 This is Think Tech Hawaii. Community matters here. OK, welcome back to Think Tech. I'm Jay Fidel, 12 o'clock block here on a given Monday. And we want to talk today about leadership. This is making leadership work. It's more than just leadership. It's all those characteristics that form up leadership and how you actually activate them and do leadership. It's an occupation. It's a skill. It's something you learn. It's something that sometimes works. Michael Troy, executive in the hotel industry for a long time, seen it all, done it all, seen the evolution of the hotel industry, and seen companies come and go and morph and consolidate and merge and all that he's seen it all. Michael, welcome to the show. Jay, thank you very much. Pleasure to be here. So you're with Starwood? Well, Starwood is getting acquired by Marriott. And you're the field marketing director. What does that mean? Well, actually, yeah, the transition of Starwood being acquired by Marriott has actually been underway for more than a year now. And so a very exciting time bringing together two large and very well-recognized hotel leadership companies. Together now, there'll be 30 brands under one umbrella under the Marriott umbrella. So very fortunate to be a part of that company, which will have over 6,000 hotels, over 1.5 million guest rooms around the globe. It's quite a big organization that we look forward to having lead in the hospitality area. When I was a kid, we got in the car and drove down the East Coast and stayed at little bungalows along the way. And it wasn't much tourism as a long time ago. But now, tourism is so big. It's so everywhere. It's in every country. And from extravagant to not so extravagant, the industry has become huge. What got you into it? Well, I was fortunate to be introduced to it through a relative. I had an uncle who was a general manager of the wonderful leisure location, the Pittsburgh Hilton. So I actually was introduced to that industry when I went to actually to see one of my cousins be married and went to wonderful three rivers where the Pittsburgh Hilton was sort of situated. I believe it's not even a Hilton brand anymore. But I was introduced to it there. I ended attending the University of New Hampshire in the Hospitality Administration Program. One of those people. And then the opportunity to work in Hawaii was afforded to me through a management trainee program. So Sheraton Corporation was actually headquartered in Boston on 60 State Street and went down there and interviewed and had an opportunity to be offered a management trainee position in Hawaii. That must have been a happy moment. Well, it was a stunning. I had never been west of Pennsylvania, as you can. So for me, it was a big opportunity that was something that I had not expected to be made available to me. And so I thought, OK, I'll try Hawaii. I'd never been here. And I thought maybe I'd do a year or six months or whatever and see how long it would be. And fortunate for me, I've spent over 32 out of the last 36 years in Hawaii. So I've been very, very fortunate. So you came in the 70s? 80s. 80s were the 80s. 81 was a management trainee at the Royal Hawaiian Hotel. Pink Palace in the District. Yeah, that must have been pretty exciting. It was just coming around. There was a lot of action going on. My law firm was representing some of those deals. My law firm represented Kenji Osano for a while. Well, there you go. Then they probably were very familiar with the acquisition that they received from ITT Sheraton. They acquired those four properties in Waikiki, along with Sheraton Maui, and then, of course, the Palace in San Francisco. So yeah, Kealia, as an organization here locally, has been a true leader in hospitality. And for us to have such a diverse product, even within their portfolio, I mean, from the luxury property in the Royal Hawaiian, the historic Moana Surfrider, and then, of course, the Sheraton Waikiki, which has gone through several iterations of accommodations being that of a group facility, but also now a very nice leisure destination property right there on the prowl of Waikiki Beach. So hats off to Kealia. They could have taken the Moana Surfrider in the Royal Hawaiian historic properties. There's a lot to maintain there, and I think the fact that they've got that commitment to let those two properties still be the icon. Nice job on the Moana Surfrider. I mean, they're in pictures. They've been in Hawaii 5.0. They've been, I think, when you see a couple married right there on the ocean lawn at the Royal Hawaiian Hotel, with Diamondhead in the background, it doesn't get more storybook than that. Really storybook. Shades of Webley Edwards in the Moana Courtyard there with, what is it, Hawaii calls? Yeah, well, there's that Hawaii calls. And then, of course, we had Del Courtney and the T-Dance that was done in the Monarch Room for many, many years. And those things were sort of ending when I was just coming on board. But we've had every, you know, in the Monarch Room, we had Andy Bumatai, we had the Brothers Casamaro, we had, you know, you name it, we had just an amazing diversity of guest experiences. Yeah, did you know when you came out here that it would be like this? I mean, this was not always the mecca in hospitality that it is today. Did you know that it would unfold this way? Well, I knew that the novelty of the destination was pretty significant. And, you know, when you said you had visited or you were going to or you'd been to Hawaii, everybody had a lot of questions. I mean, you know, some people who had no real concept of the place thought, you know, that there was everything from one street light to grass shacks to whatever, and others who said, well, you know, why could Kiesel Commercial, I just don't want to visit there, et cetera. And yet when they do come out, whether it be a neighbor island experience or, you know, visiting the island of Oahu, I think they're always amazed at just how spectacular an experience it really is. Yeah, and that's because the industry builds this spectacular infrastructure and programs all over the place. It's really quite amazing what happens, you know, we live on the beach, we don't necessarily see it, but if you get into the track, if you get into that world of the tourist experience, it's really something here, isn't it? Yeah, I mean, when you look at what the industry does in generating revenues for the state of Hawaii, I mean, you're right, it's become quite an industry and it's been diversified further by things like vacation ownership and you see that. And of course, now the shared industry where you have people doing their own hospitality with Airbnb and VRBO and things like that. Yeah, and you've had to track on all these things. It's been a moving target the whole time. Yeah, I think the landscape has become quite competitive and certainly in the last decade, I think more so than ever before. And a lot of that do in fact to, you know, changes in technology. I mean, when you look at how easy it is for someone to set up their own operation through, you know, the tools that have been made available from an Airbnb where all you do is, you know, set up your listing and then payments and transactions and correspondence and everything else is all handled electronically, it makes a lot easier. I mean, you didn't have the ability to do those things, you know, 10 years ago, but now, I mean, you can do it from your phone. It's easy to travel, isn't it? Easy to travel. Well, yeah, I wouldn't know if it's easy to travel. We've certainly, the government's certainly making a little bit of a challenge, certainly internationally. I think we in Hawaii could be, well, TSA, but even the permitting, not permitting, but the process to get visas and whatnot to come to Hawaii, I think internationally, we could do a lot to improve that, which would improve our fortunes a lot by having people that have not been to this destination come, which I think is always good to introduce it to an audience that hasn't been here. So where do we stand? I mean, where do we stand in the world? I mean, we stood in one, we had one kind of persona back in 1980. We have another one now. What was then, what was it now? Well, I think the mystique of Hawaii is still there for a good percentage of people who have not been here. I think those that have been, you know, traveling the world and seen Hawaii, if you will, still have not, if they have not taken an opportunity to visit a neighbor island and see the contrast to what's available on Oahu, they certainly need to do that. But what's happened is, you know, the introduction of social media and the introduction of just Instagram in the last five years has made places that were once considered, you know, hidden gems available for everybody to see. I mean, I remember listening to a story about a bridge, about 90 minutes outside of Seattle that was a hidden gem forever, but because it became so popular on Instagram, they're now gonna tear it down because too many people are going up and trashing the place and everything else. And so I think the good and bad of technology is, you know, we're introducing things to people immediately. You know, you can tweet out a picture, you can tweet out on Instagram, but you know, we have to make certain that message gets out there, that we here in Hawaii can withstand that onslaught to the infrastructure. Market is changing, people's tastes are changing around the world, and as you say, travel is changing. So are we still as much in cachet as we were before? And who's our competition rising against us? That's a good question. I know the thing about competition is the places that we previously maybe did not consider competition suddenly have become known to, you know, who thought we'd compete against Costa Rica? Who thought Iceland would become a very popular destination the last two years? You know, I think as you mentioned, people looking for new experiences are out there wanting to find out something that has not been seen before, or things that they just didn't believe they would add to their bucket list. And I think that the ease of getting to Hawaii now is hopefully making it better for people to get here, but I think some of them just, they like that far and out destination that nobody's been to. I think now you're trying to one up somebody else when you look at what's been on their Facebook page or what's been in their Instagram feed and how can you do it better? I think technology has made it a little bit more competitive and the landscape as far as what the internet has done to compete against Hawaii, people are able to find out about destinations now much easier than they were before. The distribution system with retail travel agents being that knowledge base that you went to previously has now been put in the palm of your hand. Now it goes direct. Yeah, I mean, you can do anything. You can find out about any destination. You can speak a language by just speaking into your phone. The new pixel earphones, which will do it automatically as you speak, the translation will go into your earphone. I mean, it's remarkable the way the world is shrinking because people are less afraid to go into places of unknown because technology has made it easier. And safer, I suppose, usually. Well, you'd like to think it is safer. I think it's safer if you do your research. I think the main thing is, again, technology is making it so that you're able to read reviews from other people. I think people put a lot of faith into UGC or user-generated content, whether that be an image, whether it be feedback, whether that be a description of what the experience is like. And people just do a lot, tend to do a lot of research. People tend to engage more with others once they've found out they've been to a place. Once you find out in somebody's Facebook feed that they've gone ahead and visited a destination, you'll contact them, and if you know them or something, hey, what was it like? What did you say? Word of mouth. Word of mouth has become as strong a marketing tool as advertising. So how has the profile of the tourist, how has the profile of the tourist changed over recent years? I mean, what I hear you saying is the millennials have a leg up on this these days. They can handle and are comfortable with the technology. I don't think we have, I guess we still have a fair amount of luxury properties out there or at least expensive ones. How does the profile change this as a result of these factors? Yeah, I think for us, the millennials, certainly a good target audience to be in focus, keeping it on our radar screen. But when it comes to discretionary spend, I think there's still a lot yet to be captured from the boomer market and the Gen Y, Gen X and that audience that is in some of their prime earning years that is gonna take the time to go and travel, not that the millennials won't be able to come and stay here, but I think they're also, the millennials are much more open to the shared accommodations that we've talked about, things as an Airbnb and VRBO because that's what they're comfortable with. So you're all about demographics and examining who that group is who might come here and also in Tahiti. And this is an interesting changing, kaleidoscopically changing answer there. Yeah, I mean it is. I mean, you have to be able to, I think have experiences that address what it's gonna be like for that specific audience to make certain that what you're putting out there is something that they want to experience when they're here. Whether it's an active traveler, and a lot of this you'll hear from the Hawaii Visitors Bureau, Hawaii Visitors and Convention Bureau, and those people from the HDA, how we're looking to find the right lifestyle experience for the Visitor to Hawaii to find. Whether you're active and active. Exactly, there's so many various audiences we can go after here in Hawaii. And technology lets us get a good handle on what exactly it is that they're looking. The feedback and finding out more from them, their profiles and the open profiles that people have on social media. You can learn a lot about what people wanna do. Yeah, oh, I have so many questions. We'll never finish on time. This is Michael York. He's a field marketing director of... Well, so now it's not Marriott International. Okay, let's call it Marriott for now. And he covers not only Hawaii, but also Tahiti and the French Islands down there as an interesting combination of things. And we're gonna ask him about the challenges and the problems. We're gonna ask him, what's life to be an executive in this area these days and how we can get his job right after this break? You'll see. This is Think Tech Hawaii, Raising Public Awareness. Aloha, I'm Carol Mon Lee. Think Tech Hawaii is volunteer chief operating officer and occasional host and this is Minky. For the first time, Think Tech Hawaii is participating in an online web-based fundraising campaign to raise $40,000. If thanks, Think Tech will run only during the month of November and you can help. Please donate what you can so Think Tech Hawaii can continue to raise public awareness and promote civic engagement through free programming. I've already made my donation and look forward to yours. Please send in your tax-deductible contribution by going to this website, www.thanksforthinktech.causevox.com. On behalf of the community enriched by Think Tech Hawaii's 30 plus weekly shows, thank you, mahalo and shishir for your generosity. Okay, we're back with Michael Troy. He is the field marketing director of, I guess, Marriott now as it works out and he covers Hawaii, which is 30 properties and three properties in French Tahiti which is all very interesting and you gotta go both places, right? Definitely. Part of being an executive. Definitely. You gotta go check it out. If you haven't been to French Polynesia, it's definitely worth it. So, I guess part of being an executive in the hotel business is you get to spend time at hotels and you can get to enjoy the luxury, am I right? Yes, I've been very fortunate in the opportunity to stay in multiple brands underneath our umbrella and then of course, multiple destinations, both internationally as well as domestically and so it's amazing to see the breadth of our product which, like I said, goes from select serve brands which are those that are sort of the things you might find in our loft or element or some of the Fairfield Inn or various products along. Those lines up to luxury with the Hawaiian, our luxury collection, St. Regis and now Ritz Carlton, all under that umbrella. Ritz Carlton, that's a name we heard last week. All right. It was number 45. Oh, okay. Yeah, stayed there. Must have had a good time. Were you involved in that? I don't know, but keep the towel. We just want you happy. So, there you go. Okay. Well, you know, do you think it's evolving into more luxury or less luxury? Is the market looking for more economy or more high end? I think it's a little bit of both. I think what the consumers look for is for value. Whether you're an entry level consumer or someone who is able to go high end, I think even at both ends of the spectrum, they want to make certain they're getting the value for the dollar that they're spending. So consumers, again, are much more informed with regard to what it is they're going to buy by the research that they're doing and again, the expectations. When you stay at a St. Regis or Ritz Carlton, you expect certain things to be delivered in that experience and if you're not getting them, you're certainly going to voice it and I think we need to be more cognizant of exactly what the consumer is saying, even if it's in our entry level. If they're not liking something and they let other people know, as I mentioned, the influence of social media on people's buying can be very dangerous if you're not monitoring it. That's your job. You've got to find out what they're thinking, how they're feeling, whether they like their experience or don't know. How do you do that? How do you find out? That's a good question. I mean, we participate in the major, I think sort of the top three social media channels of Facebook, Twitter, and of course Instagram and getting the feedback and the engagement from those customers. We monitor it. We have various tools that monitor customer sentiment about what it is they're saying about our brands, what is they're saying about their experience within our brands, what they're saying about the competition. What is it that the competition is doing that we're hearing about when a Hilton or a Hyatt or somebody else is doing something? Is that something we're missing out on or is it something we haven't told them about? So yeah, social media has become very instrumental in helping us to understand sort of what the customer's seeking out in their vacation experience. So if you're a field marketing, what is a field marketing director in here? You know, I'll never claim- It's an impressive term. It is a great term, but we're out there in the field marketing. I'd say it's a tremendous place to do it. So that's what we're doing. Okay, so it strikes me that it's more than placing ads. It's more than going to the media. It's more than creating the persona as you would in all kinds of media, print and television and social media. But it's the other end too. You're also involved in creating the experience that you want to market, right? It's not just marketing and the existing phenomenon, it's changing the phenomenon too. Yeah, it's a team effort. When we work with everybody from revenue management on making certain that the pricing is in the right area, we work with the people on the operations side with how, you know, it's great for us to come up, it's great for us to come up with an offer that we think will do well in the marketplace, but if it's hard to be fulfilled with everybody from the front desk to a spa to a restaurant, then it's not going to work. So we have to work with everybody from operations, revenue management, and then our distribution partners. If we want to put out a package that requires them to be involved in capturing information to our kids coming, is it, you know, what is the makeup of that customer that's coming to our resort? You know, we need as much information as we can and we're matching up the right offer, the right property with the right guests. You ever walk around and say hi? You ever, you know, check them out when they come out of the restaurant or catch them in the lobby and say, you know, how's it going for you? My job probably doesn't allow me the opportunity to do that as often as I'd like to, but you know, we have operations staff, we have actually a sort of a lobby concierge that is engaged in, you know, what is the customer experiencing? How's it going? How's everything that you're experiencing here at the property? We even have it certainly in Waikiki where you need to have that in multiple language capabilities because of, you know, we still have a strong audience from Japan that loves the destination. We want to make certain their experience is top-notch and, you know, like I said, get that feedback. And I, again, a big kudos goes to our team, operations team where there'd be guest service agents, the front desk, the Bellman. They are talking with guests at a time when they're probably, you know, willing to say anything, you know, when you're walking up to them, I can't believe we're here and this and that. Well, what is it you want to experience here? What is it you want to do? It's the same when you're checking in, same when you go and ask about activities. So that team, I think, does a great job in making certain that they can get as much intelligence on what that customer wants to have and then feeds it back to, you know, our executive team. Then you've got to get it. Your group has to get it. You know, Michael, they didn't see enough pictures about what the beach is like or what the pool is like. Okay, then we need to upgrade our visual messaging so that we can address those things. They're doing it in social media, not just on the website, but also in social media. These are the things that they want to see so we want to make certain we put that out there. How about the Chinese? What do you need to do for the Chinese and what are you doing for the Chinese and is there a gold mine there in the Chinese? I think it's still early. I think it's a very nascent market segment to be going after. I think the lift, the visa process still to come here is a little bit long. And I think, you know, from a cultural standpoint, we went through some great cultural training when about a year, a year and a half ago when it became evident that there was going to be that growth in the Chinese market, but it really hasn't materialized to the point where they become such a big part of our market mix. You know, I still believe that the biggest part obviously is our domestic audience, our Japan audience, our Oceana, you know, people from, we've had increased air seats available made now from Hawaiian to the Australian, New Zealand markets, Canada's still a very big market for us. Europe was still a long ways away, until lift coming here, if there ever is a nice nonstop that's put in play where you can bypass and make it easy for that market segment to get here, then. You don't have a lot of controllable lift though. For example, I read yesterday's paper that it was a carrier, a small carrier that's coming directly out of Las Vegas, they're folding. Yeah, Legion is no longer doing their route. Their last flight was just last month, so we have a lot of hopes that Southwest will come in and bring in to the marketplace some new access points where people will be flying from, you know. The West Coast is still, certainly those gateway cities are our biggest cities and where we like to focus and we've got some nice nonstops from the East Coast where, you know, out of Newark, out of Atlanta, but we'd love to have new carriers, you know, open up markets to us that we have not had a chance to in the past. And can you encourage them? Can you say, look, United, we need another couple of flights here, you know, we have the rooms, we have the infrastructure, why don't you send some more people? Well, United is already doing that. At the end of December of this year, United will introduce a significant number of new gateways to Hawaii and more flights, not only to Oahu, but to the neighbor islands as well. So we're very fortunate to see certain carriers, legacy carriers like United still have a lot of a commitment to this destination. And again, I applaud the things that Hawaiian Airlines has done both internationally and domestically to make it work and certainly for Bukamina that want to travel to other places on the mainland, Hawaiian has, you know, really broadened their reach. But there's not much, I think we in the hospitality, we love the airlines and we hope the airlines love us. We have those great partnerships, but there are other things that go on on the government side with regard to gates at the airport. I think those are gonna be the biggest challenges if we grow air seats and not have room to move planes and things around. So I think there's some things in, and you don't wanna have planes flying over Waikiki beach at three in the morning, because I don't think that's gonna make it enjoyable for anybody. Yeah, you know, I wanted to ask you about that, about the community. I mean, is the Hawaii community used to be, in my opinion, a little more aloha than they are now and cared a lot about, you know, welcoming tourists, Ecoma Mai, all that. You know, now it's Waikiki, I don't go to Waikiki, they can do what they want in Waikiki, I don't care. How does this affect the situation and do you feel you're getting enough support, so to speak, from the local community and the government? And let me fold one other thing in there. Oz Stender, a former trustee of the Kamehameha Schools was sat on that chair a few months ago when he said, too many tourists, you have to make a limit. So I'd like to ask you about that too. Well, I think that's all one big question. I think certainly it is a concern that the tourism industry be able to maintain the infrastructure to accommodate any sort of growth so that it is a pleasurable experience, not only for those visiting, but those that work and live here. I mean, I strongly believe that the opportunities to grow the neighbor island experience would be wonderful by having non-stop flights. I think the multiple island visitor that used to come in the 70s and 80s doesn't want to do that as much now because it's a pain in the neck to go through TSA and take four hours out of your day to do an inter-island flight. Not that it's gonna be that on the average, but I've heard of some experiences where that can be the case. And for local people too, by the way. Well, it's been a challenge. So I'd like to think that there is a balance that can be maintained in hospitality that allows for us to have the jobs, have the careers, but also highlight and appreciate the culture that exists here. You talk about Ecomomai and you talk about the care of the Aina and things like that. And I do believe many of the companies in the hospitality industry do a lot to give back to the community. And I firmly believe that from Marriott and even from Starwood that that was a big part of it. You know, the industry, the charity industry, walk that we do annually gives quite a bit of money to local charities and to help out. And I think again from an employment standpoint, the hospitality industry is huge. And then they've worked hard to bring in the youth that are interested in getting hospitality. I think the youth that want to be a part of this industry, there's no better testing ground for learning hospitality than Hawaii. I mean, if you can learn the industry here, if you have the capability of speaking a foreign language, that will certainly go light years into helping you to travel anywhere you want. The great thing about our industry is that it doesn't just exist in Hawaii, it's a global industry. Yeah, so this is a great career. It sounds like you're really into it and you really love what you do and all. But I wonder if we could identify the kinds of characteristics that would make somebody in the hospitality in one of these hotel chains a success. What do you need to have in your kit bag to do what you've done? Yeah, I think if you're gonna reach into your quiver and make sure you have all the right things, it's an industry that is no two days are the same in hospitality. I mean, everybody asks me, what about our weekends different than, every day is a Tuesday. We face changes every day based upon people's moods, holidays that may be international, may be local, may be national holidays. I think if you're gonna be in this industry, you have to have the will to be flexible. I was fortunate to have, as a management chain, learned the different areas of focus in hospitality. I was in accounting for a while. I was in food and beverage, food and beverage control, restaurant management, banquets and catering. I was a property manager and director of sales and director of marketing. Then I get into the digital side, so. And it wasn't always for Starwood and Marion. Well, it was pretty much all with Starwood. Is that right? Yeah, I was fortunate that Starwood allowed me the opportunity to enter into the various aspects of the business. And I think for those that are willing to get into the industry, having the flexibility, having the wherewithal to want to learn, and then the soft skills. I mean, it's great to have an education that knows about the financial side of it and certainly the technical side of doing things, but the soft side of this business is critical. How you network, how you deal with people, how you listen, how you communicate. Things that really don't show up on your resume. It's more that people are gonna say that you do this well, you don't do well, but you can't really list it down there. You gotta showcase. It's down both, and horizontal and vertical. You know, the people to me that are on the firing line every day, our front desk people, our Bellman, our housekeepers, they are what make me a success because I make a promise, they fulfill it. I mean, that's the big part of what that's all about. So we're very, very fortunate to have some well-trained, some very understanding, and some long-term employees within our employee. You know, the Royal Hawaiian and the Montessor Friday for instance, they probably average 10, 15, 20 years on average some of these employees. That's not just a job, that's a career and a commitment. That's pretty special. Well, speaking of careers and commitments, I mean, where are you in the arc of your career? It sounds like you're in pretty deep by this time after all this time. Where does it go from here? Well, I'm really fortunate, as I mentioned, because I just moved into this new role to be the senior account director for the Hawaii region for Marriott International and will have those 30 properties or multiple, not every property is gonna be a part of the program that I manage, which is field marketing because we have some franchise that run a little bit different. But my opportunity now is to continue to grow, you know, the integration of those brands. With Starwood, I had just four brands to worry about. We had our luxury collections, St. Regis, Sheraton and Weston. Now, we've got Marriott, Courtyard, Ritz-Grawlton, their brands, all integrating in with our brands. So it'll be a new experience in how we get out to that audience. And that audience that has been numbered now somewhere near 20 million loyalty members between the two companies. So new ways to go and research that audience and see how we can get more of them to come to Hawaii and loyalty and the use of loyalty points. How do we get those people to, if they're gonna redeem points, we want you to redeem them here. Come and stay in Hawaii. Yeah, oh, very exciting. And all kinds of new hotels too, new brands, new properties, all that. I wonder what do you, you have any thoughts about what's gonna happen to Linai? Well, you know, it's interesting. I thought that, and he was part of Island Air too, didn't he still own one of it? So I thought he would have kept the airline. You know, the four seasons of branding that they have put on those properties, we previously actually had them as luxury collection properties back into the Starwood management way back when. I don't know if he's gonna expand hospitality there or not. I do believe that it's a destination island that you could do a lot with. Certainly, agriculture was a big part of its makeup for so many years. I think the opportunity to do things in agricultural with regard to food and beverage, I mean, because this farm to table opportunities and things like that, certainly I think taking those experiences, you know, green tourism, maybe there's eco tourism that's tied to Linai. But yeah, I mean, there's this golf, there's other things, but the infrastructure itself, if they're going to take on a bigger audience, they need to add, you know, more diverse things to do and they need to be able to manage it well. Yeah, yeah. And what about new brands? I mean, coming from Asia, for example, Shangri-La, a great brand really around the world everywhere you look, except in the U.S. Is there any chance that Shangri-La could come here? No, I think every brand will look at this destination. I think the challenges that they face in coming to Hawaii is the expense of a new build is quite high. And so if there's an opportunity for a conversion, if you see a destination or a location where, you know, I think we've had like Mandarin or used to be at the Kahala or we do have, you know, a neighbor on opportunity, I think Maui is becoming much easier to get to with flights and if they get international flights into Maui in the future, which I think would be a tremendous opportunity to grow that destination in the right way where it doesn't have to be huge volume, but you can bring in a higher end audience if that's what you're seeking. That could be good, but I think Hawaii also is, it's reaching its limits in a few places where you can build new product and luxury product, that's a challenge. You have to make certain you have the right audience to buy into that. You know, with your arc in the company has now merged. She was, and you've had a long career in Hawaii, you know, to me that's the center of so many things. Will you stay in Hawaii as we go forward here? What do you think you'll be and where is the headquarters of Mary in Washington? So beautiful Bethesda, Bethesda, Maryland. Yeah. I have no wish just to hang out at our corporate offices and prefer to stay home here in Hawaii. I've been very, very fortunate. I raised three children here and no, it's a great destination, it's a great place to live. It's certainly from a hospitality experience. And like I said, you can work in hospitality anywhere around the world, but if you've been, if you've learned it here or if you've experienced it here, there's nothing like the hospitality in Hawaii. And it is truly, you know, there are ways that people say the spirit of Ohio has been lost or it's been somewhat tainted. There is still I think a commitment from employees and from those in the business here that's unrivaled with other destinations. And people are still learning from how we deliver hospitality. So my last question for you, Michael, and there's camera one over there. That's those are the people, okay? That's like right over there. There it is. The red light just went on. Okay, okay. That's camera one, okay? My last question is so, so we have a student at the Schardler College. We have a student at the Tim School, which I guess is these days as part of the Schardler College. Okay. What's your advice to him or her? I mean, how do you enter the, you get into a training program, you get into it here, somewhere else. How do you point your brain cells to have a good career in hospitality? Well, if you're going to enter the hospitality industry, again, I think it's always good if you can get into a management training program where it's made available. I know that in the case of Marriott, they just flew a thousand candidates for management training programs to Texas and interviewed a thousand people for placement in the upcoming year. So opportunities are out there. I think if you can get in and learn the business and learn the various aspects of the business, as I mentioned, there is no limitation to what you can do in hospitality. If you like accounting, if you like management, if you like dealing with guests, if you are creative, if you are technical. So many opportunities are afforded to you in this business that you don't need to be shoeboxed into one thing. I started, as I mentioned, as a trainee, I went into the various areas of food and beverage and also accounting and things like that. But I ended up in the digital side, who would have thought? I didn't think I'd end up in the digital side, but I love it because it's never the same two days in a row. Never underestimate the power of technology in any industry. It's all in the palm of your hand. It's crazy. Thank you. Michael Troy. Appreciate it. Wonderful to have you here. Thank you.