Mark Moran: Fantastic. And, and I think that really speaks to, on slide 22 of the investor deck, your
positioning of youre kind of in the middle, uh, you know, when youre looking at. Operational excellence at scale compared to the large guys, but its the uniqueness that really differentiates you from them. And youve been
around for six years, but for, say, a Marriott at Hilton, it takes 60 to 70 years to create that brand value. What, what has it been that has been the key to success or, or keys to success, if you will, for Salinas?
Steven OHayon: Look, I, I think first of all, were not at the, at the place that we want to be yet, and I think thats what were
trying to illustrate on that, on that chart, right? If you think, if you think about the y axis being uniqueness of experience and the X axis being operational excellence at scale, nobodys been able to solve both, right?
Everybody that is creating a experience and an authentic experience is doing it in one or two or 10 maximum places at a time, right? Nobodys been able
to do that and replicate it, right? Nobodys. Scaling uniqueness, Okay. Just doesnt work, right? Every scaled business in the world, McDonalds, Starbucks, Hilton, Marriott, theyre just copy paste, copy paste, copy paste.
And theyre great businesses, but theyre not unique and theyre not authentic. And when you think about the customers that were going
after in the world that were living in today, um, this, this generation of travelers, they want that, right? They want to go. Small town in Costa Rica stay in a hotel, and the people that are coming there for drinks after work are local
people.
The art on the walls is local art. The experience is something that is authentic, right, to people that are working in the co-working or small businesses that launch their. Theyre coming to work every day and and the activities that theyre doing during the day is surfing. Because thats what everybody else does.
Like, thats what people want when they travel. So nobodys been able to create scale and uniqueness of experience at the same time. And thats
what were trying to do. And its not easy at all, right? Its not easy to manage 300, um, differentiated local. Food and restaurants and bars around the world, right?
So we have to become operationally excellent. In order to be able to do that, we have to become probably the most operationally excellent brand in the world
in order to be able to do that. And to be honest, today, were not there yet. Right? So the key focus of our business today is that, is trying to figure out how to create standardized experience or not a standardized experience, right?
We, we say the following, were trying to. Not standardize the product, right? Because thats what all the other people do. They, they give you the
same product every time. We want to give you a different product every time, but we want to standardize the processes that we undergo in order to deliver a unique product every single time.
And thats a big challenge. Thats what were ultra focused on now, is trying to find a way to become really excellent operators. , um, um,
like diligent and disciplined in our operation and in our methods and in our standard and in our processes, but surprise you every single time, surprise our guests every single time while making sure that they feel that no matter which scene on the
world that theyre going to go to, theres a certain level of standard theyre going to experience, right?
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