Transcript
WEBVTT
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when you start actually digging into
the pain points. It's kind of crazy How
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big the numbers are. Millions of
families face eviction risk every year,
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paying 50 plus billion dollars of
delinquent rent. Welcome to the revenue
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Siris on B two b growth. I'm your host.
John Grossman, founder and sales coach
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at Early Revenue. Let's get going today.
I'm here with David Sullivan, founder
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and CEO at Till. Welcome, David. Hey,
thanks so much, John. Thanks for having
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me super excited to have you here, so
let's just level set. We, uh Our guests
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are CEOs, revenue leaders and venture
firms. And our purpose here is to
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provide early stage tech founders and
their sales leaders insights and best
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practices on really two topics that air
top of mind for most leaders. The
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houses of growing Roseanne exhales and
fundraising. So let us get to it.
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Thanks again for being here, David. Why
don't you start off by telling us a
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little bit about you and your
background? Yeah. Yeah, sure. So I
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started till about two years ago in
2018, and I started it. It tills works
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in the rental housing space, and I
started it as a result of two different
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backgrounds. So, first I spent about
five years building a single family
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rental housing fund called the American
Home. We bought up foreclosed homes
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after the great recession. So from 2010
to 2015, we were buying up these homes,
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renovating them and then renting them.
So we were a rental housing REIT or
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fund, and it was interesting. I went
into that wanting to learn how to build
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a business. I came out of it very
passionate about what rental housing is
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and means to our country and to the
consumer. And most directly, I started
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observing the fact that renters as a
customer, consumer one they pay the
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majority of their expenses every single
month to rent and to every time they
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have a financial hardship or challenge
a ZA landlord myself, I didn't have
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data analytics or tools toe
appropriately work with them or help
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them. And the reality is, you know,
most renters want to pay the rent, and
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most landlords want to work with
renters. And so I became interested in
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how you bridge that divide between
these the renter and the landlord
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customers and then I spent so that
companies called American Home and we
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sold to a public version of ourselves
is that space was consolidating and one
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of our investors was a Fintech venture
fund called Route 66 Ventures out of D.
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C on their an amazing team. And they
offered me a chance to go learn the
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world of venture capital, which was
very different than running a
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operationally intensive housing fund.
And so it was just a unique moment,
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time opportunity that I decided to take,
and it was great. I learned a lot about
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how the venture world works, what
they're looking for in companies and in
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founders and same thing. I thought the
world of Fintech was essentially
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different industry angle than the
rental housing world that I wanted to
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explore. And then the two worlds just
came crashing back together for May. So
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really, what I was seeing in the
Fintech space was that there are a lot
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of trends, whether it's in Data
analytics underwriting, risk management,
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credit access, insurance, access
payments, access towards
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personalization of consumer experience.
And so I started seeing a non
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opportunity that I became increasingly
or more and more interested in bringing
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into the rental landscape. Which is how
do we think about personalizing the
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renters experience to improve how they
access and pay and stay in rental
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housing. So I also during that time and
very transparently with them, started
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getting the itch to go back to
operating. I think I like the pain that
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it takes tow operate. And so they were
really gracious. Have been There are
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lead investors in what till does and
are super supportive. And they helped
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me think about what Till should be
doing innovated and really incubated
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out of Route 66 into the world. So that
brings me to Till wow. So So you saw
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problem. You had experience on the
venture side understanding that
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component of sort the startup world and
what the requirements are. And then you
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also saw this what I'll call
consumerism opportunity, so to speak.
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When it comes to landlords and their
tenants, just the lack of data, the
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lack of flexibility, the lack of the
ability to customize and personalize
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the experience. And you did a mash up
of all those things. Yeah, it's
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exciting is that it's an industry that
hasn't changed in a really long time,
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and it's a like ridiculously big
industry. So there's $700 billion of
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rental payments that flow through the
system every year. When you start
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actually digging into the pain points,
it's kind of crazy How big the numbers
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are. Millions of families face eviction
risk every year, paying, you know, 50
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plus billion dollars of delinquent rent.
That's like a delinquency challenge you
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look at like eviction outcomes for
landlords and renters. And it's costing.
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It's bad. It's bad for both, Right?
There's a societal costs for a renter,
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huge one, and it's really painful for
them to get back on track and stabilize
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their personal life. It's also really
bad for landlords like it costs the
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landlord, our landlord ecosystem
probably 25 to $50 billion annually. So
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the numbers air just really big. And so
I was really excited to step in and
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work with within this consumer problem
statement because there's ah lot of
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really powerful implications for both
renter and landlord.
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So did that hypothesis found the
business, or did you find that overtime?
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I'm curious if the product market fit
was there from the beginning, or did
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you have to all WTO located. Both have
been true. We've actually built to
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products in the market, and I think
both the thesis has been there and
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constant from the beginning. Which is
how do you better work with renters to
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improve how they and and this is like
this is our mission statement. So, like
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our mission is to empower renters to
thrive in their homes by radically
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transforming rent into a positive and
personalized financial experience that
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has stayed true and that that works
like that hasn't changed. And that
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works towards this, like end reality
that we believe that through
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personalizing a renter's experience,
you can actually improve a lot of their
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problem statements and a lot of the
landlord's problem statements. But it
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doesn't mean like our build path has
been a perfect constant. I don't think
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it ever can be. And so one thing we've
done well is ah, lot of us on the team
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come from this space. So we have been
our own customers. We have been the
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institutional property owners. Ah, lot
of us have our own rental housing and
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work with our own renters. A lot of
everyone's been a renter at till at
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some point in their life. And so a lot
of us come into the space with that
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backgrounds. We, I think, have a unique
understanding at it. We also spend a
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lot of time, and this kind of goes to
the growth component of the
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conversation. But like it's been a
really, like deep amount of time,
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working with landlords as early
partners in our product creation and
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making sure that they're highly
involved, as we take an even early
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pilot out to market and and put it into
market and to define what what job like
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is a landlord or rent or hiring us to
do is we, as we take it into the world.
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And so we've taken two products in the
market. We've taken a product called
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the Rent Alone, which helps a rent or
pay rent when they're facing some form
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of like, episodic hardship. And then
we've taken another product, flexible
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rent into market. That very simply
breaks rent, which is the largest
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expense usually do on the first of the
month, and it breaks it into smaller
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payments that aligns with the renters
cash flow, so it helps thio better
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proactively, budget and pay for rent,
and it works with both on time renters
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and delinquent renters. But the payment
schedules adapt differently, and so for
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a non time renter keeps rent budgeted
and prioritized. But for a delinquent
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renter, it actually stabilizes their
ability to pay and then starts baking
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into the schedule what we call move
ahead mechanics or ways that the renter
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can actually move to become a
consistent on time pair. And so, in
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both of those products coming to market,
we have had thousands of learnings,
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right, as is the case and have you
adapted product in the market. And some,
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like more material pivots and changes
and some, you know, less material ones.
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And it sounds like in both cases the
insight that you can provide the
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consistency of communication about the
status of payments that's clarified for
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landlords so that you don't have that
that friction or that back and forth
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there's just there are now options that
that Lebanon has other than prediction.
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Yeah, that's right. Yeah, So in today's
process, if a renter is struggling to
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pay, um, the first thing is that the
landlord doesn't know that until it's
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too late, like rent is late and then
really, like the whole industry has
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operated for decades on, Well, there's
two sticks that you used to get a
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renter to pay. You can hit them with a
late feet, and late fees usually occur
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between the 3rd and 5th of the month.
Kind depends on the state for
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jurisdiction and a late fees. It's
actually very similar to what a payday
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loan is. It's a 50 toe, 250% a P R,
which is kind of absurd, and it gives
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the renter two weeks to pay. And most
renters that have a cash hardship don't
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actually earn enough money in that
short period of time to solve the
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problem. Or it's always a result of I
need to pay rent and I need thio kind
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of fill in the blank on something else,
like fix my car or by my kids back to
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school clothes. There's something else
pulling at that cash, and then the
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other stick that landlords have is
evictions, and so landlord can step in
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and say, Hey, like you still haven't
paid, haven't paid your late fee like
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we're gonna file on. Eviction doesn't
mean the renters evicted. But it
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doesn't mean the renter has to pay the
legal filing fees in most places for
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that eviction to be cleaned and then to
stay in the home. So it adds another 2
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to $300 in 15 days. And so you take a
cash challenge renter and I think, like
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one notion we're challenging and
industry is that actually wait. Hold on.
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If we step in and work with our
renter's at the beginning one, we can
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know more about them, toe work with
them or productively, but to if we
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don't exacerbate their ability to pay
with late fees and eviction filings and
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we actually work with them, one will
improve their experience. It should
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actually stay longer and renew more
frequently because we improve their
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experience. But to we actually improve
their ability to pay because that cash
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goes towards paying rent, which is like
the ultimate objective. So in such a
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timely products, given the environment
that we're in now, I e. I don't know
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how you would consider co vid in a way,
ah, blessing or the fact that your
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product might be a blessing as a result
of what's been happening with Cove. It
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Yeah, it's it's interesting. So a lot
of people bring Cove it up to us
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because I think it's it's naturally
obvious. Like, Whoa, there's a tailwind
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because of Cove it for this. And I
think a couple of things were true. So
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first, like the problem statement we've
been working on this well before co vid.
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The problem statement existed, like
critically so pre cove it, like 50
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billion of delinquent rent pre Cove it
Right now there's like, I don't know,
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there's lots of different estimates 30
to 50 billion of delinquent or deferred
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rent right now as a result of Covitz.
So it definitely has exacerbated the
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problem, but it's even recognize like
Post co vid. Whatever world exists in a
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few months. Hopefully it's still
something that we need to be paying
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attention to, and Biden's
administration is actually called it
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out, which is interesting. Like
eviction reform will be part of their
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core housing agenda, and part of
eviction reform is likely requiring, in
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many places pre eviction measures such
as payment plants or payment structures
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that work with the renter. So, like in
the housing world, everyone outside of
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housing world is now paying attention
to like the potential eviction crisis,
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which is really like positive, I think,
for the industry. But the reality is, I
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think, like the industry has recognized
this problem statement well before co
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vid and it will exist well after co vid
the other. Like as we think about our
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business, I think two things were true.
Well, two things definitely are true.
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There's definitely a tailwind behind
flexible rent and better working within
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the renter community. Like one of the
reasons why we work our landlord
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partners quote unquote hire us or
deployed. The program is because we can,
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through tech and data, solve a really
hard challenge in keeping rent
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prioritized and working with the renter.
Some landlords definitely are more open
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to working with renters these days. The
reality is it takes their site teams or
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the property management teams an
incredible amount of time. So they
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quote us like 123 hours per renter per
week because they're having to do it
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manually. So piano landlord do some of
this manually, they can start to. The
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reality is like there is no time, and
the site teams now have to be focused
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on. How do you keep a community clean?
Healthy? How do you make sure all the
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maintenance stuff is getting fixed as
every renter sits in their home all day,
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every day rather than leaving site? And
so we actually step in, and we saw the
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huge, like operational logistics
challenge for our property management
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partners and site team partners. So
there is definitely a good tale in
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behind flexible rent. We've also found,
like adoption has been amazing from the
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renter side. Our application rates in
the communities we serve our like
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through the roof. And so the other
reality of Cove it is that the rent
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alone, our first product that went into
market, we have pulled back on
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significantly. There's limitless demand
from the landlord side, which can feel
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good, right? They want to get paid on
time. The reality is with the credit
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models. There's two challenges. You can
only approve so many renters, and so
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you actually create a bad renter
experience and a bad landlord
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experience all at once. So when you
goto landlord say, Hey, that's what our
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product, as they say, Oh, that's cool.
You pay us on time like with using a
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credit solution. The reality is because
you're writing credit, you can only
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approve, like 1% of the renter base.
And then the second, the second reality
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we've seen is for the unit Economic
store. For the consumer, the rates
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actually have to be pretty hot. And so
flexible Rent actually solves both of
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those problems. We thought the two
products would work hand in hand, but
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it turns out that flexible rent can
actually step in and approve. Like 90%
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of renters. All the renter needs is to
have cash flow, no credit check, no
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other like approval requirements for
them to join the program. And the
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landlord actually makes more money more
frequently with flexible rent. Because
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we're working with so many renters in a
given portfolio and we're collecting
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rent in smaller chunks, the landlord
other reason landlord hires us is
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because they're on time. Cash flow
actually goes up pretty dramatically,
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so we get a whole bunch of delinquent
renters to pay us part of the rent on
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time and the landlords on time. Cash
flow is actually going up 5 to 10
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points percentage points, like in the
first like month or two. So that's Ah,
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that's been a really great value
proposition to recognize, and that's
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been something that's helped our
partnership in sales process. So, uh,
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interesting product in an interesting
market in a growth market, tell us a
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little bit about the growth that you've
experienced and the growth trajectory
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that you're on. Yeah, so we go to
market through landlord partners or
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owners, operators and managers. And so
we are a B two B two C distribution
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model. And so there we look at growth
from two angles. We first need partners.
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We need to work with landlords. And so
we primarily work with institutional
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owners and managers, meaning
institutionalized processes and they
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owner manager, at least 500 units.
Although most of our partners own
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manage between 1000 to 50,000 units,
it's kind of like our core sweet spot.
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So we usually start with pilots,
usually around 1000 unit pilot with our
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partner, and then, after 2 to 3 months
of the pilot, we look to expand from
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there, and so it's gone really well. We
added 20,000 units that have access to
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the program in the first, like 45
months of the program being out in the
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market, and we have since added about
25,000 units in the last 40 days for 45
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days, and the growth pipeline is just
continuing to build from there. The
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other, like really great stat around
our partners, is that we've lagged into
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about 45,000 units with them. Today
they control about 750,000 units. So
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toe us partnerships are not about just
getting a landlord to try the program.
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It's about giving them a really great
experience and their site teams or
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their property management teams A
really great experience. And then it
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comes down to serving the renter well.
So we actually I talk about growth
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being first, we get landlords bought in
and then site teams bought in. Then we
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have a product marketing function that
has another growth funnel that converts
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renters in their rental homes,
apartments or homes specifically into
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the product. And that's been like so
does that. I was just gonna ask if it
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sounds like there's sort of two
separate and distinct demand generation
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channels, right. You have to go find
the owners, the property owners and
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you've got to go market to them. And
then once they say yes and you are
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successful with a pilot, then you have
to turn on the demand. That engine for
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the consumers, the actual renters. Yeah,
that's right. So we have, ah, growth
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function. But until then, we have a
product marketing function, both with
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two separate funnels. But the customer
acquisition costs is even though it
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sounds like there's two different
functions needed in this B two b two c
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conversion reality is like the customer
acquisition costs is extremely low,
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like we're not outgrowing budgets on
Facebook or Google or others. What I'm
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finding leads and where do you find the
initial owner leads? So Brady, who's
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our chief growth officer and a co
founder, he leads our growth function.
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We started just like hard knock life
style. A bunch of us came from this
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industry, and we, even with like early
product development, started calling on
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relationships and just asking them,
like, what about this problem statement?
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How could we work on this with you as
the product came into view, like, What
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do you think about it? Would you be
willing to partner at pilot? It give us
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feedback on it, and so that has just
led to an organic funnel. And it's kind
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of been one like this. This industry
has too long tails in it. There's the
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institutional long tail and the mom and
pop or do it yourself landlord, long
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tail. And while we only focus on one
today, it's just kind of endless. It's
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kind of amazing how many different
players in the space and so through
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referrals and just very intentional,
like diligence on the Internet. We've
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built a really big funnel of groups
that we work with. And then now we've
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hired to other growth leads that both
come from this B two B sales experience
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within prop text and the multi family
industry. Because it is, it's really
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important to have the sales knowledge
of how to operate a B two B sale to a
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landlord or property manager, and
critical in that is understanding the
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lingo and the problem statements that
are, and and the orig structures that
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we have to navigate because there's
lots of different versions of it.
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There's owner owner operators, owners
with third party managers, just third
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party managers and Mawr versions of
those and so navigating all of those
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different types of partnership
structures takes a pretty intimate
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understanding of what the industry is,
who we need to be talking to, how we
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need to be partnering with them, how we
need to be demonstrating value to them
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both in the initial like partnership
process, but then also in the expansion
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partnership process so similar in terms
of sale process. But does that mean you
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have to customize the messaging and the
approach you take for each of those
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distinct markets? Yeah, yeah. So Brady
and our team have done an incredible
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job looking at who are all the
different potential partners. And while
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all of their challenges, all of their
challenges, actually boiled down to the
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same exact problem statement. So we
actually can start with the renter. And
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that's that's the persona we prioritize.
Like if a renter succeeds, a site team
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succeeds. If the site team or property
manager succeeds their owner or manager
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succeeds, and if they succeed, we
succeed. So it actually all just starts
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with the renter. Like very simply,
every persona we sell Thio or Partner
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with has the same problem statement.
How do we get renters to pay rent more
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effectively. That's actually our core
product, KP I. But from there, like yes,
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a different you know, third party
manager persona is gonna have a
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different problem statement or need to
solve for than an owner operator. And
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so our growth teams in a really good
job mapping out like who might need us,
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what problems do they specifically face?
And then how do we build a
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communication process that helps them
understand what we can do for them? And
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if there is a good fit, it will move
forward. And so they've done a lot of,
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like user mapping, journey, mapping,
sales, enablement collateral building.
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That's actually like one of the key
things they've done, I think really
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Wells they they've built up. The
reality is in the speed of the sale,
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you can find a champion, but they have
to communicate internally about what we
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dio. And so how do we empower them to
be as productive as possible within
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their or so you have to equip them toe
productively communicate? That's great.
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So with with all of the changes that
have occurred not only in the business
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since you've been growing, it But given
the situation with with co vid has it
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changed the way you manage the team?
The team obviously has grown. Have you
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changed the style or how you manage a
remote team? I think your remote first.
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Or maybe you have you always been
remote first. Or maybe that's the first
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question. No, we So we're headquartered
out of D. C. And the majority of our
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team is in D. C. We do have a customer
success team out of Atlanta, and I
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think Cove it has changed a lot of
people's preconceptions about business
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and start ups and what is required.
We've made the decision during Cove it
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to become a remote first company. We
will. As vaccines are available, we
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will become like we will meet in person
1 to 2 times a month. But the focus
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will be on relationship building and
creative work, things that are better
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like done in person. I think we've also
realized like you could be hyper
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productive in a remote first
environment. People can live where they
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want to live, like live the lifestyle
they wanna live outside of work, live
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in areas that are much more affordable,
like D. C. Is pretty bad. It's not as
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bad as like San Francisco or or other
areas of the country. So you asked
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about how we've changed, how we've
operated. I think becoming a remote
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first company is one. I think we put
increasing emphasis and focus on
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asynchronous communication and written
communication. Actually think like we
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write and use notion. It's kind of like
our own internal wiki, and it it's
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improved our, I think, our decision
making and speed. We've also been like
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I've been hammering a project
management process that's similar
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across the entire org's. So we use a
sauna. As many most groups dio.
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Everyone runs in a prioritized kon bon,
and every week we're looking at, like
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what's in motion now and what is coming
next? And do we all kind of agree on
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what's next to that? Like people don't
need to check in. It's like, Yeah, once,
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once you knock something off, just like
start ripping on the next thing, Um,
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it's allowed people to start moving
really quickly, like I think our team
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is moving faster now than it ever has
been. Part of that is not just due to
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like these tools. Part of it's just
like the team forming together and we
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have part of going remote first is
we've hired six people during co vid.
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We have five people on the team that
I've never personally met, and, uh, but
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we've been able to hire them out of
Denver, Utah, Kansas, Pittsburgh in one
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in D. C. And so it's opened up our like
talent. Framework National. I think
330
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that kind of like democratized access
to talent across the country is that
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there's gonna be a long standing impact
of that broadly and the like. The tech
332
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start up in business ecosystem. I think
you're right there on. I think that's
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great that you've taken advantage of
this situation. And I think a lot of
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the statement you made around
optimizing work remote, I think is so
335
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true. There's just it's so much more
efficient and when you can or when
336
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you're able to meet toe, do the
creative stuff that's necessary, I will
337
00:25:30.240 --> 00:25:35.420
say one thing like, Yeah, one thing
that kind of sucks is if work feels
338
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mawr transactional relation all, I
think like you can fire from like a
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zoom to another, zoom to another zoom
to another zoom and be pretty
340
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productive signs you like, prep for
them all in advance. But you miss, like
341
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just having coffee with people and
seeing people always and chatting with
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them and what I really misses. I missed
like people on different teams that
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till seeing each other in engaging like
I talked to pretty much everyone but
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like is one of our engineers talking to
one of our customer service reps as, uh,
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probably not. And so that's what I
think the in person time is needed for,
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like relation all development. And
fortunately, I think that that's that's
347
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not just unique to you. I think that's
across the board, so I don't think that
348
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that's anything to worry about. I think
that takes care of itself in time,
349
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fingers crossed, right, so I've got a
couple other questions for you. So
350
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what's one thing that you would
recommend to other founders that they
351
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either start to do or stop doing? Given
your experience, one thing I'm I'm
352
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personally working through. I wish I
had done a better job of earlier. We've
353
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done a pretty good job of is having a
structured hiring framework in place.
354
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It would be one. I think we've had a
structured process, but that is
355
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different than a structured framework
for evaluation. Yeah, for evaluation.
356
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And we've had, like, we're probably 80%
effective in hiring and people, culture
357
00:27:10.850 --> 00:27:14.520
and talent culture. And what I've
realized is it's not just about the
358
00:27:14.520 --> 00:27:18.450
framework on finding the right person
and bringing them in, but it's the
359
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exact same framework for on boarding,
like quick cultural alignment, which is
360
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pretty key in a remote centric
environment. But also it's actually
361
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this, then the same exact framework for
personal development within, like
362
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ongoing personal development. And so
every person should be improving. The
363
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hard thing about these places and
environments is that everything
364
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progresses like every month, every
quarter. And if people aren't keeping
365
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up at their own individual pace like
they can fall behind or, like, get
366
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pissed in place, and so that that would
be one and then the second thing, which
367
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I've just noticed. So I was thinking
about this Second thing I've noticed is
368
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we actually shifted our leadership
meeting from Monday mornings to Friday
369
00:28:03.190 --> 00:28:09.570
mornings, and they are like much, much
better meetings, and I think like
370
00:28:09.580 --> 00:28:14.660
everyone steps into the well. I think
everyone steps in the week Mondays cold
371
00:28:14.670 --> 00:28:20.920
like they're trying to boot themselves
up, have coffee, get into context like
372
00:28:20.930 --> 00:28:24.960
some people do a good job on Sundays
prepping. But it kind of depends on
373
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everyone's like weekend family time.
Family is life. And so, by shifting it
374
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to Friday, you actually start the next
week fully in context because you just
375
00:28:34.310 --> 00:28:39.010
had the meeting on Friday and people
are firing by Friday like people have
376
00:28:39.010 --> 00:28:44.090
context opinions. So I don't know that
was just something that we accidentally
377
00:28:44.090 --> 00:28:47.790
did. And I was like, Whoa, wait, This
meeting this week was way better than
378
00:28:47.790 --> 00:28:54.070
last like that. I really like that. So
So that's a really cool idea. What's
379
00:28:54.070 --> 00:28:59.760
something that's surprising about your
product, how it's being used or
380
00:28:59.770 --> 00:29:06.200
something surprising about your
customers, Anything come to mind? I
381
00:29:06.200 --> 00:29:11.410
don't know if surprising, but I think
just like it's been a good motivator
382
00:29:11.410 --> 00:29:16.640
behind our team recently, like we're
having a pretty profound impact on a
383
00:29:16.640 --> 00:29:20.380
lot of renter consumers. They're pretty
challenging point and we've helped a
384
00:29:20.380 --> 00:29:24.200
lot of people stay in their home as a
result, and that's been just like,
385
00:29:24.210 --> 00:29:30.180
really cool I'd say like from a stats
perspective, like the application and
386
00:29:30.180 --> 00:29:35.980
adoption rates have been really
surprising when I bring those upto VCs
387
00:29:35.980 --> 00:29:40.780
or other people in this kind of prop
tech market the that B two b two C that
388
00:29:40.780 --> 00:29:44.890
having the two distribution channels, I
think there's like a certain app and
389
00:29:44.890 --> 00:29:49.750
adoption rate that people expect, and
right now we're still learning into it.
390
00:29:49.750 --> 00:29:54.650
But like it is, far far exceeded our
expectations. I mean, we're in
391
00:29:54.660 --> 00:29:59.700
communities were approaching 50%
application rates. These are like multi
392
00:29:59.700 --> 00:30:04.140
100 units communities, so that's that's
been surprising. But on a personal
393
00:30:04.140 --> 00:30:09.500
level, which there's a strong mission
drive behind a lot of our our entire
394
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team and company culture, like you have
a renter on the phone with their CS
395
00:30:14.480 --> 00:30:18.100
team crying and thanking them for
keeping them in their family and their
396
00:30:18.110 --> 00:30:23.300
their community. And that's just like
that's the ultimate motivation that
397
00:30:23.310 --> 00:30:27.290
that we need to keep going. So that's
that's been like, really cool. There's
398
00:30:27.290 --> 00:30:30.610
like a lot of hard things about this,
and not everything goes perfectly in
399
00:30:30.610 --> 00:30:34.210
any of these scenarios, and so you can
look at, like, moments like that. It's
400
00:30:34.210 --> 00:30:41.420
like it is worth the brain damage.
We're all going todo uh, it's so nice
401
00:30:41.420 --> 00:30:47.030
to get those kinds of messages directly
from consumers. They're utilizing your
402
00:30:47.030 --> 00:30:50.140
product. That's got to be better
gratifying and satisfying to the
403
00:30:50.150 --> 00:30:56.220
developers and to the customer success
folks. And you guys have founders,
404
00:30:56.220 --> 00:31:00.220
right? Yeah, We had a renter say, like,
This is the best thing that's happened
405
00:31:00.220 --> 00:31:07.410
to me since Cove It It's like, Whoa,
yeah, that's, Ah, it's great that you
406
00:31:07.410 --> 00:31:12.070
guys are providing this kind of impact.
And it's just wonderful to see that
407
00:31:12.080 --> 00:31:17.680
that you've found number one a really
interesting and engaging product at the
408
00:31:17.680 --> 00:31:26.280
right time, And investors have voted
with their checkbooks behind you, and
409
00:31:26.740 --> 00:31:32.250
landlords and tenants are signing up,
and it sounds like that growth is
410
00:31:32.250 --> 00:31:36.660
happening organically. So things air
pumping on all cylinders for you guys.
411
00:31:37.040 --> 00:31:42.040
Yeah, thank you. It's good right now,
not not without all of the like build
412
00:31:42.040 --> 00:31:46.170
challenges that always exists in these
environments. But we have really good
413
00:31:46.170 --> 00:31:51.110
product market fit. The core theme
behind it, like this personalization
414
00:31:51.110 --> 00:31:55.070
opportunity in this landscape, is
absolutely enormous, and there's a lot
415
00:31:55.070 --> 00:31:59.160
of demand interest sitting behind it
from both landlords, renters and
416
00:31:59.160 --> 00:32:04.800
capital. Well, it's exciting space that
you're in. And it's really great to
417
00:32:04.800 --> 00:32:09.540
hear more about the details about how
you got to where you're at and just
418
00:32:09.550 --> 00:32:13.030
It's a great combination of your
background and the idea that you have.
419
00:32:13.040 --> 00:32:18.410
Um it's been great to learn about your
organization about till and wish you
420
00:32:18.410 --> 00:32:21.960
guys continued success on a going
forward basis. Thank you, John. Thanks
421
00:32:21.960 --> 00:32:26.220
for having me on super happy that you
could join us. What is the best way if
422
00:32:26.230 --> 00:32:29.360
folks want to reach out To which best
way to reach out to you? Yeah, you can
423
00:32:29.360 --> 00:32:34.760
just email me. I'm at David at hello
till dot com me and find me on Twitter
424
00:32:34.760 --> 00:32:38.830
on that homes and homies and those were
the two best channels. Shoot me a note.
425
00:32:38.830 --> 00:32:42.680
I'm happy to schedule time and talk
about till on the rental housing market.
426
00:32:43.140 --> 00:32:47.450
Fantastic. Well, thanks again. And
thank you everyone for listening to
427
00:32:47.460 --> 00:32:52.670
this episode of the revenue Siris on
the B two b show. I'm your host
428
00:32:52.680 --> 00:32:57.160
Congressman, founder in sales coach at
earlier revenue. And until next time
429
00:32:57.540 --> 00:32:57.960
I'm out.
430
00:33:01.040 --> 00:33:04.870
Are you an early stage tech founder?
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431
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