Ken Greene - Hunter Convention


Hi Ken, good afternoon. Thank you for your time to hotels Vikas for the interview. I want to start by asking you about your new role as the president of a Radisson and what are your plans. it makes the two year to five years the Radisson and Carlson.

It's a very exciting days for, for Radisson hotel group. First we just changed the company name from a Carlson to Radisson hospitality Inc and we roll up under a bigger umbrella called Radisson hotel group, which is both, the Carlson company where the old Carlson Company and the resident company, which is the master of franchise or of the Radisson brands in Europe and Middle East. So today we all go to market as one big global company called Radisson Hotel Group. And that just happened, that name chance is happened on the first week of March officially. And so it's very exciting days for us. our company now is named Radisson. our rewards program is now named, Radisson rewards, and the future is quite bright for us.

we have an entirely new executive team. We have some wonderful talent that has been with our company for many, many years, and we brought in some talent from the outside as well to, to really start to drive a cultural change in the company. And that culture change is really focused on a couple, really significant things. One, it's about having a five-year strategic plan that really is focused on the property owner.

Our five-year strategic plan really starts and stops with, with a, with a pure focus on, on the property owner if the things that we aren't, the things that we're doing aren't adding value to a property owner, then we really have no business doing it. and of course we're an owner to a, we own some properties and Europe, we have lots of lease property so we walked in the shoes of her owners, which makes us a little different than some of the pure franchise companies that are up there. And so as we develop new ideas for the company and new programs and systems and, in standards, we can look and look and owner in the eye and say again, we're doing it for ourselves just like we're asking you to do it.

And I think that makes a much more powerful of a value proposition for owners. Now, for us, the strategy is pretty simple. We want to, take core Radisson, that we have in this part of the world at over about a 135 properties or so, and we want to make those a little tighter in terms of consistency. So our worst property needs to get better. And so the strategy there is that, the bottom 10 or 15%, if they can't get to where we want to go, I will be asking those to leave.

In the meanwhile, I will now some neat programs at our, at our conference in the first week of April to help property owners that want to stay in the Radisson system and become more consistent and improve their quality. I will announce a couple of programs to help them do that. And so we'll investment spend, and those owner relationships. And then we, from a development perspective, we are bringing some great new a Radisson property. In fact, just two days ago, we just announced a new construction, a Radisson property that opened up in Fredericton, Canada, which is absolutely gorgeous.

A, we'll make some announcements that conference with new Radisson properties coming on board, new construction. And in fact, right here in Atlanta, right outside by the airport, a property that was originally built as a [inaudible] never opened a will become a Radisson hotel as well. And so we have some great, great opportunities to fix the Radisson for Radisson brand. The, what a key piece of our strategy is to bring Radisson blu, which is in the upper upscale segment to this part of the world. As you know, in Europe, Middle East and Asia Radisson blu really dominates. There's over 300.....

yeah. In Mumbai as well, yeah.

.....They, on almost every metric you look at, whether it's from a customer service perspective, whether it's an owner's preference perspective, a performance perspective, quality perspective, Radisson blu really dominates it segment in that outside of the Americas.

We only have seven in this part of the world, three in the United States, two in one city in Minneapolis and one of which we own attached to the mall of America. So we have a lot of white space, a lot of areas that, don't have blus in this part of the world, but we have a rate consumer across the world that want to come to this part of the who traveled to this world and are predisposed to Radisson blu.

They want to stay at the Radisson hotel. So our opportunities to put Radisson blus into the key gateway cities as fast as we can. And we're working very aggressively on doing a finding blus in New York and San Francisco, ELa, Anaheim, Beverly hills, and San Diego, Dallas, Miami, Toronto, Montreal, Vancouver in a bunch down in Latin America as well. And so our strategy is to, to get that to happen as quickly as possible, so established blue or upper upscale brand in this part of the world in a big way, fixed core Radisson, and do that as quickly as we possibly can. We're introducing Radisson red to the market.

We have, we own one in Minneapolis and it performs extremely well. And we'll have one open in Portland, Oregon and October, another one in Miami airport to early next year, just opened one in camp, penis in Brazil. Absolutely gorgeous property. I just saw, and so in the Development Community Radisson red is, is really something that's very exciting. It's a lifestyle brand that's really, a select service that's focused on art and music and fashion. It's a cool thing, right? cool product, and but it appeals to a mindset, a, it's not a demographic, certain age demographic. It's really an attitude and in fact. I was there Monday night and we had a group of customers for, I won't, , from a major bank and they were all older than me, they have more gray hair than I do,

And that was the first time they say that the red and I just got to eight paragraph a thank you note from them. I've bumped into them and they couldn't be more complimentary about what red represents and they're gonna bring their friends, they're going to come back to that many times. They'll bring them to bring their friends and their colleagues along. And that's, that's a great validation for that brand, a Perkin a which has a wonderful president from Europe. And, we're introducing the new construction prototype of from Europe into this part of the world, will make some announcements on new construction, Perkins that coming to this market place that's a very exciting product.

And again, it's sort of the select service. A product sits underneath the Radisson brand in terms of segmentation but really exciting for us. And then of course, country in a suite, is just a wonderful gal. Brandon has a great return on investment. We haven't slightly over 500 of those in this part of the world, but we should be closer to 1500 to 1800 capturing in a suites. And it's just, it's a great product. It'll be our fastest growing brand for sure. Our strategy is really development focused one and it's exciting.

That was the question I was going to ask you if you're going to be a want to change the existing franchise of different brands to Radisson men Perkin and a country or you wanted to start a new, break new ground and start new properties with your franchise.

Yeah. And so I think we know it depends on the, on the brand down a new construction for Parking in a Radisson red seems to be very something that's the developers are excited about. But we will do conversions in those brands as well. A Radisson is mostly a conversion brand, but we were seeing a lot of new construction effort right now, same thing and Radisson blu. So it's a little bit of both countries in a suite is again, skews more new construction, but there are conversion opportunities for us, when we got great owners, that have helped build those brands and help those brands become successful.

So those were, we got great validation with those owners and of course hopefully they will do more properties with this as well. So it's a little bit of both. I think what's was really neat for us is that there's so much opportunity in terms of open area to put our brains in. We're pretty simple. We have eight brands globally, but we only are going to market with five brands in this, this part of the world. Again, Radisson blue, Radisson, Radisson red, red, good for you. Your Parkin Radisson Parkin and capture, right? And we have one brain for each segment. We're very simple, sort of goes back to 30 years ago when all the big brands that you see today, all the big hotel companies, they really had one brand in every segment, not two, not three, not five, one! And from an owner and investor perspective, we're fairly simple, very understandable from that perspective.

It allows us to maybe building relationships that go very deep with her owners and we're not looking to acquire brands, that's not our strategy. We want to maximize the brains that we have and then it would start to add systems and tools in place. So we're going to announce a conference, a brand new reservation, property management system, a revenue. We started implementing an idea to all of our properties on a revenue management perspective. And so we can, because we're fairly simple, we haven't grown through lots of acquisition.

We have the ability from a technology perspective to actually sort of leapfrog some of the big players in terms of our capabilities because we haven't, we don't have these big systems that were patched together through acquisitions. We were pretty simple. We got this closed ecosystem that we can go from point an and we can just, we can move forward and jump over a [inaudible] are the idea is to keep on rolling out new systems and programs to, to continue to increase the revenue we're driving through our properties and increase that to that value proposition.

Five years’ strategic plan. What is the best case scenario do you happening in the number of properties and geographical area? we want to know about your goals, in terms of number of your properties in geographic area,

We have a strategic plan significantly increases, our presence over the next five years. I will say, tell you my personal goal for my team in the Americas is to double our size in five years. That's my personal goal. You OK with me saying that?

So, if anything short of that, I'd be disappointed now that would, if we did that we would far exceed our strategic plan is very achievable and but I have higher expectations for our company and our team of people to achievement to the more growth. I think what's really interesting is that, with all the consolidation that's going on in the industry that we are sitting in a very interesting spot, a, we're the ninth largest hotel company in the world.

Of course the big guys are much bigger and but I think with all the consolidation of brands and under one under a couple of few big hotel companies, I think there's the owners out there they are looking at us and saying we like your simple approach of having one brand in every segment and not more than that. And so, when we talk a little bit about where the industry is, you can go on, you know, I'll share with you some of my thoughts on that

Okay in your goal that you have Radisson to take it from the closer to 250 or 300 properties by 20, 13, 2023 and have then countries 500 to 1000.

I ware love to have a thousand countries in a suite in five years. Yeah, I think that's certainly the plan. I won't put a number on Radisson because I think we're going to, we're going to take a little bit step, we a little smaller so we can accelerate our growth rate. So we're got getting our worst property that needs to get better with Radisson that that'll happen very quickly. And then of course we're going to start to grow Radisson red and Radisson blu. And so that allowed the numbers Parkin. We'll have to our numbers. And so, but again, I'd love to love to see us double in the spirit of the word partner throughout the Americas in the next five years.

Do you have any geography focus like for each segment Radisson and for Parkin and [inaudible]?

Yeah. So blu Radisson blu is really a, we're really focused on the key gateway cities. We have identified 21 of the key major marketplaces in Canada, US and Latin America and those, we want to put these wonderful billboard type properties, great examples for our company. What Radisson blu really represents those marketplaces. A Radisson.

The core Radisson brand can be in major cities and it can be, it can be interested in or marketplace as well. It just depends on what the, what the demands are for demographics. That's a full service property and in you know, it doesn't play well in really small marketplaces, but in what I would say in the marketplaces, Radisson a really close out quite well. A Radisson red, um really is again, this lifestyle brand really benefits from being in center city or around universities.

and so we think that's really the play for reps and red of course, it can be in places like by the airport as well were Miami, the Miami properties coming so that they can also play their Parkin in I think can be anywhere. You know, an owner thinks, it can perform that. So that can be an AB and enter-share market places.

The main is the tourism hotspot?

It can be in Yeah, the tourism hotspot. I think Radisson and Radisson blu and Radisson red can currently be in more of those tourism.....


......places. I think parking can play anywhere. When I think [inaudible] says, you know, I mean, it's in that road warrior, you know, type of place because written it just can be everywhere.

It can be everywhere.


So what is that you look far in your respective to franchise, and you'd look at these franchise, you want to join the Radisson.

But when we look at a new property, a potential right, when we're evaluating a property, there's really four criteria. Look at the first is the right market. So you asked me that question by the brand. It's the right market, is the right location in the market, is it the right product for the brand? And then most importantly, number four is at the right owner...

.... And so I've done new construction properties with the wrong owner and they haven't succeeded. I've done conversions of 40-year-old properties with the right owner and they really have succeeded when you get a new construction property with the right owner, that it really performs so that, when we see those, those are very exciting. But those are the four criteria that we look at. And I think the most important there, is it the right owner, is it the owner, the owner's share our values, they share our culture. Do they buy into the vision of the brand? Are they hitting engaged? with us in terms of the brand.

Why don't you share three quantities that you can say are the key qualities far the owners?

Yeah. So I would say for any owner that they need to be passionate, they need to be customer centric and they need to have a high integrity. And I think that's in any good business, right? Those are, those are three main qualities to people that we've bought into the organization for rights [inaudible] on the people that have been with us for a long time. There, they all share that same culture. They're passionate, they're customer centric and high integrity. They work well together as a team. They work cross functionally and they check their egos at the door, the roll up the sleeves, they work hard to do the right thing. The right thing is to create value for our owners.

And how do you plan to get this sort of, gems and diamonds in your family of Radisson? People with high integrity, passionate and customer centric?....

So it's just being......

.......and how to find them?

.......Listen, I think, myself, a lot of the people that we brought it into the company and, you know, there's long relationships that go back, you know, 25, 30 years. And so, many folks we already have relationships with and they see what we're doing at Radisson. It's a new day is a new company, is a much more aggressive company but doing the right things. And I think a lot of folks, potential owners, investors look at that and say, cheese, we've got to be part of that. They like our simple approach one brand in every segment, but then it's about building the relationships.

I, and it's being out there and at an end like this. it's a shootout be on board now for eight months and I've been on the road almost constantly just being in front of owners and telling the story and it's a wonderful story. We've got this great company, great portfolio of brands that just needed some energy and some investment pumped into it, with the right strategy, the right systems in place, the right people behind it. And now we're ready to go. And just go tell the world about what we're doing and, the more we can tell the story.

Yes I think now we ware take this third section now. Indian hotel owners and one of the CD not afford the loners are in the budget at the value segment. Do you see the opportunity for them to upgrade to a brand like Radisson?

Yeah, know, absolutely. In fact, I think many have. And so when I first came into this business a long, long, long time ago. and the Asian Indian community was, you know, I was so impressed with what a sense of values for families with the work or the work ethic that, that, everybody that was part of that individual property put into it, the passion and the pride that a family. [crosstalk] I mean it's, I mean, it goes back to sort of, you know, not just sort of the roots of how America was born, you know, people coming over and working really hard to build a successful business.

And I can tell you, I mean a hundred different stories of how somebody came from India and slipped their uncles parking lot for 3-4 years. And then, you know, 20 years ago they did their first property. Today they've got 15 or 20. These guys are big boys now. I mean, the big players in the industry. And so I think you're right. I think, you know, many of the Asian Indian community started in the economy segment. All right? But I think they have already transcended into being many different segments.

many of our country in the suites owners are in, is that the upper, upper mid-scale segment or Asian Indians and in Radisson we've gotta we've gotta, you know, it is very appealing proposition to that community as well. And so, yeah, I think it's already happening.


And now I would say there was an old saying that there's more millionaires made in the mid-scale in the economy segment in the hospitality industry and there’s more millionaires, that lost everything in the luxury segment, right? So, the sweet spot, as a, you know, we talk about the brands that we have to offer a Radissons really we're in that sweet spot where I think as property owners have had success in the economy segment, they can come, come, go up in the country and then go into Radisson, maybe go develop a 125 and 150 room a Radisson red.

And by the way, I know personally a bunch of owners that I've known for 20 years and from the Indian community that are very much interested in Radisson doing and Radisson blus. They're already in that space and so yeah, the days have changed a bit. The success of the owners in the community have been just tremendous. And you know, I couldn't be more proud of what I've seen. It's really quite amazing.

Okay. Thank you very much for that message. And what would be your message to a so many Asian Indian hotel owners? Somebody who will get a big success in the economic segment and got multiple hotel properties and this guy is thinking, whether to go for a brand like a Radisson, and then they're evaluating the risk and rewards and their fears and concerns, what is the message that you give to those kinds of people who are on the fence.

Here's what I would say is that I think, again, it's a new day for Radisson. There's lots of dynamics going on in the industry consolidation. And so I mentioned earlier that today, you know, there are a, we've got five brands in this part of the world, eight globally, one for each segment. And I use this example and eating, I don't know if it'll make sense, but you know, when you look at somebody like Marriott that just, you know, just did the acquisition was Starwood, now they've got 34 brands.

Hey, they have this distribution pie that they taught that, you know, everybody knows is huge right now of consumers, but it's being sliced up 34 different ways. And there's multiple brands and multiple segments. Our Pie distribution pie probably arguably this is smaller, but that pie is being cut up only five ways. And so when you do one of our brands and you get up to....

20 percent.

.... you’re getting a big piece of Pie and all those things that I talked about that ware doing, new reservation systems, new loyalty program, new revenue management, we're drawing the pie and our strategy is not to go buy more brands. So as we grow that distribution by and that's exactly what we're doing, the slice of the pie for an individual owner and an individual market grows proportionally as the with it because we're not adding brands. And so we think that's a great value opportunity.

The second thing I would say is that this industry, when you go back 30 years ago, you look at all the major companies in the great brands that they blow. And Some been some wonderful brands built. They were built on the backs of owners that put their hard earned money and capital into those brands. They bought into the divisions of that brand.

They did everything that the brand asked them to do and guess what? they had a voice at the table to those brains. If you picked up the phone, you know, if you're aware Wyndham franchisee and you picked up the phone and call Henry Silverman, he picked up the phone and talk to you. Today, I would say that, because [crosstalk] that's another, these kinds of things, now this owner going to have 40 properties, 50 properties and they have a challenge because these companies become so big that have a challenge in getting in touch with people at the top.

So you are already [inaudible] Building that socialize?

We want to build the relationships back. We want owners to have a voice at the table with us. We want them to help us grow our brands. And so it's, there's nothing unique about it. It's not rocket science. It's really just taking, going back to the roots of hospitality, taking what made all these great companies, very six and brands, very successful. And I think we're sitting in a opportunity right now with all the consolidation that's happened, given the simplicity that we bring to bear that that's very exciting for an owner to rediscover that relationship with the brand, be part of it, and know that we're not going to be bringing other brains into compete with. I think....

Again having that side of spirit, that that's spirit where we all start together.

.... Yes, having an entrepreneurial spirit with these great brands that have been around for many years and very well. Have great awareness with Greg and having a very well-funded, you know, strategic plan to make it all happen. And of course it always starts and stops with people, you know the people that are at Radisson and the owner operator out in the field. And so it's when, when we think.

I accept. We've going to go to the last part of the interview to look at the hospitality industry in general, what do you see the threat of Airbnb and the shared hospitality uber model and thing that are going to be shipping them. What factors do you see the shipping the hospitality industry in five years?

yeah. So I think technology plays a big role in everything that we do now always has. I mean, I mean, again, you go back 20 years ago and whoever thought that the Internet would be as big as it was, I mean, it changed this industry upside down. I mean, just trip adviser itself, I can remember when trip adviser was just coming out and we were telling owners the importance of responding to the comments I'm getting and how that could influence your business. And I remember and owners like if you say that they had heard about that, I'll forget about it.

That's so good to have any impact. And so I think technology plays a big role in everything we do and we've got to be on top of it now you're going to have the right, right People focused on the organization always looking for the technology will do. As it relates to, you know, things like Airbnb and those types of things. So that's another competitor. And so we treated it as such.

it certainly is now part of the supply equation in any market, so from a development perspective, it's ultimately equals out because you know, you know, put that Airbnb inventory into the supply inventory and so maybe you don't develop as many properly, but ultimately it because the [crosstalk] regular you don't consider as regular inventory and supply and demand will didn't then you because part of the supply equation in supply and demand will dictate whether new property should be developed or not. So I think from that perspective, but I think it has a bigger impact on the lower segments and probably starting with the economy segment and more leisure than doesn't as you move up the segment two years into the business. But we keep her eye on it and it was just another competitor. So I think the industry is.....

Any other big disruption that you see?

.....Yeah, I think Radisson hotel.

OK. Yeah, that is one disruption. Yeah.

Yeah. I really do. I think, you know, we're an interesting animal right now. We're the ninth largest in the world, but we're, we're relatively smaller, small compared to the, to the, you know, the top five. and again, I think we, we at the.....

That's a pretty ordination statement to say.

.....I think we can do so I think when we look back five years from now, um five, ten years from now, we'll look back and say this is the greatest growth story this industry has seen in decades. [crosstalk] And I'm talking to organic growth. So I'm not talking to growing through acquisition. I'm talking about actually maximizing the growth of five brands today in the US, but ultimately eight brands that we have globally. and it may sound bold....

It is bold.

.... but, again this industry is proven out over, over and over again that if you do it the right way and you have the right plan in place and the right systems to support it and the right people to support it and you might make the right decisions, not for the quarter, but for the long-term sustainability of the company owner or in property owners, then it can happen. I've lived through it. Others have as well.

And I think with all the consolidation, you know, what I see personally, again, 30 years ago, we were all focused in the hotel industry, on the owner, the owner was most important property owners, most important that created distribution for and without these properties, he didn't have consumers because you didn't have this distribution right today, that tangible is shifted. 180 degrees is all based on the consumer's. All right, well I'm going to make a very bold statement.

I think it's about both. I think you cannot take, I don't think you can focus solely on the consumer at the expense of your property and I think you have to balance, but I think you have to do both. Well. And so, you know, Radisson rewords is focused on building up that news to the consumer and building our Pie. However, we're very focused on giving a large slice of that pie to an individual owner in their marketplace and not competing with them.

And by having many brands in the same segment, [crosstalk] Yeah. I know that's a bold statement. But, you know, the reality is that is our competitive advantage right now is going back to how everybody else got successful. I think we can repeat it and it's going to be a fun journey.

Oh yeah, We'll get together and you know, we're here for the long gun five years later and we'll keep meeting and we'll see how it, how it is unfolded.

I hope so.

The last two more questions and before we complete the interview. Is really good, the Radisson and Carlson group, these two persons related to how is the in terms of management and the ownership of the Carlson and Radisson group, where be it a private company versus public company, in terms of the transparency and accountability?

Sure. Yeah. So I think, you know, I've been in both. Right? So I've led companies for both the environments. I think for us right now, I mean, listen, I'm in public companies know sometimes you get caught up in living by the quarter and sometimes you make short term decisions at the expense of the long-term. Sometimes private companies though, sometimes, you know, and it can get a little sleepy and I mean, I think maybe our portfolio brands under the old Carlson company might have been a little bit of that.

I think today you listened, we're a private company today. we have a five-year strategic plan that is investment spending for the long term and that's very exciting for us. I think the most important thing, whether you're public or private, is to develop the five-year plan, a 10-year plan for the to create the most value for your shareholders and your property owners and stay true to it no matter what your, what your ownership structure is, stay true to the plant because the plant and you spend all that time and effort developing the right plan.

Why would you a, you know, all of a sudden because you had a short term blip, a that wasn't good. Change your plan. You always wanted to adapt to but then adapt your plan but you, but you got to stay true to the long-term plan. Long-term ultimately break companies that are, that have sustained themselves over the long term become successful if you look at the history and they built it, they built the right strategic plan and they stay true to that.

Got it. Last question is you said you want to give a boy on the table to your company owners that either anyway they can, what are the structure that you provide in Carlson and Radisson group to the property owners?....

For Radisson were going to get rid of Carlson..

.....that was your name Radisson. What are the structures and the opportunity that they have to play a leadership role in the management decision in the policy they have?

..So we have already started. I'll give you a couple of examples, right? So I had an owner come to me. We're doing, a general manager new training for new general manager, had a Franchisee, companies. Geez, you know what, I think we could help those new general managers. You know, why don't you send after they'll done training with you or are you sending to my property? I can mentor them.

So we just started. We just did that. We did a pilot mental. We have today in our offices right now going on in Minneapolis, a bunch of Franchisees, I think 13 of them I'm looking at a new program that we're about ready to roll out, one announces a conference and they're spending the whole day giving their input on. I will tell you when I came on board, a board eight months ago, we're at gender and generation for a prototype for country in suites. We had 32 properties that are generation one that really smaller properties.

I'm more in the economy segment and the impersonality countries suites in the upper mid-scale segment. And everybody told me that a gen one property couldn't become a gen four property and I believe that. Probably then I talked to an owner, Jacks Floral, one of our great owners in many in the Minneapolis area. And he said, no, can I have taken a gen one and made it into the gen four you should come see it.

When we did, I brought my whole team out there and we learned so much. So this is where, when I talk about, building relationships with our owners and really having them have a voice at the table, it is heartfelt. That is, it. This is real. And we went there and learn from him. The beauty is, for us as a company is that we own, we manage and we tried franchise. It's three sides of a triangle and each side of that triangle is equal. All right? So our advantage, I think, and it goes into how an owner can actually help us build our company and our brands where we come up with an idea and our corporate office, when we first rolled it out to our company owned property at the top of the triangle right now, we'll make sure that we make sure that there's a return on investment when we think there is.

Then we roll it down to our managed properties where we know adoption rate is high because we're managing those properties and hopefully we get a better return on investment. And then by the time we, we, you know, we've, we've determined that this idea works and there's a return on investment. I can look a franchisee owner in the eye and say, this works for you, you should adopt it and our adoption rates higher. So we rolled it out to the franchisees that here's what I'll tell you about franchisees and in my experience, they are entrepreneurs.

They think differently than a corporate person. That's a good thing. So great brands or close to their franchisees and so they'll take a good idea and make it into a better idea. Right? And so I need to be and my team needs to be close to those owners because if they can make one of the ideas that we know already works into a better idea than our job as the brand owner is to take that idea. And figure out how we roll it back out the message and just goes right back down to the truth. Three sides of the triangle, all playing a key role in the success.

They're not three different things. One is not better than the other. They are working very well together, so that's the example I'm talking about on gen one to gen four. We thought it couldn't happen. You know here's a franchise owner or entrepreneur, [crosstalk] figured out how to do it and not only are we now implementing that idea to other genuine owners, we've actually took components of what he was able to do and we're building that into the gen four, prototype for whether your new construction or conversion process, the work. So really very powerful.

And again, you go back to the roots of hospitality. That's how this industry is being. It was a collaboration. Everybody felt, like they have a voice, whether you are the franchise owner or managed the property or property or the brand on it, you're all in it together and rolled up her sleeves and we made a point and it wasn't just grand dictating all the time.

And that's a unique thing. You'd be willing to listen. You know, this is really a unique thing that to broth out two...

We aspire to this. We can always do a better job. So respiration.

...Excellent. Can you be, you seeing in American hotel year, they have the people. Emotional people, people of heart you're well connected with them, you've been in relationship with them, you are also a very heart full person, with lot of affection and lot of valued to relationship. We wish you all the best in your new role, a new role at the Radisson, group president. And, we wish that and when we trust that you will deliver all this promise of being a disruptive force in the hospitality industry. Before we complete the interview, anything else you'd like to tell our readers?

No, you know, what? Listen, as you consider your growth and not in this business, just give us an opportunity to talk to you. That's all we asked.

Thank you very much.


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