Transcript: Episode 158: Bad Business Bullets

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[00:00:00] Susan Barry: This is Top Floor episode 158. You can find the show notes at topfloorpodcast.com/episode/158. 

[00:00:13] Narrator: Welcome to Top Floor with Susan Barry. This weekly podcast right up to the top floor features tangible tips and excellent stories from the experts and characters who elevate hospitality. And now your host and elevator operator, Susan Barry.

[00:00:32] Susan Barry: Welcome to the show. Stephen Galbreath is chief development officer and head of design and construction at Garfield Public Private. An architect by trade, Steve led the hospitality practice at RTKL, traveling all over the world for new hotel projects, including the Jumeirah Hotel and Arab Culture Center in Uzbekistan and the Grand Hyatt Shenzhen in China. Garfield specializes in financing and developing essential buildings for municipalities and other government entities like convention centers and headquarters hotels. Today we are going to talk about potholes and job creation, but before we jump in we need to answer the call button.

Call button rings 

[00:01:24] Susan Barry: The emergency call button is our hotline for hospitality professionals and anybody else with a burning question. If you would like to submit a question, you can call or text me at 850 404 9630. Today's question was submitted by Zodella and Zodella asks. Our hotel does a lot of business with both the city and the county. We love working with them, but it takes so long. There's like seven O's in the word. So, so long. Any way to speed things up? You are such a good person to ask this question to, Steve, because this is your area of expertise. What do you think? Any suggestions for how to speed up working on government contracts.

[00:02:13] Stephan Galbreath: Absolutely not. There, you know, I think working with municipalities takes, and this is something we'll talk about a lot today, is patience. Um, cities typically don't move very quickly. They're very methodical about the process they go through and they don't like to make mistakes. So every, every decision they take is just a baby step, a baby step, a baby step. And so we find that, that the way that we can be successful with, with our municipal partners is by, you know, walking at the same stride they are. We can't try to drag them along. We can't try to make them go faster than they want to go. We have to kind of get to their cadence and kind of, you know, uh, you know, go on maybe Bahamas time, so to speak, slow things down.

[00:03:09] Susan Barry: That makes a lot of sense. And I think you're absolutely right. Something I would add to this as a former hotelier is that you can increase the perception of speed by being proactive in your outreach to your contacts at cities and counties. So rather than waiting for them to come to you, go to them first, and that may help trigger a decision making process and get it going, which at least for when you're, you know, answering questions for your general manager will absolutely make it feel a little faster, even if it definitely isn't. So, Steve, you have a master's in architecture. You spent several years at RTKL, which is a global architecture firm. What are some of your favorite or most memorable projects that you worked on? 

[00:04:01] Stephan Galbreath: Yeah, I was at RTKL for 23 years. And then I, then I joined, I came here about nine years ago. We did so many fun projects. RTKL gave me the platform to travel the world. I couldn't tell you how many times I went around the world, but, but it was a lot. And really got to work all over the world. There's only a couple of spots that I think I, I still would like to go that I didn't have a chance. I'd say some of my most. Interesting projects that I worked on and things that I think about kind of as I get older, um, that the Uzbekistan project you talked about earlier is a really interesting project. I got a phone call from Dubai Holdings. They're, they're the government, uh, uh, group that, that basically runs all the development for the, for the Emirate of Dubai.

[00:04:52] Susan Barry: Does it show up on your caller ID like “Dubai?” You know what I mean? Was it, was such a freak out moment or did it, was it just sort of a matter of course, like, yeah, no problem. 

[00:05:02] Stephan Galbreath: Yeah. Yeah. I mean, I got phone calls from all different crazy things. So I just always answered my phone and just, you had no idea who was on the other line, right? But to get this This call and say, Hey, we wanna do this project in Uzbekistan. Can you be, you know, in our offices, uh, you know, like, this is on a Monday. And they're like, can you be in our offices Thursday morning? So I'm like, I'm on a plane. And I, and I, and I get there and I sit down and I, they, they'd given me the, kind of, the gist of it. So I came with a proposal, actually I had to send it before I even got on the plane. And this young gentleman, he's wearing his dish dash and, uh, but he has a baseball hat on. I think it maybe had like a New York Yankees baseball cap on. And he, uh, he, he looks at my proposal and he kind of looks at it and he says, okay, well, that, that's not a good number. Um, I'm going to leave, go get a coffee. When I come back, you're going to give me the number and you'll do the project or you'll never work for a company again. 

[00:06:01] Susan Barry: Oh, wow. Did he tell you what number to give? 

[00:06:04] Stephan Galbreath: No, no, no, no.

[00:06:05] Susan Barry: You just had to guess.

[00:06:07] Stephan Galbreath: I just had to do a better number. And so, um, I, he leaves the room. And so it's, I don't know, it's noon in Dubai. And, uh, so I, I try to get on the phone. I try to call the CFO. I try to call my CEO. It's at midnight or one o'clock in the morning in the U.S. 

[00:06:23] Susan Barry: Oh, wow. 

[00:06:24] Stephan Galbreath: I can't get ahold of anybody. So I come up with a number. He comes back in and we, and we shook hands and, and we ended up doing this amazing design charrette for this thing. Um, and, and ended up winning, um, a number of awards for it, especially we had awards. RTK was a very competitive company and we did this this book every, at the end of the year. And it was a big deal to end up getting in that, in that book. 

[00:06:48] Susan Barry: Oh, yeah. 

[00:06:49] Stephan Galbreath: That year, our group was like half the book because we had these just amazing projects. And we called this one, I don't know, like the, like the 21 day, you know, uh, project. We, we, we cranked out so much work in three weeks. It was amazing. So it was a lot of fun. 

[00:07:05] Susan Barry: So I take it your number, your new number didn't get you in trouble with the CFO. 

[00:07:11] Stephan Galbreath: No, it was fine. It was still a crazy number. But, uh, but you know, the project was hard and they're, they're difficult group to work with. So, but it was, but it was a super fun deal. 

[00:07:20] Susan Barry: So how did you end up specializing in hospitality? 

[00:07:23] Stephan Galbreath: Wow. So, um, so I, I started, um, you know, I was at RTKL as an architect. I was just working on projects, um, already getting an opportunity to work kind of all around. I was working on projects in Portugal and doing big retail things. RTKL did a lot of big retail stuff all over the world. Um, and they had this hotel project in the Bahamas and they said, we just need you, we need you to help for a couple of months. And so I got into it for a couple months and five years later, I was still working on that project. 

[00:07:56] Susan Barry: Oh, my gosh. I think I know what project that was. I can, I could probably guess. 

[00:08:00] Stephan Galbreath: So, so we work, we worked on that project and I ended up, I spent a lot of time in the Bahamas, um, made a lot of great friends and really cut my teeth on managing projects, managing teams, hospitality in general, um, really getting to know the staff. How does, how does a bartender work the bar? How do maids clean a room? All the things that from a design standpoint, you really don't get to see because typically designers design a building and then they go away. They might even, then maybe they get to stay at it for the grand opening and that's about it. This project, I came time and time again, hurricanes would hit, they'd fly me in with the insurance people. I’d do assessments. I'd be on the island maybe three or for days with no power, fishing furniture out of the ocean with the GM, right? I mean, things like that. So it was a really great opportunity for us to really get to know hospitality and I fell in love with it.

[00:08:58] Susan Barry: Your current job is still involved in hospitality, but it isn't really about architecture anymore. How did that morph? How did you start doing what you're doing today at Garfield Public Private? 

[00:09:14] Stephan Galbreath: I am the head of design and construction, but we have great partners in our architectural firms and they're probably too many to name, but you know, the great, the top, the top five firms, I'll, I'll do projects for us. I work with our team. We have a great team of people here, super talented folks, um, great, amazing clients. You know, working with cities, sometimes you don't have a choice who you're working with, right? But when we work with a city like an Abilene, Texas, and the city manager, Robert Hannah is just an amazing person who just has the handle on everything, right? They just do it the right way or new clients that we have right now, you know, Jefferson City, Missouri, they're just, they're so on top of it, right? It's just great to be able to work with these folks. 

[00:10:07] Susan Barry: So let's make sure that everyone understands what you're working with them on. It's kind of baked into the name, but will you talk a little bit about what you're specializing in? Because I, when we met, I had no idea this existed and I think it's such an interesting niche of the business. I bet our listeners have no clue that this exists, so can you talk about it a little bit? 

[00:10:30] Stephan Galbreath: It is. It's a really focused niche piece of hospitality. So, so on the hospitality side, we help municipalities, universities, hospital districts, airport authorities, anybody like that, that is, has a need for a hotel or convention center or both to bring this important piece of infrastructure that they'll build once in a, in a lifetime, you built, they'll build one and they won't, they won't build another one until that one's Kind of dead, right? Um, so, but when we sit down with a city, a city says, Hey, we want to have a full service hotel. We'd like to have conventions in our city. And that's really the point of all of this is to bring high impact business to a town. It's not just to be a hotel, a great hotel.

You go look at, at the hotels we've done the Weston and Las Colinas here in, in the Dallas area, or, um, the number of, um, Hyatt Regencies we've built in the Houston area or the, you know, Doubletree by Hilton and Abilene. They're great hotels, but their business isn't just to be a great hotel for transient folks. It's to bring in high impact business. When we brought the Westin in Las Colinas, the average daily spend, they had a quarter million square foot convention center already there. Okay. No, no headquarters hotel. The average daily spend of a visitor to Las Colinas was $30 a day. Once you had the headquarters hotel and you could bring in multiple day association business, not people come into a spa show or a boat show or something like that, but people flying in, staying the night, eating in restaurants that it went 10 times. The average, the average spend of a visitor went to $300 a day. 

[00:12:22] Susan Barry: So it's sort of like not just building a hotel for hotel's sake or to capture demand but to impact the strategic plan of a city or community. 

[00:12:32] Stephan Galbreath: Absolutely. And we really kind of take our GMs and kind of tie one hand behind their back because the easiest way for a hotel to make money is going to be go after transient business. You load up with as much group as you can. And then, you know, a month out, a few weeks out, you really start to drive that, that last minute business traveler. That's not the point here, the point is to drive group business. That's going to bring multiple days, people staying in the city, eating in other restaurants. They're not going to eat every meal in our restaurant, but they're going to have breakfast probably at our, at our hotel. They're likely going to have their gala event in our ballroom, and then maybe they eat another meal there. And that's really what we're trying to get. 

[00:13:15] Susan Barry: That leads perfectly into the next thing that I want to ask you about because one of the most interesting pieces of this to me is the ownership structure of a convention center hotel, both because of what the ownership structure is, but to your point, you can't necessarily as an owner, breathe down the neck of the hotel. Like why didn't you maximize rate on XYZ three nights this month because they are a group house. So, It's not like a city can sell the hotel? Question mark? Maybe they can? What happens if it's not going well or if I don't know the city council members who approved this project all get voted out? Like what? How does how is it unique when you've got a city owning a hotel? 

[00:14:02] Stephan Galbreath: All that that you just said can happen, by the way. Um, let's take, um, let's take Abilene as an example. It's a great town, center of Texas, West Texas, salt of the earth folks. We had three mayors during the time of developing the hotel from starting talking about it, to developing it, to opening it. And all three mayors were on board and pushing the same direction. The city council all understood this is for the city. We need to all be behind this. So that's, that's one thing that really makes these projects successful is when a city is totally behind it. When we did our groundbreaking in Abilene - you know, you have a nice tent, you have a podium, you have speakers get up there. But when the mayor got up and said, good morning, and everybody just screamed, I'd never been in a, at a groundbreaking like this before. It was, it was outstanding. Like, I was like, this is gonna be great. So we set up, uh, or we help our, our municipal partners set up the ownership and, and they're all, they're tax exempt deals. And so in 30 years, when these bonds are all paid off, the city owns an asset, you know, in all likelihood is worth $100 million plus, they can sell it. They can keep owning it.

[00:15:27] Susan Barry: So they can sell it. That was my next, like, part of the question is, are they just stuck with this thing forever? They can sell it to a private owner, no problem.

[00:15:36] Stephan Galbreath: Well, they could absolutely sell it. Um, I think, I think in the early years, you know, these, you know, how hotels, they take, they take a few years to ramp up, right? Um, so hotels aren't immediately at 80 percent occupancy, just, just crushing it in the first two months they're open. 

[00:15:52] Susan Barry: Yes. If you build it, they will not come friends. 

[00:15:55] Stephan Galbreath: Yeah. So it, it does take some time. Um, uh, but we see that these, these are, are 30 year deals. They're not about this year or next year, they're about what's going to happen for the city over the next 30 years. And the really important thing to think about and really look at is the big picture, is the economic impact of something like this to a, to a municipality or a city. They bring in so much sales tax. They bring in, you, you, you go into, to, to a conference and you forgot a dress, you got to go buy a dress or you buy a new shoes or you go out to eat and you spill something, you buy a shirt. I mean, people are, you're, you're constantly doing shopping and things that you weren't expecting to do. And so, uh, so these guests are coming in, they're, they're eating, they're going to restaurants and bars, they're staying the night and they're shopping. And so we, we see a lot of that and all that economic impact builds. Everything that the liquor distributor, the, the person who cleans all the linens and, and the guy who delivers dishes and all of this just grows and it becomes this kind of larger thing and much larger than the hotel.

[00:17:09] Susan Barry: Every city manager should listen to that explanation and then you'll get a rush of new business. You recently announced the Miyako Hotel in Plano, Texas. I think it's a pretty unique project. Can you describe it for us? 

[00:17:25] Stephan Galbreath: It's a really neat project and it's a great opportunity and it's going to be a great project for the city of Plano. The city's not really involved. I think there'll be some incentives that the city can, can bring this owner, but it's a Japanese group who owns the Miyako hotels in Los Angeles and in Torrance. They originally when the North American headquarters for Honda, And Toyota were in Torrance, California. They built these hotels for the executives who are flying coming over all the time. 

[00:17:56] Susan Barry: Got it.

[00:17:57] Stephan Galbreath: So when Toyota moved their North American headquarters to Dallas, um, it was a natural, they asked Miyako, Hey, would you guys be interested in coming along? And so Miyako's - now I think this is a much bigger than that. That that's a small piece of the business for this hotel. I think they'll constantly be that flow of executives coming in, which I think will add kind of to the ambiance. But, um, this hotel is going to be a great place for, uh, for you to go with your, your spouse or your partner for a staycation. There'll be great wedding venues, there'll be great party venues, great small business, if you're going to have a board meeting. It's going to be a beautiful hotel, very serene Japanese architecture, as you know, just very simple, honest, clean, um, just delicate. Everything's just going to be. Just right. And so everybody, you know, it's not going to be the place to go get rowdy, um, for, for a Friday night. Although we'll have a rooftop bar where you can go get rowdy on the rooftop bar. But, but, um, just, it's going to be a beautiful gardens, beautiful pool area, sauna experiences, things like that.

[00:19:09] Susan Barry: We like to make sure that our listeners come away from every single episode of Top Floor with some really specific and tangible ideas and tips to try. My question, Steve, is this. And this sounds a little, uh, grouchy, but I don't mean it to, I genuinely want to know the answer. What are the benefits to adding a convention center to the community? And the reason i'm asking this is because I can imagine the argument being made that like, “Why aren't we spending money on feeding people or filling up potholes” or whatever anytime any project is announced in a city people think that that money can easily be swept over here and used for something else So make the case for why a convention center. 

[00:19:56] Stephan Galbreath: Sure. Yeah, and and we hear those arguments all the time Right and and and some Some cities are having a hard time filling potholes. They can't, they're not, they're not doing the standard things that they need to do. So maybe this kind of an asset is not the right thing for them. But if there's a city is trying to bring in more sales tax, and bring in more visitors, this is exactly what they want to try to take a look at. And look, we don't go, we don't go find cities and go try to talk them into doing these projects because we're doing this on their on their behalf. We're a fiduciary to them. We respond to an RFQ or an RFP where cities trying to do this and we show them how they can do it.

The great thing to think about when you're building something like a convention center, the community gets some benefits. You're going to be able to have local business there. You're going to be able to have your, um, uh, you know, your groups and, and, and your charity events and those kinds of things that you're going to fit in on a Tuesday night or on a Wednesday or whatever. But the main idea is to bring in people from outside the city who, who aren't, Aren't from the city. They're not spending money from the city. They're bringing outside money in and so the folks that are coming in and paying for the hotel rooms are are outsiders and so it's a great way to bring people in showcase your town and be able to raise the revenues of a city. They are expensive, but like we said in the very beginning, they're hard to do you have to have a lot of patience. But, um, but if they get them done and we do them properly and the city is a hundred percent supportive, we'll see success stories like Abilene.

[00:21:48] Susan Barry: I mean, there's also the major point of adding however many hundreds of new jobs to the area that didn't exist before out of whole cloth. 

[00:21:58] Stephan Galbreath: Absolutely. 

[00:21:59] Susan Barry: We talked earlier about the fact that until you and I met, I had no idea that a job specialty like this would ever exist. So I'm curious if I'm a hospitality student, somebody early in my career, are there things that I should do to set myself up for this kind of job, a Garfield job?

[00:22:20] Stephan Galbreath: Yeah, so being a developer, I think is is kind of a culmination of talents at the end of the day. My suggestion is, and this is kind of the way I went - figure out what you're passionate about architecture, operations, food - and learn that craft, learn how to be a chef, learn how to run a restaurant, learn how to run a bar or learn how to work in a hotel or learn how to design a hotel. And get that craft where you are an expert in that craft and then take that role and, and go. Then, then you have something you can go to a development company and say, Hey, I want to do this and let me show you what I've done for the last 20 years. I don't think you come out of college and You're two years out of college and you go work at a, now there, there are, you can, you can go and be a junior person at a development company and go -  

[00:23:23] Susan Barry: Finance folks do that.

[00:23:25] Stephan Galbreath: Yeah. And learn and learn how to roll up pro formas and learn how to, to, to look at all the dollars. Absolutely. But I think you got to do that for years before you are the person who's making the decision on whether or not we do that job or not. And so whatever you're doing, I think take your craft, what's what you're passionate about and learn it well, And then take that and, and, and now you've got something to offer a development company. 

[00:23:51] Susan Barry: We have reached the fortune telling portion of the program. So Steve, you're going to have to predict the future and we're going to come back and see if you were right. What is a prediction that you have about secondary and tertiary city convention centers?

[00:24:11] Stephan Galbreath: So, um, well, I'm going to say this word and I wish, you know, one of the things I was thinking is I wish there was a day that would go by that we don't say this word, but I'm going to say the COVID word because -  

[00:24:24] Susan Barry: We're getting more every third day now or so. 

[00:24:27] Stephan Galbreath: So, but yeah, today's not the day because COVID really did impact travel, regardless of what anybody thinks. People will never travel the way they did. Before COVID, it's just, we're not going to get back. Podcasts and, and zoom meetings and team meetings. None of this existed really prior to COVID. I mean, maybe, maybe it did a bit, but, but, and we were doing some, but it's become the norm to do introductory meetings as a teams meeting or a Zoom that was never before. It was always a, in face and, you know, face to face meetings, right? So, um, so I think we have to really learn how we navigate that. That has really changed the travel, right? Um, we need to get back out there and travel. I think that's the first thing I, I need to say. And that's what these projects in these tertiary secondary markets is trying to do.

It's trying to draw people back out, get people together where they gather as a group, shake hands. Sit across from a table, work things out and do things in person. So my hope is that as we are successful with these cities and putting these properties in these these markets where, by the way, brands were never thinking would there be a full service hotel in Abilene or, you know, that this wasn't on the radar, right? Because it, it, without doing this tax exempt financing structure, it just doesn't make sense. So, so my hope is that these projects, these types of projects can really start to make folks go out, get these association businesses to do this traveling and get people back out there again. So that's my hope. I don't know if I'm, maybe am I, am I, predicting anything? I'm not sure. 

[00:26:20] Susan Barry: Well, based on that hope, if you could wave a magic wand and create a new product or service for travelers, it doesn't have to be realistic - what would it be? 

[00:26:33] Stephan Galbreath: Well, um, let's see. One thing everybody struggles with is quality of downtime, right? I just got back from vacation. And one of the worst parts of going on vacation are the three days before you go on vacation, right? It's like, it's like total hell at work. Um, you know, I, we were packing the night before we leave our, we're packing the seven bags that the four of us need to go travel on vacation. And who, who's going to feed the dog and who's going to take care of the mail and who's going to do this. And then you come back from work and you have a week of total hell responding to emails that, you know, the 300 emails a day that you didn't respond to. So, I guess if I had a magic wand, I, and I think this would be great, um, I'd like to have, like, a packing nanny and a back to work nanny that could just kind of do all of your work for you.

[00:27:34] Susan Barry: That, I mean, okay, sounds like a good plan. Um, not sure I would want my back to work nanny responding to my emails for me, but packing for sure. Absolutely. Couldn't agree more. Okay, folks, before we tell Steve goodbye, we're heading down to the loading dock where All of the best stories get told.

Elevator voice announces, “Going down.” 

[00:28:08] Stephan Galbreath: I'm going to do something that I'm not sure that you've ever had a, uh, a guest do. I'm going to give you a choice. So are you ready to choose? There's three actually. Okay, so, uh, choice number one, uh, is being shot at during a site visit. During a project with the vice president of Peru. 

[00:28:29] Susan Barry: Yes. 

[00:28:30] Stephan Galbreath: Number two was helicoptering from the island of Macau to Hong Kong for dinner. 

[00:28:35] Susan Barry: This is the unfair question. Continue. 

[00:28:37] Stephan Galbreath: And number three was eating an absolute pile of lamb chops on the streets of Cairo with a Saudi royal family member. 

[00:28:46] Susan Barry: I mean, all of these stories sound amazing, but I'm just gonna have to pick getting shot at, obviously.

[00:28:52] Stephan Galbreath: So, um, let's see. So I was, um, do you know the ISHC? The International Society of Hospitality Consultants? I was I was a member for years as a consultant. When I became a developer, I couldn't be a member anymore. One of the members had a project and had a, an in with the government of Peru. And so they wanted to start the next Cancun and I'm like, I'm, I'm totally in. So, uh, they had a site it's up in the Northwest corner of Peru, it's right on the Ecuador border. I land from Dallas, I think it was a direct flight to Lima. I land, the vice president's folks pick me up at the airport and they say, Oh, we're going to have a bit of a, of a, of a press conference. And I'm like thinking, you know, it's a couple of people that are gonna ask questions. I, I walk in and there's every TV station for the whole country. And like all the reporters are sitting there and right at the last minute, the president's, uh, the vice president says, don't really talk about the schedule.

[00:30:02] Susan Barry: Oh my God. But you had to talk without any warning at all. 

[00:30:05] Stephan Galbreath: Yeah. And I told him that this is like a 40 year thing. This is not like a five year thing. Like you don't build. You don't build Cabo San Lucas in five years. It just, it has to evolve. So, so we do that and then we go out to the site. And, uh, so I'm, I'm kind of a little bit freaked out now, but we go out on the site. We, I think we fly up to the north on a private plane, land, and they take us and we're out in the middle of nowhere and we get out of the car and there's like a little shack over there. And all of a sudden this guy just gets out of the shack and just starts unloading on us with a shotgun. 

[00:30:43] Susan Barry: Like was he really trying to hit you or was he trying to scare you?

[00:30:46] Stephan Galbreath: No, I think he was.

[00:30:47] Susan Barry: What did you do? Did you hit the ground? 

[00:30:49] Stephan Galbreath: Uh, we jumped back in the car. I have it all on video too, by the way. I was videotaping I was I was just like videotaping the site and all of a sudden it's like boom boom boom boom boom. And then you could hear the pellets kind of coming down on top of our car and we got far enough away and then I zoomed in on the guy and he was not happy that we were there. So when you're out in the middle of nowhere looking at land, be very careful. 

[00:31:14] Susan Barry: Holy macaroni. So was it like a situation where they were gonna eminent domain his home or something? 

[00:31:20] Stephan Galbreath: Well, I, we, nobody had ever talked to this guy. I think he just saw strangers in a fancy car pull up and he's like, that's not a good thing. Let's just get them to go away. And so we did. 

[00:31:32] Susan Barry: Holy crap, that is unbelievable. Did you ever take this project? Is there, like, Hey, thanks for the no notice press conference in my near death. I'll be piecing on out of this one. Thank you. 

[00:31:49] Stephan Galbreath: No, it kept going like that. It was, it was, it was literally things like that all the time, but it was such an amazing opportunity. The people of Lima are amazing. The food in Lima. I don't know if you ever have a chance to go, but you need, you need to, um, ceviche and things. There's a lot of Japanese culture in, in, in, in Peru. Um, but the food is spectacular. The people are amazing. My wife and I ended up doing our, our honeymoon going down the, the Amazon river and Machu Picchu and Cocoa Canyon, which is the deepest Canyon in the world. They're right on the, on the Chile border. It is a magical place to go. Um, but just don't, don't go wandering around 

[00:32:28] Susan Barry: Wear bulletproof vest! Stephen Galbreath, thank you so much for being here. I know that our listeners learned a lot. I certainly did. And I really appreciate you riding up to the top floor.

[00:32:42] Stephan Galbreath: Absolutely. Thank you. 

[00:32:45] Susan Barry: Thank you for listening. You can find the show notes at topfloorpodcast.com/episode/158. Jonathan Albano is our editor, producer, and all around genius. He even wrote and performed our theme song with vocals by Cameron Albano. You can subscribe to Top Floor on Apple Podcasts, Spotify, or wherever you like to listen. And your rating or review will go a long way in helping us give you more of what you like.  

[00:33:21] Narrator: Thanks for listening to the Top Floor Podcast at www.topfloorpodcast.com. Have a hospitality marketing question? Reach us at 850-404-9630 to be featured in a future episode.