On a recent podcast episode with Ruben Kanya (opens in new tab), Furnished Finder CEO Jeff Hurst explained why the company makes its data publicly available to landlords. As he shared, building trust means publishing real numbers so investors can see exactly where they can win and just as importantly, where they may not. That philosophy is what makes Furnished Finder different in the midterm rental space.
If you are a real estate investor or landlord exploring monthly (mid-term) rentals, the biggest mistake you can make is operating on assumptions.
Assuming travel nurses are the only tenants.
Assuming your city does not have enough demand.
Assuming your four-bedroom home will not perform.
Assuming pricing should mirror Airbnb.
The difference between a struggling monthly rental and a high-performing one often comes down to market intelligence. And one of the most underutilized advantages available to landlords today is the data inside Furnished Finder (opens in new tab).
Unlike many booking platforms that keep data internal, Furnished Finder makes market insights available directly to landlords so you can make informed decisions before you invest, furnish, or reposition a property. Let’s walk through where and how you can access meaningful data for your specific market.
Start with Market Insights for your city
The first place every investor should go is the Market Insights (opens in new tab) section on Furnished Finder.
This is where you can evaluate real performance indicators in your city, including:
Average monthly rent by bedroom count
Supply distribution by unit size
Demand patterns
Leading tenant categories
Typical length of stay trends
Instead of guessing what a two-bedroom should rent for in your neighborhood, you can see actual platform averages. Instead of assuming your four-bedroom is too large for monthly renters, you can compare inventory percentages and understand where supply gaps may exist.
This is especially valuable if you are analyzing a new acquisition. Before you close, you can check how many similar furnished rentals exist nearby and what they are charging.
For investors who prioritize cash flow and predictable occupancy, this is foundational research. It allows you to underwrite monthly rentals with more confidence and less speculation.
Analyze bedroom mix and demand alignment
One of the most practical ways to use Furnished Finder data is by studying bedroom distribution in your market.
In many cities, smaller units dominate inventory. One-bedroom and two-bedroom properties make up the majority of listings. That does not mean larger homes are a bad investment. In some markets, it actually reveals opportunity.
When you compare supply percentages to average pricing by bedroom count, you can start asking better strategic questions:
Is there limited four-bedroom inventory but strong family relocation demand?
Are three-bedroom homes commanding premium monthly rents relative to supply?
Is the average rent high enough to justify furnishing costs?
Instead of designing your rental around short-term vacation trends, you can align it with monthly tenant needs such as relocation, corporate travel, healthcare professionals, and academics.
All of this begins with reviewing your city’s data (opens in new tab) inside Furnished Finder before you furnish.
Evaluate your competition the right way
Another overlooked strategy is using Furnished Finder to manually analyze competing listings in your target area.
Search your city and review:
Property quality
Furnishing level
Monthly pricing
Pet policies
Amenities offered
This gives you real-time qualitative data, not just averages.
If most comparable properties are charging $2,400 per month for a furnished two-bedroom, you immediately know your pricing ceiling unless you provide additional value. If you notice very few pet-friendly options, that might signal an opportunity to capture additional demand.
You are not just competing against other landlords. You are competing against extended-stay hotels, corporate housing providers, and traditional unfurnished rentals. Furnished Finder allows you to see how your product stacks up in the monthly rental ecosystem.
Understand length of stay trends
Monthly rental profitability often hinges on length of stay. Fewer turnovers typically mean lower operational costs and steadier income.
Through Furnished Finder’s market insights (opens in new tab) and published platform data, you can see average stay durations and understand how monthly rentals differ from short-term vacation bookings.
Many monthly rentals average around 90 days. That changes everything about your management model. You can forecast lower cleaning frequency, fewer check-ins, and more predictable cash flow.
Leverage tenant lead information
When you list on Furnished Finder, you do not just receive bookings. You receive detailed tenant inquiries.
Each booking request includes valuable information such as:
Occupation
Desired move-in date
Length of stay
Party size
Additional notes about their situation
Over time, this becomes localized demand data specific to your area.
For example, you may discover that a high percentage of inquiries in your area come from relocating families rather than solo healthcare professionals. That insight could influence whether you prioritize two-bedroom units or expand into three- and four-bedroom homes.
You can also identify patterns like pet ownership demand in your region. If a large percentage of inquiries mention pets, that is actionable market intelligence.
The more engaged you are with your lead data, the more refined your monthly rental strategy becomes.
Use data before you furnish
Furnishing is one of the largest upfront expenses in a monthly rental strategy. Furnished Finder CEO Jeff Hurst has shared that you can typically furnish a property for around $7 per square foot, which is very reasonable for smaller units.
But before investing in the furnishings, Jeff encourages landlords to market the property on Furnished Finder first and let demand guide decisions. By listing your property on Furnished Finder (opens in new tab) before fully furnishing it, you can start receiving real tenant inquiries that reveal who your market actually is.
Are you attracting relocating families, digital nomads that may benefit from a bedroom and office space or individuals embracing the culture of co-living room rentals.
Those early conversations become built-in market research. Combined with reviewing local rental averages and comparable listings on Furnished Finder, this approach allows you to furnish strategically based on real demand, not assumptions.
Build with transparency in mind
One of the most strategic aspects of Furnished Finder’s approach is that the platform openly shares demand trends and market education. The goal is not to convince every property owner to list. The goal is to help landlords understand where they are likely to succeed.
That mindset creates a healthier marketplace.
When landlords enter monthly rentals informed, they:
Price correctly
Furnish appropriately
Target the right tenant types
Experience stronger occupancy
For real estate investors focused on long-term wealth building, this matters. You are not chasing short-term spikes. You are building stable, monthly cash-flowing assets.
Your next step as an investor
If you are considering monthly rentals, or if you already operate short-term rentals and want to diversify into 30-plus-day stays, your first move should be research.
Go to https://www.furnishedfinder.com/ (opens in new tab) and explore your local market. Study the inventory. Compare pricing. Analyze bedroom distribution. Understand how your property would fit into the ecosystem.
Monthly rentals reward operators who think strategically.
And the best strategies start with data.
Transcript
You know, one advantage is we're a challenger brand. People don't know who we are. Often there kind of low awareness and with low awareness comes low trust. We need to people to trust the product we have is real and that the categories we real. And so we have to publish real data. And we're overcoming a perception that that's where you get travel nurses. And we are where you get travel nurses, but travel nurses isn't even our biggest category. It's corporate travel. And almost as big as travel nurses is relocating families. And just behind that is academics. And so we want people to understand how you can be successful on our platform and honestly when you might not be successful. And the more data we put out, I'd say if I do a couple webinars a week, there's always one of the first comments is I listed on furnish miner and it didn't work. And it doesn't work for everybody. But when it doesn't work, it's usually because the property wasn't a match. Who's this? Oh, you're an entrepreneur. Oh, you're a real estate investor. Oh, you're trying to learn from those who did it. Well, come into the lab, then. Put your white coat on, gloves on, notepad, and let's build, y'all. [Music] In this episode, we have a pleasure of having a gentleman who leads an organization that is a lot smaller than the ones he's led in the past. as the former COO of Expedia Group, the former president of Vrbo and the chief strategy officer of Home Away Home Away. This gentleman has stepped into the lab with a brand new company who is only 10 years old that's making waves and is truly a gamecher for us operators in the furnished accommodation industry. Considering the fact that this company is this young and has helped us truly personally be a catalyst for our business, right? Because they do one thing that is different than any other company is that they share the data with the people on the other side who need it the most that is the consumer and they are not charging us a premium for it. Unlike other platforms like Airbnb uh or uh other platforms like Vrbo who are OTAAS who hold on and retain the information on the landlord side and on the guest side all their contact information. This platform makes it possible for you to get the information because it is a matching platform. That's exactly what it's intended for. for you to have the content to be able to do business as you see fit. And for that reason is why this what we would even call has a very 10-year-old platform uh has again tons of rocket fuel behind it because of the um unique value proposition that it offers to the marketplace for you as an operator and for you as a tenant as well looking for the right fit. Now, when we talk about this tenant, we'll reveal the platform shortly. The data that we're able to see shows that it is in your best interest for you to engage in what was once thought to be only a platform for uh traveling nurses. has really scaled and now dominates of having businesses um other from different sectors and digital nomads that make 35% of the majority of the bookings that they get and outside of that 25% is healthcare 20% is relocation uh 10 is academia and then another sector remaining for the others right now what I love is what we talked about is the four largest tenant segments on this platform form. And we also talked about the 2 million tenant inquiries that they receive in 2025 and 105 plus year-over-year to date booking requests. What makes this even more fascinating is the percentage that we talk about. 32 32% of the booking requests come from pets. Pets quit playing games if you're not pet friendly on this platform. It will be required. And again a length of stay of average of 93 days which for us an increased occupancy certainly increases profitability. And of course last but certainly not least understanding the properties by bedroom count. Understanding the top uh uh demand by tenant type all puts data in our back pocket as temporary housing providers as investors in this space looking to keep our furnished accommodation booked at a premium. So without further ado, for that reason I want to invite the CEO of furnished finder Jeff Hurst to the lab with us. Jeff Hurst, real estate experiment. What is happening y'all? Today I have the pleasure of having a gentleman that makes our business function tremendously because he's the leader of a platform that you are probably using and you probably don't know what happens behind the scenes and all the efforts that's happening. But most importantly, I always say a business is as good as the operators and the leaders behind it. And today I am humbled to have this gentleman here who will show us the what is happening behind the scenes of a platform you may have already heard of. And if you haven't heard of it, you certainly want to be on it. Especially if you're in this space of providing furnished accommodations, right? Whether it's single family, whether it's you have one property, whether it's a dozen or 100. Uh I've spoken with individuals who have leveraged this platform not only to increase their occupancy and profitability but also as a way to source other properties on a B2B level which I think is a gamecher and the reason why this platform is a catalyst to the growth of our business and that is why I'm so excited to have the chief executive officer of Furnishfinder Jeff Hurst. How's it going, my man? I'm doing great. Thank you so much for having me. Looking forward to speaking with you and through you, your audience today. So, good day to be with you. Absolutely. Absolutely. Absolutely. And when where are you dialing in from? I know I know where you're dialing in from because I asked you offline, but where where are you people? Yeah. Furnishinder is headquartered in Austin, Texas. And so I'm here at our corporate office. Uh I joined about a year and a half ago. A year and a half ago, we had four employees in the US. Now we have over 40. And so we have been building out a technical team and kind of broader support infrastructure so we can better serve landlords and tenants all across the US. 100%. And just for some context, I don't want to let this slip through the cracks, right? This is not your first rodeo, right? You came from the Expedia group as well, Vrbo | Book Your Vacation Home Rentals: Beach Houses, Cabins, Condos & More . tell us about that transition as well and how that it's given you the the foundation and one thing I love the most too it's not what I call the paradox of practice is when someone is doing something not doing it you actually have the experience yourself as an owner and operator of again furnished accommodations as well am I correct yeah absolutely we we we talk a lot about pattern recognition and how you can see patterns and move faster and for me you know I have not spent a lot of time you know just this last year and a half in the monthly rental space but for that for over a decade I was an executive at home away as the chief strategy officer, Vrbo was the president and Expedia Group as chief operating officer, overwhelmingly focused on short-term rentals and um and the hospitality brands at Expedia. And so I made the transition because this really feels to me like the earlier part of my career, you know, monthly rentals and furnishinder in general feels a lot like call it 2010 2005 Vrbo. It's a really simple platform, really high value creation, and just kind of lets landlords and owners do what they do best without the platform getting in the way. And I do have a lot of experience that myself because I have three short-term rental properties. And so I we have a beach house in South Padre. We have a home on Lake LBJ and we operate a ranch as a short-term rental outside of Austin. And most of them I operated at one point individually. Now they're all professionally managed but got a lot of firsthand experience in what it takes to actually get those businesses to work and how important you know hightouch customer relationships are in getting your business to be successful. Got it. And so what is the for someone who's listening this be like well you know I've heard of you know maybe the Expedia maybe I heard of Vrbo what's this furnish finder thing what do you say and I know you come from that that part of the world right if when we think of USP unique selling point what do you I know what mine is and I'm happy to raise my hand because I know why I use the platform but what would you say internally is the the thing where you say we are different because blank yeah we are different because we give landlords control um and we do it at a very affordable price point. And so I kind of describe the space as there's, you know, there's this valley. On one side, you've got Airbnb, Booking.com, and Vrbo. They're all similar platforms, commission-based platforms, merchantofrecord platforms where predominantly they send you a booking. There's not a whole lot of vetting that happens on these anymore. They just send you a booking. Whatever booking you get, you pay them 10 to 18%, usually closer to 18%. On the other side, you've got groups like Co-Star, you've got Zillow, you've got http://Realtor.com , and they're really there to sell real estate. They have rental platforms, but the rental platforms are overwhelmingly for multifamily providers. And if you go listen to their, you know, quarterly earnings reports and see how they're growing, it's because those multif family providers pay them magic number again, 15 to 20%. And then in the middle there's us, and we charge $179 annual subscription. You know, typically there's a 90-day booking and so you're looking at, you know, four rentals a year for 180 bucks. And we work more like a classified site traditionally, almost like Facebook Marketplace or Craigslist. We send you leads and you convert them however you convert them best. Phone calls, emails, you know, it it it matters that you're accurate. It matters that you're responsive and it matters that you've got a great product. And our job is just to get that product in front of people. Yeah. And I think you're you're doing a a phenomenal job of of doing that, you and the team, because you know, I think um all the other platforms, you know, when you think of, you know, Furnishfinder, and correct me if I'm wrong, is not an OTAA, right? Uh what what what would you call yourself then? Because an OTAA, just for um you know, our listener is the way I look at it is, you know, it's an online travel agent where you can go ahead and book. Typically those companies want to retain the information of the um either the the tenant and same thing with the landlord. So there isn't kind of a connection point between the two where um but isn't that you know we always talk about right if if you're not paying which we are for those products which is interesting if you're not paying what do they say if you're not paying for the service you are the product or something like that. Um, so I guess they find a way to monetize on fees uh and they are are also withholding the information um strategically of course. Um, how do you guys how do you guys and and I know you're coming in as a CEO, but how how do you see the difference in well that's a proven concept and it works. Why not repeat that? Where did you see the opportunity to say you know what now we'll give him the information because there's something there. there's some value there that used to sound like a win-win. So, I want to see from the back end. What's the lens on that? Why does that make sense? It's a little bit back to the future also. And so, I talked about our UVP for landlords, but what's more important is the unique value proposition for tenants. And so, our tenant type is, you know, we we we became famous for traveling nurses. You know, let's let's assume a travel nurse makes $90,000 a year and they're going to travel nine months out of the year. They're on a stipen that's $1,700. if they book all nine months on Airbnb versus um Furnishfinder, they're going to lose almost two weeks of take-home pay, that 10% on $1,700 really adds up. And so, while it's convenient to be able to enter your card and push book and be done with it, is it two weeks of take-home pay convenient? like I'm willing to do two weeks of work for two weeks take home pay and we're talking about hours of work different to go navigate furnish finder find the perfect place and then basically share all that money and so we kind of view it from the standpoint is like the promise of the internet was for things to be faster and cheaper and they really only got faster and so we're trying to find a better balance of how do we help it also be cheaper and do that better than the OTAAS and you know online travel you know OTAA is online travel agent it literally means they're an agent on your behalf whereas we see oursel as a marketplace, you know, a classified marketplace where we're connecting tenants and landlords and so we can do it cheaper because we don't have as much um infrastructure to manage. Uh we can't compete with those players financially. But where we can compete is a lot of landlords choose to have us be a primary channel supplemented by the other work they do to find leads. And when you've got unique inventory, then people have a reason to come to you. And when you have unique inventory, and even when it's not unique and maybe on another platform, it's 10 to 15% cheaper, there's another reason to come to you. And so, we're attracting a lot of tenants because of our value proposition, not because we're outspending everyone else, but because we've got a great product, and the product is the landlord's homes and the care they take them. Yeah. No, 100%. I I think you guys have have done great with that. Um, and what what do you see, I guess, is the because I want to get to the data. I think the data is kind of always true and telling of what what's happening now. Um and maybe we'll kind of transition from there of you know where do you see the future goes. But I guess one of the things we talked about um you know prior to this uh to this call is we we talked about the importance of you know sharing uh the having the data and what I do appreciate is that you know you it truly does feel like a partnership with Furnishfinder where you're saying hey by the way this is what's happening behind the scenes like we don't I've haven't never gotten access to the data of what Airbnb is is is doing on the back end. Um, why why do you think that's important to uh and again I'm saying specifically maybe I'm I'm I'm a little bit jaded because I'm in the industry and I happen to be you know involved with with the furnish finder popups you guys are showing up to conferences etc sponsorships etc you know really being there for the landlords but um you know why do you feel it's actually important to to share that data uh with the you know the the community um do you see it more as a way to attract and you know, hey, this is a no-brainer. Come on over here. This is what the data shows us. Or more more like, you know, how do you see that being such so important? Because I I feel like you guys are, you know, intentionally when a when a brand does something, I'm always paying attention to why they're doing it. And it seems like you guys are very intentional in that. Is am I right? Yeah, I mean, it's it's certainly intentional, but some of it is the way that I'm wired. Like, I'm pretty much a data geek. Like, this is the way I think. I think in spreadsheets. I'm always focused on the trends. You know, there are two advantages for us as a company as to why we lean into it. I think maybe harder than peers. You know, one advantage is we're a challenger brand. We need we need our and and people don't know who we are often. You know, they're kind of low awareness and with low awareness comes low trust. We need to people to trust the product we have is real and that the categories were real. And so, we have to publish real data. And we're overcoming, you know, a perception that that's where you get travel nurses. And we are where you get travel nurses. But travel nurses isn't even our biggest category. It's corporate travel and almost as big as travel nurses is relocating families and just behind that is academics. And so we want people to understand how you can be successful on our platform and honestly when you might not be successful and the more data we put out, you know, I'd say, you know, if I do a couple webinars a week, there's always one of the first comments is I list it on furnisher and it doesn't work. And it doesn't work for everybody. But when it doesn't work, it's usually because the property wasn't a match. And you know, we are $2 to $3,000 as a sweet spot, two bedrooms and less as a sweet spot, and 90-day plus travel. We're not beaches and lakes and oceans and luxury. We're hospitals and universities and great primary school districts and commute corridors. And if we publish more data to help people understand how they win, then more and more of the winners and winning properties will join the platform. And we'll just kind of get over some of that selection bias because, you know, if you bought a short-term rental in Breen Ridge that's a fourbedroom ski in, ski out and you're like, well, put it on Furnish Finder and get a bunch of 90-day bookings, it's not that likely. That's not really what we're great at yet. I hope we get there, but that's not where we are today. 100%. And it's interesting because you're going where the I mean the data kind of tells the story as well and and um if you don't mind actually is it okay if I actually uh pull up one of the slides that you shared? Absolutely. And there is a um there is on our uh YouTube channel there is a video presentation of me talking through this data. So if anybody wants to go deeper than what we do today, please follow up there. No, that's fascinating. Thank you for that for for giving making that accessible. We'll make sure we plug that. Is that is that on the Furnish Finder YouTube channel or is that Yes, it is. Furnish Finder. Okay. Excellent. Well, make sure we plug that in there. Let my editor add that in here. Uh, so it's fascinating because so to answer your question and for those of you who can't see the screen, I'll talk through it. One one thing that's that was key about what Jeff said is that yes, originally it it started by serving a lot of the travel nurses because it it's just a good product product market fit. Uh but it sounds like based on just looking at this that that has expanded dramatically, right? I mean um I'm looking at here you're we're saying what I mean I'll let you speak through this but you're saying 25% is health is healthcare which I would envision that that's where you're you're putting in the bucket of travel nurses. Is that right? That's right. And and I think you know if you if you tried our site during the pandemic when the site really uh grew very rapidly it was growing because of traveling healthcare and traveling healthcare was probably more like twothirds of the total. Um it's mainly nurses you know there's also doctors and other traveling medical there. The biggest category is that business and digital nomad and so you know a lot of that is traveling sales entrepreneurs smallmedium business. A lot is construction. I think that's one of the hottest categories right now. this construction crew is moving around and needing a place to stay. And then digital nomads in there, too. That's, you know, a typically a professional who can work from anywhere and they're choosing to basically live in furnished finders or move six months out of the year and live in them while they can do their job remotely. And so that's the biggest category. Now, you can see below healthcare that says relocation. There's two primary use cases here. One is what I call try before you buy. And that is a family who might be moving from Seattle to Austin. They're not sure they want to buy yet or maybe they feel priced out and they're going to rent a place for the school year or they're going to rent a place for the first semester and see if they like the neighborhood, see if they like the schools and then potentially buy or frequently they just stay in the furnished rental. The other use case in relocation is um I think going to have another boom in the coming years and that's people are remodeling or building and they want to stay in the neighborhood so their kids can still walk to their friends houses so they can still have the same commute. And when I see what's happening with a lot of people locked in mortgages, there's an opportunity that instead of selling or having a tear down, you know, you can turn that kind of estate sale type of home into a relocation asset for families. you know, my neighborhood, there's almost always somebody remodeling a kitchen, doing an add-on, or, you know, suffering that they're at a roof fire or a plumbing break. Like, it's a community asset. And so, we're seeing a lot more of this start to be in that space you spoke of earlier, Ruben, of like, you know, the three-bedroomish, which is a bigger footprint than we historically focused on. And then academia, that's universities, professors, grad students, often smaller families or starting families. And they move a lot. You know, they're professors move many times before they get tenure. grad students have, you know, kind of these they need nine months and then a summer somewhere else and then another six months and so we're accommodating that increasingly. Yeah. And and it you can see that that's I mean that it's fascinating you bring up construction because I I think it's um it's all about changing your paradigm, right? It's like, oh, furnish finder associating with travel nerves. But then you start looking at this and you're like, well, no, that's there's 35% there of, you know, falling on umbrella of business and digital nomad. And then what you just said is relocation. And I think it's important that we uh, you know, it's when you have a tool, right? You know, if you you have a hammer, everything looks like a nail. I think it's real important that we zoom out and say, hold on, there's actually other uh data points that would actually uh reflect uh my association of this differently. And I think it's important for us, too, right? because we think um and when I say us, I mean being a temporary housing provider in relocation specifically and working with insurance. Just having that lens that that's the only thing you can get out of relocation is false because truly what you said and if you've been on Furnish Finder long enough, you'll see the inquiries that come in of what you just said. Hey, we're remodeling our kitchen. It's going to be out of use. Kitchen is a primary use of of primal needs, right? For eating, right? So therefore, let's relocate, right? uh these are just things that um yeah I think what what we're doing here is bring a little certain level of awareness of like oh like there's actually tranches within these uh these buckets or for lack of better words or pies there's actually layers uh deeper than you know the value we just look at face value and you you keyed on something Ruben there that that I think is really important is that like it's it's about primary needs it's about Maslo you know like these homes are not outfitted like a short-term rental for your spring break with an extended family or a bachelor party. Like that's not the use case. And so you're not building pickle ball courts and having eight 70inch TV screens and including a theater and thinking about all the cooking like you know wizardry stuff you need to have like it's functional. You know we usually say that for $7 a square foot you can furnish a house. If you're doing well you'll pay that off in six to eight months and then you're just cash flowing more than the unfernished house because it is about making someone comfortable. It's not about wowing people with the furnishings because what they're paying for is convenience, safety, and you know, a comfortable place to sleep when they're working or a place they're really grateful to have because they had a crisis in their home. Yeah, 100%. So, if I'm listening to this, right, and I'm a firm, maybe I'm a small boutique firm, maybe I'm an HR, and I'm like, "Huh, this is interesting." Tell me about this cuz Jeeoff, maybe this is something that went completely over my head. Do you have uh an account level for those who are maybe looking to relocate 15 employees? And like what does that look like? Is that a different profile than your traditional landlord that has three bedrooms? Like what does that look like? We do have we call them power users or super agents. Uh and we have a lot of them. Interestingly, a lot of times they're landlords who realized they were also good at helping place people into other homes. You know, I've got two homes. They're always booked. But I'm really good at solving this need and helping people place. You know, it's also the insurance companies, the ALES, the CRS's, and the corporate agents. They're all part of this kind of this network. We don't have yet a um built out profile and specified like dashboard and software suite. It's something we want to build. What we do for them is, you know, we have a lot of fraud detection and velocity checks to help keep scammers off the site. And so when we find out someone's a power user who might be booking for 10 or 20 or 30 people, you know, we'll basically have a conversation with them to be sure that they've got credentials to get past some of that so they can do more shopping, power shopping, and then we'll work with them on any additional tools or feedback they have for us so we can provide a better experience. I think this can be a big advantage for us, and I hear about it a lot as a use case we should invest more in. But it's important to remember that as a company, we're 10 years old and really a lot of our technology is still 10 years old. And so when people ask what I've been up to for the last year and a half, it's mainly replatforming and getting the architecture into a modern state so that we can innovate in spaces like this to provide a differentiated offer as opposed to a parody offer. That's such a good answer. And by the way, sign me up. uh would love to uh have more conversation offline on how we can align as power users cuz we we definitely uh are leveraging it um within our business and I know it's something that I've heard but I don't know that maybe someone on my team is doing it. I'm not aware that we are. So, I would love to yell the perks and and bells and whistles and be on the forefront as well when you guys roll out more because I do think there is power in um you know being in the tech side myself just seeing the the the fact that you guys are even sharing this data and how it could be even used as as an asset for for operators or power users and super agents. Uh, I see the value in that and I think there's an look for for what it's worth, it's another income generating um avenue for you guys that you should respectfully I'd be willing to pay for. Maybe I said I should have said that on the air but shoot it's you know it's a shut up and take my money, give me the data and give me access more. Right. Our our goal is that you know the 235,000 landlords who are using us get great tenants and a lot of tenants use agents or they're got corporate housing providers or they're like and we need that. We need that ecosystem to want to use us too to keep our landlords satisfied and happy. And so we want it to work. You know, there's not a I don't have plans to build a pay for product for it. Um because, you know, we've we're trying to keep this really costefficient. It's $179 a year and if the phone rings for a landlord and it's, you know, Ruben who's there interested in placing three different families, like outstanding. Like we did our job and that's what we're trying to do. That's awesome. That's awesome. Uh that's good stuff. So with this data, I'm going to also point to another one uh respectfully from from your deck here. Uh brought to you by Furnish Finder. So a huge thanks for making that available to us. Uh our four largest tenant segments. Uh the growth of the relocation. This certainly uh piqued my interest because you know you know interpreting data is one thing. What can you say about this 130% growth year-over-year and and is it just tied to what we just said or is it more of we're putting in some of maybe those relocation temper housing providers and maybe let me understand it's the demand right so we're seeing more of a demand for housing for relocation can you enlighten us there yeah so what what what this specific stat is looking at is the you know people consider like the the jewel of demand on our sites called a booking request and so you can get a booking request what as somebody's occupation, interested dates, party size, and then a little bit more about them and what they're trying to do. And so that's, you know, it's the most qualified demand signal. You can also get a message, which is somebody just reaching out. It might be, will you accept a 100 pound dog, which I have, and many landlords won't. Um, and then there's also phone reveal. So, those are the three actions you can take. This slide's looking at the growth and booking requests and relocations growing 130% yearonear. I think there's a few things behind it. you know, at a macro level, you've got a housing crisis. Um, you've got the mortgage lock rate and and and that fewer people are buying and selling. You know, with interest rates really high, more people might be interested in renting. And then you've also got, you know, this increasing dynamic of people are flexibly living and so they're relocating. They're very happy to not be in a permanent house, jump into the next big thing and flexibly live. I think there is an insurance element in here. Um, I don't think we're seeing a boom yet on what I'd call that remodel, new build, but I think it's coming. Um, but it's it's really around people who are just moving to a new place and choosing not to buy. I saw some information posted, I think it was by Zillow. It was one of the big apartment companies saying the average age of home home ownership is up to 37 years old and it's expected to keep getting older. And so you're almost seeing like a europification of the housing market where more and more people are going to rent in their 20s and 30s. And it's a pretty savvy way to get out of that capital expense on furniture if you can rent furniture, too, because you're able to hold on to, you know, 10, 20, $30,000 and get that money to work for you somewhere else. You can save it. You can enjoy it. You can do something different by being able to rent a home like this. Experiment Nation, you've heard me talk about how multiple investors across the nation are landing these lucrative midterm rental insurance contracts by making these small tweaks on the branding and marketing side. Especially if you're an existing short-term rental operator, there is a quick and easy shift that you can make with the ride guide in place. And because we've launched a two-day boot camp that not everyone could attend in real time, I've put together a recording where you can get all the materials and all the guides to focus on rebranding either your short-term rental business or your current midterm rental business so that you can actually have the insurance companies reach out to you. And then day two is if you want to actually play offense, how you can reach out to them by listing on the right platforms etc. If you're looking to get this MTR boot camp so that you can start optimizing and you can start receiving these lucrative contracts that again provide less headaches, less turnovers. Unlike the Airbnb space, you can start receiving inquiries today by having the right guy in place. So, please go to Mid-Term Rental Investor/Operator boot camp or click the link in the bio to make sure you get your hands on this midterm rental insurance boot camp to fast track your way into landing these lucrative insurance contracts the exact same ways multiple investors have taken advantage of this unknown and untapped niche within the midterm rental umbrella. So interesting because we talked about Brandon Turner earlier and Bigger Pockets right from that world and a lot of the big keywords there that you know when when I first got into that on that platform and their education ecosystem was house hacking right uh this is almost sounds like furnish finder could be a nice life hacking where to your point I never even thought about that that you're 100% right furniture we on an average on average a fourbedroom property that we stand up from the ground up is is right around $20,000 and that's on the on the lower side. Uh that's cuz we typically go for four to fivebedroom homes, right? Uh but if you really want to make it like, you know, make it really super nice and, you know, you could be upwards to 20, you know, 25. Um yeah, it's expensive to move. You know, you're moving it all the time. There's wear and tear. Um you know, there's a lot of there's a lot of cost associated with furniture and getting it right and being able to save that money as tenant is a really big deal. you know, that that house hacking dynamic, you know, I do think that's part of what it is on our side. You know, we do offer room rentals in additional in addition to whole home rentals. Um, we also, you know, have products where it's a little cheaper to have a duplex or a quadlex than the individuals. I think that's a real sweet spot for how people use our site. And increasingly, we're seeing more and more ADUs. And I think that's, you know, kind of like one of the original ideas of house hacking is, you know, can you add on this extra space to help income generate or do you rent it while you're gone? Both of those are a big part of what the platform does. That's awesome. One one one one thing I'll add here and I'll kind of jump through a little bit. This uh really jumped out to me. What would you say, you know, I'll let you interpret it in your own words cuz I have my thoughts, but I want to hear from you. You are the, you know, the captain of the ship here, so you you have full context on and blind spots, etc. So, I'm going to selfishly focus on this fourbedroom count here just because I think it's uh really interesting. And for those um of you who are not seeing a screen, um the you know what I'm going to communicate here is that it says smaller spaces still dominate our inventory. Um and and you have a fun fact here that says that did you know we have 63,000 room rentals? Um and then the breakdown of this is pretty interesting, Jeff. Right. You're showing a properties by bedroom count 55% for onebedroom, right? Right around 1,600. Um that's the the average cost, right? We're saying platform monthly rent. Okay. And then you're sharing here a twobedroom home. Uh 25% right. Um of that is uh right around average of 2600 for two-bedroom. Then we're at uh 15% uh for a 3bedroom uh right at 3,400. And then we're for a fourbedroom 5% of the inventory at right around 4,900. I'm going to selfishly ask and I'm sure my audience will appreciate this the 3 to four bedrooms um does that you know because the data can be interpreted very differently. Do we feel again just based on what you know that um these areas have grown over time? Um I don't know if you have that data um and and do you feel like those are the slowest ones to grow or they're kind of growing at this kind of the same clip as the other ones? Just curious and I'll tell you why I'm asking that. I I I don't offhand know the growth by bedroom format. What I'd point to is two things. Um the reason those larger formats exist is primarily that relocation bucket we talked about you know which is more families larger tenant group and you know is the fastest growing the other thing I'd highlight you know the uh you can actually see the bottom of the slide here that's talking about the distribution of tenants uh scroll up is uh distribution of tenants by party size. So 70% of tenants are three or fewer people. Um but interestingly 10% is five or more. And think about like five or more people probably need that fourbedroom home on the next page. So you've got 10% of demand is five or more but only 5% of inventory. And I think that's actually the critical dynamic for why we're starting to see more bigger footprint inventory is that there are more and more landlords who are realizing that the cost of furniture can greatly increase their yield and that there's a, you know, big group out here. And if you play it all the way through to the alternatives, these more expensive homes, you know, as I said, it was a $4,900 a month. Now you're talking about $500 a month in Airbnb fees for a place you might need for three or four months. like, you know, there's $2,000 available there for the landlord and tenant to share instead of the platform. And I think that's why we'll see more growth here, but it is really far from that core use case of corporate healthcare that we're known for. And so that's why we're trying to get the word out and help people get more comfortable with it. That's such a good data point. I I just you you actually painted the picture so well when you did the 10% versus the 5% because you can kind of see that that's the whole uh demand versus supply and each the time supply and demand economics 101 kind of go in the opposite direction your your price increases right um so so that's that's so good um and I think for me personally just highlighting that I I think that's why we're in the space that we're in that's why we're um very we leverage uh Furnish finder a lot because um you know when you have that larger asset type uh you're solving a bigger problem and there's less inventory. When there's less inventory obviously from the standpoint of profitability which is one metric that we we care for of course and in addition to hospitality you kind of have a little bit more of a lever lever to pull. And so um which is good from from a either a getting more demand right because there is lower supply and then be able to you know uh have respectable price for that because there is less inventory right so I think that's just really good data to to really highlight. I like how you really interpreted that. Uh that's pretty fascinating. I mean 70% three tenants or less. That's so interesting. uh that that to me you know when you think of family you can have a small family at three but when you start thinking of families um it's it's I think it's good data to show right that that that you know you think about that you know the tenants per stay as you can see there's increased almost a full person since this time last year and that's because we're adding more families you know that core use case though corporate traveling nurse you know it's almost always one or two people usually studio onebedroom there's a lot of opportunity there too and I think it's important for people to always think about like what's the tenants alternative. You know, we've talked a little bit about Airbnb, Vrbo, booking, like there's alternatives in the short-term space. The other alternative is often a hotel. And that's my biggest advice to people to always understand like if you're going after a traveling nurse or even a traveling construction worker, think about like what's your closest extended stay hotel. Is it an extended stay America? Is it an Embassy Suites? Is it a you know, what whatever the option may be. Go look at what they charge for a month. And you know, it'll usually be $100 a night, maybe more. So, $3,000. And then think about is your studio or onebedroom, which you might be thrilled to get two or 2500 for, a better option for a tenant than staying in a kitchenet extended stay America. And so, there's a lot to be learned from like how would you think about your hotel parallel? And if you're a family or maybe a family who's been impacted by a crisis, like it's expensive to get three rooms at the Marriott. And maybe your place is just as good as three rooms at the Marriott, which would be $30,000 a month. And then how are you thinking about like, wow, if I'm if I can do this for five or 6,000, they're so much better off. And what does that look like? And so you're always kind of competing against short-term hotel. And then the other option is like, is somebody going to rent long-term and buy all the furniture? And you can kind of do that math, too. you know, the cost of the rental plus $20,000 of furniture plus less, you know, uh, liquidity or option value to move. It's a big deal. Yeah. Well, it's so funny because the first example you shared, Jeff, that's that's operator 101. Such good uh land um guard rails to have and reference point I should say. Um I think that uh so around you know what is your local competition charging with respect to the quality of the inventory and etc cuz I think that'll you know help you justify your price with you know in relatively to the marketplace. Uh the second I think is is super ambitious and I I almost wish more people uh would do the math that you just did because I think sometimes um you know I'll I'll I'll put the name I'll coin the term on your behalf life hacking. if more people actually did a life hacking analysis the way you just did and thought, "Hey, hold on, wait a minute. This might cost me $20,000 to furnish and uh this is going to be my long rent versus if I go to Furnish Finder and I do this." Like I wish more people were that sophisticated or had that kind of hindsight. I think most people and I don't mean that in a negative way. I think that's very savvy for you to actually be thinking that way cuz I think sometimes there are traditional things like, "Oh yeah, let's buy a house. It seems like the next thing most logical that's how you that's how you build wealth. That's what my parents did and their parents did. So I got to do it too. Exactly. And it's like no hold on hold the phone here. Like there's actually a better alternative and just having even a platform like yours um that what you offer is just doing the math. I I I can't stress this enough what you just said. I I I wish this is again now we're speaking to our community as investors, right? like we own multiple properties and still uh rent uh where we where we live. Well, technically now we have multiple homes, etc. But for a long time, we got investment properties um before we got a home where we lived on for a very long time. And I think so common with the younger generation. Yeah. But I think it's also smart because it all goes back to what you said, right? the opportunity cost, right? Like, if I have an extra $1,500 that I can be pouring into my business or this venture that's going to be a higher ROI rather than, again, now we're getting into the whole life planning thing, but really it's, you know, is that really the best use of your money to park it in 20%. And on a liability, you know, furniture is a depreciating asset. It's worth just like a car. as soon as you pick it up, it's worth less than when you bought it. And so, you know, I think a lot of people are thinking like, why would I continue to buy and then move and then, you know, go through depreciating assets when I can put it in an appreciating asset and actually help pay for my lifestyle or build wealth. Yeah. Yeah. Well, I think that you got the right audience for that because I think experimentation, we've has heard many different ways to hack their way through life and better investment opportunities. Um, and so on that on that on the heels of that conversation, right, because we just talked about, you know, on the on the first hand being able to look at your competition with what's happening locally, I want to zoom out for a second and ask you as a uh CEO, how I mean, there's just so much going on. I I almost wonder how do you as an operation say this is shiny object and this is what we're going to do. Uh, and the reason I asked is you might look at, you know, a competitor or what you would see as someone you could aspire to be, you know, well, not really because you're in a different lane, but you're saying, let's say Airbnb, Airbnb has Airbnb for work, right? How do we, how do we, as an how do you as a leader or corporation or maybe you rely on people to do this. How do you decide what you are going to do, what you're not going to do? And I'm so curious to ask this is because there's so many different paths you can go as an organization and how do I determine which one is the right path for you? What is the process? Yeah, I mean it's easier to talk about the philosophy than the process because I think the process gets messy but if everybody aligns on the philosophy then you can live with the mess. Um, and you know, and it's it it's it's been an interesting learning moment for me because, you know, I came from Expedia Group. You know, I think at our peak when we were at Expedia Group, we had 25,000 employees. I probably had 3,000, you know, massive teams, global scale, tons of engineering coordination. And, you know, here we are, we've got probably 40 or 50 employees in the US, and we've got a uh, you know, very talented uh, support and sales team out of Colombia, but we don't get to place as many bets. Um, and so the most important thing is like we're always thinking about what's going to have the biggest return for the marketplace, what's going to help tenants and landlords the most. And so when we when we, you know, joined the company a year and a half ago and I built out this team, we're like, well, we've got to fix the plumbing. We've got to fix the infrastructure because if it falls over, nothing else matters. And without modern infrastructure, we can't build the things we want. We need better d like we couldn't have powered any of those charts a year and a half ago. We need better data. We need better infrastructure. We need better visibility and observability. And so we prioritized that. And as we prioritize that, it became like, well, which pages in the experience have the most impact? So we rebuilt the property details page, the search page, the homepage, the join furnish finder page, and we kind of take it through that lens of what are landlords and tenants using the most and how much can we move the needle if we go improve it. And so the next big thing, you know, actually kind of putting we just relaunched the mobile app. We've still got work to do to make it great, but it's way better than it was, and it's fast and responsive. The next big thing we'll tackle is messaging. But the philosophy is all about what's going to create the most utility for tenants and landlords. Rinse and repeat. Rinse and repeat. Rinse and repeat. If we're serving them, it's going to serve us. That's so good. Uh I like how you kind of redirected me in the philosophy. I appreciate that because I think that also tells you kind of level sets of how these conversations happen behind the scenes. It's not like hey which feature it's way hey does this align with our philosophy and it sounds it's always tied back down to the experience and in order for you to get there you have to have a strong infrastructure uh based on what I heard you say. Yeah. And you've got to you've got to be willing to be willing to embrace that it's impossible for us to have right answers. It's about progress, you know, and perfect obsessing over the perfect process to get the perfect answer for what the road map looks like consumes a lot of time. And so we're always talking about perfect is the enemy of progress. What's something we know is going to add value that we can do quick. All right, do it again. Do it again. Find the next one. And thinking, obsessing over what's the perfect process so we don't make mistakes. Like mistakes are the learning. Um, and mistakes aren't necess I'd say they're not even bad. they're usually great. Maybe I should have built that earlier. But the other thing I built opened my eyes to this and helped us understand that better and now we can go do the next thing. And so try not to look in the rearview mirror as much um aside from realizing like, okay, what's changed and what do we go do next? What's the next piece of progress? 100%. Was uh was Expedia a public company? Yes, Expedia is a huge public company. So they're a is20 billion dollars of market cap. you know, one of the original uh pioneers in the uh in the travel space and um you know, and then it was a different set of considerations because you do think a little bit more about uh investor returns and you've got a board and that are um you know, really focused on what expectations are for the business. You know, we take a I think we're able to take a slightly longer view, you know, since we're privately held and very tight-knit set of shareholders, just like how do we go do what's right for the marketplace? What's next? Yeah. The Yeah. The reason I asked Jeeoff is because I I feel like I was going to ask you not I shouldn't make any assumptions because I have you here. Do you feel that that conversation or that vision changes a bit the dynamics of how an organization where an organization heads when you have multiple stakeholders you know billions of dollars behind it or you know maybe hundreds of millions. What are your thought? I think that being public versus not public changes things. I definitely believe that because you introduce a new set of stakeholders and so you know I think Expedia is a very well-run company. Tons of respect and I loved my 13 years there. I think about the point in my career where home away went from being private so venture capital backed to IPOing in 2011 and it did change because you've got a new set of voices. You know, we used to have a our customers, our board, our employees, and then you add, you know, public investors, public stakeholders, their expectations. You know, it's not that it has to change it in a bad way, but it absolutely changes that there's another important set of voices to think about. And it, you know, employees pay attention to what the stock price is and want to see it go up and want to see it impact their wealth. And so, there's just another consideration that we don't have to think about as much as a private company. And you know, it's not an indictment of being public. I think it's a great system in capitalism for public companies. We're fortunate in that we're not there yet. And so I think we've got a different set of incentives. Yeah, good answer. I mean, it's interesting because personally uh as a I would call myself a budding entrepreneur cuz you know, there's so many levels to this thing, right? you know, I been surrounded by some amazing business operators who have exited and etc. And I always look at business in I guess there's two types of entrepreneurs and I would love to hear what your thought is on that, right? There's like the entrepreneur that is building um I guess there there's the there's the I shouldn't say mom and pop, but I think where where I'm trying to go is there's like the VC world and then there's like the proof of concept world where like I can show sales and then there's the I have this vision and now I need money. Uh and I'm just so curious. I don't know if you see it this way too. Um, I think they're two very different uh uh animals and I wonder if you as being the executive that you've been do look at that when you're looking at taking on a company if it's like okay so there are investors involved this might be a very different dynamic versus that oh this is kind of a owned and operated for 100 years by by the family and it's been passed down. Now, mind you, I just went to a family um business reunion and again some of these family offices and I mean they're huge, right? Like I I was at the Porsche like there there's a apparently there's a lot of family businesses so I shouldn't mix that word because a lot of family businesses end up being going public as well, right? They end up being big. But what I'm trying to say is very similar to like you think of a furnace, you think of Expedia Group. I'm just curious, you as an operator, as a CEO who's involved with a lot of, you know, someone had this vision, right? And do you feel that it's two very different uh atmospheres that you would actually choose based on your experience to yeah I like this one versus the other one do you feel that it's different tremendously different to operate as an executive and which one do you think is the one you would lean towards? Yeah, I think, you know, two separate questions in there. And I mean, uh, certainly I consider myself more of an operator than an entrepreneur. And I've got, you know, and I consider pretty much all of our landlords to be entrepreneurs. You know, they're trying to build small businesses. Some of them are very happy with a single home. Some of them want to, you know, build an empire. Some of them want something in between that's just like a great lifestyle business. And none of those are really me. Like, I'm an operator and I'm really comfortable with it. So when I left Expedia and was thinking about what to do next, you know, I did want to do something smaller. I wanted to do something that was domestic. You know, I didn't want to spend as much time across time zones um and I wanted to be focused on something I knew I could be good at. And I really enjoy marketplaces. I enjoy getting to know they they create a tremendous amount of data. And they also allow you to play this like kind of fascinating role of like you're really getting to know this matchmaking element between tenants and landlords or you know in my last world we know we call them owners and um or hosts and guests you know wherever you end up with it. But I like that problem solving where I think entrepreneurs and operators have something in common is that to be great at either you've kind of got to be obsessed with the problem you're trying to solve. Um, you've got to just be curious and thinking about it in a way to where it doesn't turn off because, you know, and I'm kind of like this with my own short-term rental homes. Like, I love looking at real estate. You know, if I had endless capital, I'd just keep buying houses because I think it's fun and I love the shopping process and the dreaming process. And, you know, I meet people who love serving people and they love the notion of helping nurses or helping corporate travelers or helping a family that's in distress. But I think for any operator entrepreneur to be successful, they've got to really know what they're going to wake up thinking about and go to bed thinking about and whether that lines up with the endeavor they're taking on. And for me, that's what drew me to Furnishfinder. It felt familiar and that I'd done part of it before. It felt like something I could do better again with the hindsight I had. And it sounded really fun because I could get a crew of people together that I've got experience with and like working with and be great at it. And so, you know, hopefully we're on our way to doing that. Yeah. No, it seems like you are and people are catching on and that that always means that you have a great product and the operations is is doing what it's supposed to. Let me ask you maybe more of a personal question for someone else who's listening. Like this is pretty fascinating. I mean we don't have uh you know uh executives like yourself who've done it at such a high level who also um you know are serving a lot of what you said is true entrepreneurs right um you know you've been you're a current CEO at Furnishinder you're a CEO at Expedia Group then a chief strategy officer at home away you've been an executive for you have a plethora of knowledge and and experience in that realm which is very impressive um and you've also worked with a lot of entrepreneurs ers, what would you say to 20-year-old Jeff today as far as if someone is looking to just go through what we call this life experience? What's one thing that I think jumps out to you as a like a par paradigm shifting uh either advice or uh something that you wish you would have kind of seen the world a little bit differently earlier based on all the the experiences that you've had um as an executive as as a you know I think the uh yeah I mean interestingly I what my my best friend and I and he's a he is more of an entrepreneur and has exited a business we teach a class at the University of Texas every your four undergrads who were 20 years old who were like embarking on their career and the the class is called what I wish I knew in my first 10 years out of college and the gosh you know it was a lot it was a lot more substantive when we were in our you know early 30s than now that we're in our late 40s because we were a little more relatable but the content doesn't really change and you know the the I kind of think in slogans sometimes but the messages I always try and get to stick you know one is that progress is the enemy of or perfect is the enemy of progress and that you school gets you to think that there are right answers and that getting wrong answers is bad and so like you know you got a 90 instead of a 100 or you failed something and like that's not real world. It's about progress. And then the second thing is really like the only way to learn is to ask questions and put yourself out there. And so it's really around wherever you go, share who you are, share what you're working on and share your thought process because you don't get smarter by having someone tell you what's wrong about your answer. You get sharper by having someone tell you what's wrong about your approach or how they think about differently so you can come up with your own approach. And then the last thing and arguably the most important is just like remember the emperor has no clothes. You know, I'm a CEO. I've been a president and a COO and I've got like foibless and insecurities and imposttor syndrome and like I'd say in general being around a lot of executives for most of my career, there's not something uniquely special about them that made them perfectly suited for that moment. it's that they worked at it or you know in some cases like the ball bounced their way and I think it's important for people to remember that like the more you demystify the situation and realize that people have common bonds and you can achieve whatever you're looking to do the easier it is to go get it because you're not putting people on a pedestal who don't deserve to be on the pedestal you know you're just thinking about them as like could I solve that problem could I do something similar to that and like I think it generally the answer is yes and you know I got to a point in my career where I felt more comfortable just kind of assuming I could and along the way getting to know you know my peers and other executives realized that like there's not some secret sauce there and the earlier people realize that I think the more ambitious and more risk they could take. That I'm going to have to relisten to that. That was a lot of great insight in that. So I kind of No, no, that was really good. And I didn't know I kind of threw the the alley off the backboard there cuz you literally used to teach this with one of your very close friends at at the university which is fascinating. I would love to what I wish I learned at 20. Is that what it was called? It's uh things you should know for your first 10 years out. Wow. That's uh that's um that's great. That's that's a that's a lot of good stuff in there to unpack. Um love that. Um I resonate with that. uh that one a lot. I always I've always said that uh certainly progress is success and then you know you know and it leaves clues as well as the course correct and you get new data points uh you have a different behavior and you look over time over your shoulder you're like oh look how far we've gone and and it's interesting because often it's the fact that you took action that then leads you down a path where you didn't imagine being but it's because you had essentially your compass pointed in that direction. So, and just yeah, and you know, always remember how little you know, you know, and so like I uh I was speaking at a conference earlier this week and I came home and we got a 15-year-old daughter and a 13-year-old son. Nothing keeps you humble like a 15-year-old daughter. And I was like, yeah, I was speaking at this conference and she was just like, "Why would anyone want to listen?" And I was like, "There you go." Oh my gosh, that is so funny uh and humbling at the same time. That's a How do you respond to that? I don't have kids yet. What was your response? I I just remind them that, you know, there's a there's things about dad you don't know as well as when you're home with dad. And I was like, "Hey guys, I've actually been doing my job a long time and I'm pretty good at it and people are interested in like what I've learned." And they're like, "Huh? Well, anyways, you want to play basketball?" Huh. You know, it just kind of kind of rolls off. Yeah. Well, it's it's also uh it also kind of puts you you kind of your uh your feet where the ground is. kind of keeps you rooted of like hey it doesn't really matter when at home like who like it matters to them who I am but not like what I'm I'm doing out there like it's kind of also a reminder of like the whole family without going into that bucket of like your kids you know I was the president of Vrbo and it was a big successful company in Austin and my son always rem you know if you ask him what it was when I was president of Vrbo what he'll say is that that was the office that had Nerf guns on the Nerf guns in the lobby he's like that was the coolest job ever they had Nerf guns in the lobby like nothing else mattered That's what you remember was great. Yep. Yeah. Well, listen, uh Jeeoff, this is so uh thank you so much for bringing in your wealth of knowledge and expertise and leading uh what I think is a really a fast growing company that's making a huge difference for like you said uh entrepreneurs like us. So, we want to thank you and we um what's one thing that we should I know you talk about infrastructure, you talk about platform, etc. What's one little tidbit thing you want to say? Hey, just be on the lookout for that maybe or stay tuned. But we're working on it for for the audience. You know, if if you're already a customer, I'd say be on the lookout for improvements to your performance panel and how we're going to help um better distribute demand and improve sort order. And so that'd be the, you know, that's the next thing coming soon. You know, there'll be improvements to messaging. That's a big focus for us. If you're not a customer or maybe even were a customer and decided not to renew, I would basically just try and, you know, come check out some of our recent podcasts and the, you know, um, webinar I told Ruben about that goes through this data that we're a very different company than we were a year and a half. And some of the things that may not have worked well for you if you were a customer in the past very likely might work in the future. And for $179 a year, my encouragement is go to Furnishfinder stats. Go through some of the exercises Ruben and I talked about on what's your competition. You know, who are you competing against? And give it a try if you think it's going to work because it'll only work if you give it a try. And the better your content and photos and value prop and the more likely it is to work. That's right. And of course, and also we have a new sheriff in town, so that helps as well. With that said, Jeff Hurst, thank you so much. CEO of Furnishfinder. Make sure you check out Furnishfinder. Um, uh, amazing platform. Check out their podcast. Check out their platform. Um, I again, I say this as one who uses it and it's it's helped us tremendously in the business that we're able to, uh, to source and and grow. So, Jeff, just like that, thank you for stepping in the lab and we are officially out. Thank you. Experimentation. And I believe there are two critical components that will help you achieve your goals very quickly and succeed. Number one, it's information like this that you've received on a show in an episode and content that you can find on my YouTube channel or anybody's channel. And then there's a community. And the way we've been able to expedite our process, the way people in our community who people that we consult, mastermind members, whoever, they get the information on episode like this, but then they also have a support, whether it's me guiding them or being guided through a community. 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