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“Future proofing the workforce is important… the average age of our operators 55 years old. So they know these buildings like the back of their hands, I need to figure out how to get the back of their hands into the cloud, which is part of what this entire program is.”
April’s members-only gathering was an honest and insightful take on Quadreal’s efforts rolling out “The Operations of the Future” across 55 buildings. Speaker Thano Lambrinos defines what that term means, the business case for it, and reflects on what he’d do differently next time around.
“So when we think about operations in the future, we know that a lot of our buildings are siloed, that siloed. And they run in silos, our asset classes run in silos, our regions run in silos. So the opportunity with the tools and technologies that we're deploying are to optimize the teams themselves, optimize the FTEs, centralize our folks, whether regionally or across a country, but also at the same time enable them to be mobile so that we can distribute across asset classes and empower these operators with granular data and control.”
“So for those who aren't terribly familiar with Quadreal, we're a reasonably large firm, we've got just under $72 billion of assets under management split between Canada and internationally, as you see on the screen there. When we say International, we mean the US, the UK, Australia, Asia, etc, as I said earlier, and as you can see, in that green box, we cover quite a significant footprint of real estate, hundreds of millions of square foot of commercial space, we're into alternatives, like data centers on the technology side, life sciences, self-storage, almost 50,000 residential units, several student housing beds, and we're also in the manufactured housing bid hard me business with almost 30,000 land lease sites, while 200 employees in those 23 global cities and 17 countries that you see listed at the top.
As you can imagine, with a firm of this size, digital transformation transfer, transforming the operating model, around operations and other elements is not exactly an easy task.”
“So when we took this on, we thought that the first and most important thing would be define what digital buildings even mean to us. And so this is a definition that I came up with by stealing a number of other definitions and smashing them together to create this. So when we talk about digital buildings, we talk about modernized systems and services that enhance outcomes that help us realize outcomes.
Focusing on the user, whether that user as mentioned lives in the building works in the building as a contractor in the building is one of our staff managing the building is visiting the building. And only at the end, do we discuss technologies and underpinning those outcomes with advanced technologies.
So when we look at the definition and expand on that definition to identify what our key business drivers are, these are some of the outcomes that we decided on with the entire business. So I spent a lot of time engaging with stakeholders across the company, whether they were in leasing in development and construction and property operations and property management in sustainability and investment management, asset management.
We brought everybody to the table to discuss what was important to them. And none of these seven items should cause epiphany, but it was important that we document them and that we use them To define the use cases that we're looking to realize, and the technologies that we select to support those use cases. So whether we're focusing on the reduction of cost, the enhancement of sustainability, enhancing the health and wellness of the people in our buildings, mitigating cyber risk, identify new revenue, net primary revenue opportunities, enhancing experience or improving efficiency, we don't implement any use cases unless they satisfy one, if not several of these outcomes. And as mentioned, we'll focus a bit today on the operational efficiency and productivity and how we're trying to transform the operating model.”
“If you consider our stabilized operating assets, these are the pillars in which we focus on with respect to digital transformation. The first of course, is digitizing our operational processes and model. And that talks about taking all of the DIS typically disparate systems that you're all familiar with, and integrating them to realize a set of outcomes to be able to overlay analytics and machine learning algorithms in AI to be able to start to autonomy or create a more autonomous working environment on the operational side.
But also seamlessly integrating that with our customer support team, which also falls under me, just for some background, to give you a sense of the team that we've built, we've got a number of individuals, that and I and I felt that it was most prudent for them to understand buildings and building technology and not just technology for technology's sake. So the makeup of the team, our IT infrastructure specialists, people that have worked in controls people that have worked for the sub trades, and people that have designed software. So we've built up quite a team to be able to support this strategy.
Adjacent to the digital, the digitized operations side, where we've done a lot of work is that is enabling the spaces deploying IoT in the spaces to enhance the granularity of the data that's going back to the operational platforms, things like we've deployed, ubiquitous people counting and indoor environmental quality, and leak detection, and waste sensors and things of that nature that contribute to the operational platform, but also to the digital customer experience platform, which really is that bridge between the physical and the digital worlds.
And if you've heard me speak before, I talk a lot about the platforms that we've developed so that we can control the customer experience. But as mentioned, today, we're going to be focusing primarily on operations in the digitization of said operations. So those are the various pillars that we've focused on to transform and really to build that as set on the bottom a curb to suite experience regardless of asset class.”
“So when we think about operations in the future, we know that a lot of our buildings are siloed, that siloed. And they run in silos, our asset classes run in silos or regions run in silos. So the opportunity with the tools and technologies that we're deploying are to optimize the teams themselves, optimize the FTAs centralize our folks, whether regionally or across a country, but also at the same time enable them to be mobile so that we can distribute across asset classes and empower these operators with granular data and control.
The outcomes that we're looking for and that this whole program was built on is less dependence on third-party contractors. There's obviously been a massive swing of the pendulum over the past 20 some odd years that I've been playing around in the space from entirely INSOURCE services and onsite mechanics and electricians and everybody that knows the building to completely outsourcing everything. And now I feel we're finding an equilibrium somewhere in the middle where there is certainly a role for service providers and integrators. But we have to start looking at these assets as very technical assets, which they are and employing people that can deliver the services and requirements to get us where we need to go.
So that lowering dependence on contractors and looking at triaging ourselves and disrupting contract service so that it's driven on data and not just on schedule is important to us. We talk about data driven maintenance but also capital planning, often we replace equipment because of an arbitrary age number, we're starting now to look at the data to say, yes, we need to replace this five horsepower motor because of the data that's coming back. And it's only eight years old, as well as the fact that we need to replace this 30 year old motor, but the 25 year old motors seems to be running just fine.
And then on top of that, leveraging the information so that we can start looking at bulk purchases across the country across the continent, and maybe in the globe, considering the scale that we have. You know, the next major step is I'm sure you guys talked about a lot is start starting to leverage real tools to analyze the building to work towards autonomous operations, we're actively doing that with things like functional testing, where we're commissioning the building and running. For example, fan coils through a sequence of operation, looking at the discharge air temperature and ensuring that it hits the cooling temperature or heating temperature, in the timeframe that it's supposed to, we can commission now our buildings every day if we really want to, and constantly retro commission them fault detection this group knows a lot about so I don't need to go into it in detail. But with root cause is critical.
And we're starting to do some AI and ML equipment optimizations where we're taking weather data, equipment data, as well as real time occupancy data to determine and predict start and start times as the building and and ramp down times of the building. And we've saved 1000s If not 10s of 1000s of hours and equipment runtime doing this.
Future proofing the workforce is important… the average age of our operators 55 years old. So they know these buildings like the back of their hands, I need to figure out how to get the back of their hands into the cloud, which is part of what this entire program is. And then yes, so that leads us to our single pane of glass, but with an actual purpose and not just a dashboard for a dashboard sake. So what have we actually done across the portfolio mostly domestically, here in Canada 55 different buildings, a couple in the US some new developments, a number of existing assets, 3 million square feet, we've done 30 integrated plant add system integrations with 250,000 devices and over 4 million points. “
“As you guys all know, we're managing change in an industry that's resistant to change. On the left, you'll see our enhanced and improved program to start to implement not only the platform that I'm talking about, that's going to be the foundation of the future of operations and how we change things, but also how we're going to start to deploy anything across the portfolio in the built environment.
And you look at a lot of this and may say, Well, you know, we've been implementing ERP systems and sets, things like that for years, this is a different environment. And this is a different game. And so we need to look at it differently and uniquely, but a lot of the principles are the same. So I'll go through some of the bullets of things that we've learned.
The key thing that you need to do when you're trying to disrupt an entire off operating model, and what I thought we did well was craft the narrative. And we told the story, but we didn't tell it over and over enough. And we needed to repeat ourselves until the business told us to shut up, we get it and could repeat it back to us in the same language that we use and actually believed in it. So that's one thing that we're aggressively working on is continually trying to evangelize the message.
Standardizing the scope and process and how we engage the end users, it was a bit different everywhere. And so we need to create more consistency there, which is where the program manager on the left comes into play, and really defining what that clear roadmap looks like across the portfolio across the different asset classes. And when we're hoping to realize different milestones around centralization, for example, we're building a centralized operation center right now, where we expect all of our folks to come together and manage an entire portfolio regardless of asset class. We need to better define how we're going to get there and what the outcomes of that are going to look like both for people at a personal level and for the business.
I talked about creating sponsors and change champions up and down the chain. I've already talked about that. But what we have done is formed what we call our digital building lead group to drive the organization - folks that we've selected and folks that have risen their hands and really bought into this entire approach.
I will say that we've got folks that really get it out of the gate and understand that this is the way things are going and believe in it and embrace it, we have a larger group of folks that are on the fence. And we've got folks that, you know, think that we're absolutely insane for even trying this. So, you know, the, the the importance of this digital building lead group is to get those middle folks over, and then have the people on the far other end of the spectrum decide, are they on the bus? Or is one of my colleagues likes to say, are you on the bus, or are you under the bus. And so we're getting there soon. But it's a matter of getting all of these folks really believing in what we're doing first, before we start running people over communications and stakeholder engagement, I talked about that regularly and getting feedback. Feedback isn't a bad thing. Criticism isn't a bad thing, as long as it comes from the right place, which for the most part with our group, it does fulsome training and support is a given both internally at our organization, but from the vendors that are supporting us.
And a measurement plan is critical. So again, the program manager defines all of this and helps to run it and measure it with the site teams and with our teams and management, not just adoption, and how folks are using various platforms and engaging with technology, but the performance of the platform itself. And then sustainment plan and putting governance in place that's led by the program manager. So we I like to move super fast. And sometimes I just go and don't really look around me and think and that gets us so far. But you know, in this case, we're not completely doubling back. But I've had to throw it in reverse and back up a little bit and take some lumps and reimagine the process so that we can really accelerate into the future."
—
Watch the full recording, hear the Q&A and discussion with other members, and get the full transcript on Nexus Connect.
“So when we think about operations in the future, we know that a lot of our buildings are siloed, that siloed. And they run in silos, our asset classes run in silos or regions run in silos. So the opportunity with the tools and technologies that we're deploying are to optimize the teams themselves, optimize the FTAs centralize our folks, whether regionally or across a country, but also at the same time enable them to be mobile so that we can distribute across asset classes and empower these operators with granular data and control.
The outcomes that we're looking for and that this whole program was built on is less dependence on third-party contractors. There's obviously been a massive swing of the pendulum over the past 20 some odd years that I've been playing around in the space from entirely INSOURCE services and onsite mechanics and electricians and everybody that knows the building to completely outsourcing everything. And now I feel we're finding an equilibrium somewhere in the middle where there is certainly a role for service providers and integrators. But we have to start looking at these assets as very technical assets, which they are and employing people that can deliver the services and requirements to get us where we need to go.
So that lowering dependence on contractors and looking at triaging ourselves and disrupting contract service so that it's driven on data and not just on schedule is important to us. We talk about data driven maintenance but also capital planning, often we replace equipment because of an arbitrary age number, we're starting now to look at the data to say, yes, we need to replace this five horsepower motor because of the data that's coming back. And it's only eight years old, as well as the fact that we need to replace this 30 year old motor, but the 25 year old motors seems to be running just fine.
And then on top of that, leveraging the information so that we can start looking at bulk purchases across the country across the continent, and maybe in the globe, considering the scale that we have. You know, the next major step is I'm sure you guys talked about a lot is start starting to leverage real tools to analyze the building to work towards autonomous operations, we're actively doing that with things like functional testing, where we're commissioning the building and running. For example, fan coils through a sequence of operation, looking at the discharge air temperature and ensuring that it hits the cooling temperature or heating temperature, in the timeframe that it's supposed to, we can commission now our buildings every day if we really want to, and constantly retro commission them fault detection this group knows a lot about so I don't need to go into it in detail. But with root cause is critical.
And we're starting to do some AI and ML equipment optimizations where we're taking weather data, equipment data, as well as real time occupancy data to determine and predict start and start times as the building and and ramp down times of the building. And we've saved 1000s If not 10s of 1000s of hours and equipment runtime doing this.
Future proofing the workforce is important… the average age of our operators 55 years old. So they know these buildings like the back of their hands, I need to figure out how to get the back of their hands into the cloud, which is part of what this entire program is. And then yes, so that leads us to our single pane of glass, but with an actual purpose and not just a dashboard for a dashboard sake. So what have we actually done across the portfolio mostly domestically, here in Canada 55 different buildings, a couple in the US some new developments, a number of existing assets, 3 million square feet, we've done 30 integrated plant add system integrations with 250,000 devices and over 4 million points. “
“As you guys all know, we're managing change in an industry that's resistant to change. On the left, you'll see our enhanced and improved program to start to implement not only the platform that I'm talking about, that's going to be the foundation of the future of operations and how we change things, but also how we're going to start to deploy anything across the portfolio in the built environment.
And you look at a lot of this and may say, Well, you know, we've been implementing ERP systems and sets, things like that for years, this is a different environment. And this is a different game. And so we need to look at it differently and uniquely, but a lot of the principles are the same. So I'll go through some of the bullets of things that we've learned.
The key thing that you need to do when you're trying to disrupt an entire off operating model, and what I thought we did well was craft the narrative. And we told the story, but we didn't tell it over and over enough. And we needed to repeat ourselves until the business told us to shut up, we get it and could repeat it back to us in the same language that we use and actually believed in it. So that's one thing that we're aggressively working on is continually trying to evangelize the message.
Standardizing the scope and process and how we engage the end users, it was a bit different everywhere. And so we need to create more consistency there, which is where the program manager on the left comes into play, and really defining what that clear roadmap looks like across the portfolio across the different asset classes. And when we're hoping to realize different milestones around centralization, for example, we're building a centralized operation center right now, where we expect all of our folks to come together and manage an entire portfolio regardless of asset class. We need to better define how we're going to get there and what the outcomes of that are going to look like both for people at a personal level and for the business.
I talked about creating sponsors and change champions up and down the chain. I've already talked about that. But what we have done is formed what we call our digital building lead group to drive the organization - folks that we've selected and folks that have risen their hands and really bought into this entire approach.
I will say that we've got folks that really get it out of the gate and understand that this is the way things are going and believe in it and embrace it, we have a larger group of folks that are on the fence. And we've got folks that, you know, think that we're absolutely insane for even trying this. So, you know, the, the the importance of this digital building lead group is to get those middle folks over, and then have the people on the far other end of the spectrum decide, are they on the bus? Or is one of my colleagues likes to say, are you on the bus, or are you under the bus. And so we're getting there soon. But it's a matter of getting all of these folks really believing in what we're doing first, before we start running people over communications and stakeholder engagement, I talked about that regularly and getting feedback. Feedback isn't a bad thing. Criticism isn't a bad thing, as long as it comes from the right place, which for the most part with our group, it does fulsome training and support is a given both internally at our organization, but from the vendors that are supporting us.
And a measurement plan is critical. So again, the program manager defines all of this and helps to run it and measure it with the site teams and with our teams and management, not just adoption, and how folks are using various platforms and engaging with technology, but the performance of the platform itself. And then sustainment plan and putting governance in place that's led by the program manager. So we I like to move super fast. And sometimes I just go and don't really look around me and think and that gets us so far. But you know, in this case, we're not completely doubling back. But I've had to throw it in reverse and back up a little bit and take some lumps and reimagine the process so that we can really accelerate into the future."
—
Watch the full recording, hear the Q&A and discussion with other members, and get the full transcript on Nexus Connect.
“So when we think about operations in the future, we know that a lot of our buildings are siloed, that siloed. And they run in silos, our asset classes run in silos or regions run in silos. So the opportunity with the tools and technologies that we're deploying are to optimize the teams themselves, optimize the FTAs centralize our folks, whether regionally or across a country, but also at the same time enable them to be mobile so that we can distribute across asset classes and empower these operators with granular data and control.
The outcomes that we're looking for and that this whole program was built on is less dependence on third-party contractors. There's obviously been a massive swing of the pendulum over the past 20 some odd years that I've been playing around in the space from entirely INSOURCE services and onsite mechanics and electricians and everybody that knows the building to completely outsourcing everything. And now I feel we're finding an equilibrium somewhere in the middle where there is certainly a role for service providers and integrators. But we have to start looking at these assets as very technical assets, which they are and employing people that can deliver the services and requirements to get us where we need to go.
So that lowering dependence on contractors and looking at triaging ourselves and disrupting contract service so that it's driven on data and not just on schedule is important to us. We talk about data driven maintenance but also capital planning, often we replace equipment because of an arbitrary age number, we're starting now to look at the data to say, yes, we need to replace this five horsepower motor because of the data that's coming back. And it's only eight years old, as well as the fact that we need to replace this 30 year old motor, but the 25 year old motors seems to be running just fine.
And then on top of that, leveraging the information so that we can start looking at bulk purchases across the country across the continent, and maybe in the globe, considering the scale that we have. You know, the next major step is I'm sure you guys talked about a lot is start starting to leverage real tools to analyze the building to work towards autonomous operations, we're actively doing that with things like functional testing, where we're commissioning the building and running. For example, fan coils through a sequence of operation, looking at the discharge air temperature and ensuring that it hits the cooling temperature or heating temperature, in the timeframe that it's supposed to, we can commission now our buildings every day if we really want to, and constantly retro commission them fault detection this group knows a lot about so I don't need to go into it in detail. But with root cause is critical.
And we're starting to do some AI and ML equipment optimizations where we're taking weather data, equipment data, as well as real time occupancy data to determine and predict start and start times as the building and and ramp down times of the building. And we've saved 1000s If not 10s of 1000s of hours and equipment runtime doing this.
Future proofing the workforce is important… the average age of our operators 55 years old. So they know these buildings like the back of their hands, I need to figure out how to get the back of their hands into the cloud, which is part of what this entire program is. And then yes, so that leads us to our single pane of glass, but with an actual purpose and not just a dashboard for a dashboard sake. So what have we actually done across the portfolio mostly domestically, here in Canada 55 different buildings, a couple in the US some new developments, a number of existing assets, 3 million square feet, we've done 30 integrated plant add system integrations with 250,000 devices and over 4 million points. “
“As you guys all know, we're managing change in an industry that's resistant to change. On the left, you'll see our enhanced and improved program to start to implement not only the platform that I'm talking about, that's going to be the foundation of the future of operations and how we change things, but also how we're going to start to deploy anything across the portfolio in the built environment.
And you look at a lot of this and may say, Well, you know, we've been implementing ERP systems and sets, things like that for years, this is a different environment. And this is a different game. And so we need to look at it differently and uniquely, but a lot of the principles are the same. So I'll go through some of the bullets of things that we've learned.
The key thing that you need to do when you're trying to disrupt an entire off operating model, and what I thought we did well was craft the narrative. And we told the story, but we didn't tell it over and over enough. And we needed to repeat ourselves until the business told us to shut up, we get it and could repeat it back to us in the same language that we use and actually believed in it. So that's one thing that we're aggressively working on is continually trying to evangelize the message.
Standardizing the scope and process and how we engage the end users, it was a bit different everywhere. And so we need to create more consistency there, which is where the program manager on the left comes into play, and really defining what that clear roadmap looks like across the portfolio across the different asset classes. And when we're hoping to realize different milestones around centralization, for example, we're building a centralized operation center right now, where we expect all of our folks to come together and manage an entire portfolio regardless of asset class. We need to better define how we're going to get there and what the outcomes of that are going to look like both for people at a personal level and for the business.
I talked about creating sponsors and change champions up and down the chain. I've already talked about that. But what we have done is formed what we call our digital building lead group to drive the organization - folks that we've selected and folks that have risen their hands and really bought into this entire approach.
I will say that we've got folks that really get it out of the gate and understand that this is the way things are going and believe in it and embrace it, we have a larger group of folks that are on the fence. And we've got folks that, you know, think that we're absolutely insane for even trying this. So, you know, the, the the importance of this digital building lead group is to get those middle folks over, and then have the people on the far other end of the spectrum decide, are they on the bus? Or is one of my colleagues likes to say, are you on the bus, or are you under the bus. And so we're getting there soon. But it's a matter of getting all of these folks really believing in what we're doing first, before we start running people over communications and stakeholder engagement, I talked about that regularly and getting feedback. Feedback isn't a bad thing. Criticism isn't a bad thing, as long as it comes from the right place, which for the most part with our group, it does fulsome training and support is a given both internally at our organization, but from the vendors that are supporting us.
And a measurement plan is critical. So again, the program manager defines all of this and helps to run it and measure it with the site teams and with our teams and management, not just adoption, and how folks are using various platforms and engaging with technology, but the performance of the platform itself. And then sustainment plan and putting governance in place that's led by the program manager. So we I like to move super fast. And sometimes I just go and don't really look around me and think and that gets us so far. But you know, in this case, we're not completely doubling back. But I've had to throw it in reverse and back up a little bit and take some lumps and reimagine the process so that we can really accelerate into the future."
—
Watch the full recording, hear the Q&A and discussion with other members, and get the full transcript on Nexus Connect.
“Future proofing the workforce is important… the average age of our operators 55 years old. So they know these buildings like the back of their hands, I need to figure out how to get the back of their hands into the cloud, which is part of what this entire program is.”
April’s members-only gathering was an honest and insightful take on Quadreal’s efforts rolling out “The Operations of the Future” across 55 buildings. Speaker Thano Lambrinos defines what that term means, the business case for it, and reflects on what he’d do differently next time around.
“So when we think about operations in the future, we know that a lot of our buildings are siloed, that siloed. And they run in silos, our asset classes run in silos, our regions run in silos. So the opportunity with the tools and technologies that we're deploying are to optimize the teams themselves, optimize the FTEs, centralize our folks, whether regionally or across a country, but also at the same time enable them to be mobile so that we can distribute across asset classes and empower these operators with granular data and control.”
“So for those who aren't terribly familiar with Quadreal, we're a reasonably large firm, we've got just under $72 billion of assets under management split between Canada and internationally, as you see on the screen there. When we say International, we mean the US, the UK, Australia, Asia, etc, as I said earlier, and as you can see, in that green box, we cover quite a significant footprint of real estate, hundreds of millions of square foot of commercial space, we're into alternatives, like data centers on the technology side, life sciences, self-storage, almost 50,000 residential units, several student housing beds, and we're also in the manufactured housing bid hard me business with almost 30,000 land lease sites, while 200 employees in those 23 global cities and 17 countries that you see listed at the top.
As you can imagine, with a firm of this size, digital transformation transfer, transforming the operating model, around operations and other elements is not exactly an easy task.”
“So when we took this on, we thought that the first and most important thing would be define what digital buildings even mean to us. And so this is a definition that I came up with by stealing a number of other definitions and smashing them together to create this. So when we talk about digital buildings, we talk about modernized systems and services that enhance outcomes that help us realize outcomes.
Focusing on the user, whether that user as mentioned lives in the building works in the building as a contractor in the building is one of our staff managing the building is visiting the building. And only at the end, do we discuss technologies and underpinning those outcomes with advanced technologies.
So when we look at the definition and expand on that definition to identify what our key business drivers are, these are some of the outcomes that we decided on with the entire business. So I spent a lot of time engaging with stakeholders across the company, whether they were in leasing in development and construction and property operations and property management in sustainability and investment management, asset management.
We brought everybody to the table to discuss what was important to them. And none of these seven items should cause epiphany, but it was important that we document them and that we use them To define the use cases that we're looking to realize, and the technologies that we select to support those use cases. So whether we're focusing on the reduction of cost, the enhancement of sustainability, enhancing the health and wellness of the people in our buildings, mitigating cyber risk, identify new revenue, net primary revenue opportunities, enhancing experience or improving efficiency, we don't implement any use cases unless they satisfy one, if not several of these outcomes. And as mentioned, we'll focus a bit today on the operational efficiency and productivity and how we're trying to transform the operating model.”
“If you consider our stabilized operating assets, these are the pillars in which we focus on with respect to digital transformation. The first of course, is digitizing our operational processes and model. And that talks about taking all of the DIS typically disparate systems that you're all familiar with, and integrating them to realize a set of outcomes to be able to overlay analytics and machine learning algorithms in AI to be able to start to autonomy or create a more autonomous working environment on the operational side.
But also seamlessly integrating that with our customer support team, which also falls under me, just for some background, to give you a sense of the team that we've built, we've got a number of individuals, that and I and I felt that it was most prudent for them to understand buildings and building technology and not just technology for technology's sake. So the makeup of the team, our IT infrastructure specialists, people that have worked in controls people that have worked for the sub trades, and people that have designed software. So we've built up quite a team to be able to support this strategy.
Adjacent to the digital, the digitized operations side, where we've done a lot of work is that is enabling the spaces deploying IoT in the spaces to enhance the granularity of the data that's going back to the operational platforms, things like we've deployed, ubiquitous people counting and indoor environmental quality, and leak detection, and waste sensors and things of that nature that contribute to the operational platform, but also to the digital customer experience platform, which really is that bridge between the physical and the digital worlds.
And if you've heard me speak before, I talk a lot about the platforms that we've developed so that we can control the customer experience. But as mentioned, today, we're going to be focusing primarily on operations in the digitization of said operations. So those are the various pillars that we've focused on to transform and really to build that as set on the bottom a curb to suite experience regardless of asset class.”
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