest experience, concierge type services is evolving, is really, really interesting. But then what's even more interesting is where's it going? Is it going to one person on a phone just picking up and just getting everything done? Or is, there a system in there that's actually streamlining all those experiences to make sure they're going to the right departments to make sure that they're get getting handled correctly and make sure that they're being kind of monitored in that respect. So that's what I'm excited about is connecting that loop.
Steve Carran: I love.
David Millili: That's great. And so what advice would you give to someone who's looking to start their own company and maybe even add in there a little bit, somebody who's not from hospitality, who's looking. To start their own company in the hotel kind of technology world. Yeah, it's kind of two questions, I think in regards to starting your own company. I think. Green Park, was it? It's tough. It's tough to go out there and try and pitch someone an idea and get them to invest in you and, you know, you're kind of starting, starting down down a road. That's a lot of unknowns.
Eoin Heavey: I think what I found very valuable was that with the first business, you're gonna make tons of mistakes. You're going to, screw up a lot of different things. And I think what's, valuable about it is pick, an archaic industry pick something that is simple in nature, but all you have to do is do a little bit better than the other person. As As opposed to trying to go build the next Tesla or something, you know, it's not necessarily where you should start. So I think for a person starting their first business, I think that's, that's very valuable.
And I think the experience, it'll be hell and, and a lot of times, and you, it won't be fun when you're doing it and it sounds great and it sounds exciting, but. the real truth is that it's not, but you do learn a lot from it, and I, and you can apply that to your next business. You, you see a lot of people, like a close friend of mine has VC fund that's solely focused on repeat founders, that's what they do because he goes not gonna invest the first time. Because even if they're the smartest guy in the world, they're gonna make a lot of mistakes. And I think the second time round is, is where you get the real value. And I think that's something that's important.
But I think in regards to the hospitality question, you really gotta, it, it's, it's. It's a huge, connections based, business. You know, I think the nature of hotels where, especially within groups, you'd have GMs maybe moving across different properties and a kind of very transient kind of nature that means that they're, everyone's meeting a lot of people, a lot of different people, so everybody kind of knows everybody.
I think the relationship aspect in the hospitality space unique actually to, to hotels or hospitality as a whole, and it's something that really needs to be focused on when you're doing it. So if you can gain that trust from, your potential customer, that's where you want, no matter what kind of area you wanna get into in hospitality, I think the relationships and gaining trust or, or, or friendships within the space is extremely important.
David Millili: I agree.
Steve Carran: Well said. Well, Eoin, we've been asking you the questions this whole time. This is where we turn the tables and let you ask David and I a question. Oh, this is gonna be interesting. I'd love to know, I'd love to know what, what your guys' thoughts are, especially just more so in the near term, not necessarily from when you started, but in the last. Kind of two to three months, what, what do you guys see in the space that's, that's of interest to you?
Eoin Heavey: And not necessarily from from a tech app perspective, but just trends as a whole or where, where you see hotels are looking for things or looking for different, you know, what, what, what's making them tick at the moment?
Steve Carran: I know we've been talking about experiential travel this whole year, I feel like, but one thing, and David and I actually talked about this on a recent podcast is the adventure travel. That's happening. I was recently in Denver, Colorado meeting with different hotels, and I know that's a outdoor adventurous segment, but all these hotels that I was talking to had these adventure packages or something around the area for you to do with kind of nature, and ways to get outside and really explore not only Denver, but the surrounding areas as well. and, and I've seen that kind of all around Colorado, and I know it's a very outdoor adventure state. But, that's one thing that I've seen around here. And also, you know, surrounding states as well have really kind of been focusing on more adventures, and focusing on really getting outside experiencing kind of life a little bit more. So that's one thing that I've seen a little bit more. Maybe it's just where I live in the country, but definitely adventure, travel. We're seeing pick up and kind of be a hotter trend here.
David Millili: I would say my answer would be a hopeful answer that I feel as if, with so many events taking place, that I feel like there's a little bit of this shift where. The industry is adopting and gonna start adopting more technology, because it very, it, it's a, it's an industry that's far behind others when it comes to actual technology and embracing it.
So I've just kind of found as we've gone through 2025, the events we've gone to have been, you know, whether it be ITB or High Tech or you know, went to the direct booking summit, that they're very well attended. It seems like there's definitely this thirst. For knowledge and this idea of adopting these technologies and hoteliers finally kind of, you know, getting up off their asses and saying, Hey, we really need to leverage this stuff.
It's gonna help us, whether it be staffing issues or things of that nature. So I'm very hopeful and optimistic, but I feel like that's one trend that I've seen that there's just been like a lot of, well attended events, which I hope leads to a lot of new embracing of technology in hotels.
Eoin Heavey: I think, I'll second that. I think, I'd see that as well in the hotel space, given the nature of a hotel. Like, because it's 24/7, because there's so many people in there, because there's so much going on in a hotel, and even more so in Steve's at Becher Hotels. But, you know, I think what, what you um, what what great is that I think a lot of, a lot of hoteliers are understanding now that onboarding it's not as difficult as it as it was. It's getting a lot easier. There's a lot more cloud-based systems that make things a lot more simple to adopt or to onboard. And we've been pleasantly surprised with the onboarding process with us. You know, it's very, very simple.
And it's a bit of clients or hotels in this case, being more open to it, as you said, David. But it's also that the likes of the PMMS systems are a lot more open to it as well. They realize that if they, if they, if they work, if they work with other, with other, with other, with other areas of the tech stack and are more open to it, whereas before they weren't, they're very closed and regard, especially on the flagship side. They see that if they, if they adopt this, they actually become more stickier. And again, as I said before, the goal is. First the client. The client, which is the hotel, is the goal. But the goal is to make the guest experience better across whether you know, or whatever kind of hotel you're, and the guest experience varies based on what type of hotel it is, but you know, being kind of working together or having everything a little bit more easier for the hotel means that they'll actually adopt the tech more. So, you know, kind of still holding people is not gonna helping as much, you know, that's true.
David Millili: Well, that does it for another episode of The Modern Hotelier. Eoin let people know how they can get in touch with you and how they can get in touch with Maitre.
Eoin Heavey: Yeah, I'm on LinkedIn, and Maitre’s website is maitrehotel.com
David Millili: That's great. And before we sign off, just to let anyone know who's curious Jon is, okay. He's on vacation, so that's why we didn't kick it over to Jon for the last question, that's our producer, that does it for The Modern Hotelier, the most engaged podcast in hospitality. So whether you're watching or listening, we appreciate you and hope to see you again soon. Thank you for joining us, Eoin.