“You have to be careful about what dials you are changing because you do not get to learn if you are doing too much, specifically in driving customer acquisition costs down, which is something we think a lot about.”

On this week's episode of Be Customer Led podcast with Bill Staikos; the special guest is Corey Ashton Walters, the Founder, and CEO of Here. "Here" makes it possible for people all over the world to invest in holiday rentals online and receive passive income from the asset class with the most significant yield in real estate, all without lifting a finger. In today's episode, Corey takes the listeners along on his journey as an entrepreneur, sharing his experiences and the lessons he's learned along the way. 

[00:32] Corey's Journey – Presenting a concise overview of his company's business model, Corey shares how this path ultimately led him to start "Here." 

[13:57] Development Process – Corey describes how he uses client insights into his development process. 

[16:51] Advice – Corey imparts his guidance to business owners and other entrepreneurs. 

[19:30] Superfan - Corey discusses how to recognize a superfan and how he has included them into his company's growth strategy.

[24.47] Name – Corey recounts the sequence of events that led him to choose the name "Here." 

[28:54] Guest's Question - In response to the prior guest's question, Corey expresses his thoughts on reducing acquisition costs. Also, he poses a question for the following guest. 

[34:24] Inspiration – Corey mentions where he finds inspiration.

Resources:

Connect with Corey:

LinkedIn: linkedin.com/in/coreyashtonwalters/

Mentioned in the episode:

The Practicing Stoic: goodreads.com/book/show/37886498-the-practicing-stoic?from_search=true&from_srp=true&qid=8KYEW83BHY&rank=1

Corey Walters on Product Experience and Impact on Customers

[00:00:32] Bill Staikos: Hey everybody. Welcome back to another week of B Customer led. I'm your host, Bill Staco, another amazing guest for you all this week, Corey Walters is the founder and CEO of a really cool company here.co. And Corey's gonna outline it for us and tell us what you know he's been up to and what he's doing with the company as well as we're gonna focus on just also product experience and why it's important to customer experience.

And Corey, I'm really excited to have you on the show. Thanks for joining us.

So, essentially here just makes it easy for the average person to invest, which historically over the last couple years, not only has it become incredibly hard to buy a house to live in, but it's become virtually impossible for the average person to become a real estate investor. So we think, vacation rentals are probably one of the best asset classes to invest in, in real.

And we've made it incredibly easy for the average person to invest as little as a hundred dollars in an individual property. So it's, it's a very cool concept we've been working on for about, two

getting a share in a, in a vacation rental and getting sort of passive income coming from that on some level. Exactly.

Yeah. The big difference is instead of there being two of us owning a property, there's hundreds of us that own that property and we split those dividends, so to speak, amongst ourselves. So rental income, appreci. Things like that. And, the, the barriers are much lower than, you know. Yeah. The two of us coming together on a $500,000 property, we'd both have to come out of pocket, $50,000 a piece and it would take, some people years to save that amount of money.

Hey Corey, I'm really, so one, like, we'll, we'll talk a little bit more about here, do co as we kind of weave through the conversation. But, I'm, I'm curious, just let's start, like, let's share your journey a little bit cuz it's pretty cool one. Sure. Like, you've been kind of like a serial entrepreneur almost since you were like in your teens on some level, right?

Like, and how did that kind of lead you to hear do co so, I'd love to hear

We screen printed t-shirts and then we would sell them at high school. So it was like this surf brand with the cool logo. It was called eit. And we were really excited about it. And I think we made it a, a whole summer. We, I think we made about $500 in profit and we split it amongst ourselves. And that was our summer fun money.

So, think about people that live in, in small town America. generally if you look up real estate listings there for sale, the photos are kind of grainy. The technology is somewhat outdated in regards to deliverables and in big city America, there's drone aerials, there's 3D scans. There's so much more that the, the buyer sees before purchasing at home.

It's like everybody remembers where you were when nine 11 happened. Most people remember what was happening when March, 2020 hit. And. In Homer's case, it was kind of like our moment, we built a fully remote way to sell a house. Unfortunately, we just timed, we, we had the timing wrong. We were a startup that, raised a little bit of money, but not a ton of money.

We were still very early, We'd only raised money from angel investors. We hadn't reached the point of raising money from venture capitalists. We weren't super well funded. So we unfortunately reached the end of or runway at probably the worst time possible, which is right when Covid 19 kicked off. So, unfortunately, Homeward didn't survive the pandemic, but I refused to give up.

And, there was this great research report from a, a company called Grandview Research. And about halfway through the report, they basically dissected the Airbnbs one and. In that report, it basically said by 20 25, 70 5% of all travel and leisure spend in North America was gonna be made by millennials or younger.

So it was a pretty big determination. It basically meant in the next, at the time, it was like that next half decade, four or five years, now, we're almost two years away from that, that the majority of spend in hotels, travel, flights, et cetera, we're gonna be driven by young people. And I thought, there's something hidden in here.

There's something hidden inside this data. Like there's something that's not being, there's a story that's not being told. And I went down a bit of a rabbit hole and popped out the other side, and I thought there's gonna be a pretty big supply demand imbalance of the demand for alternative accommodations when people travel and the current supply that exists, which is largely fragmented and somewhat inconsistent.

So, I dunno how often you stay in Airbnbs, but in many cases it's somewhat of a coin tos, what you're gonna walk into. So it is, yeah. Is, is the home gonna be clean or the sheet's gonna be clean? Am I even gonna be able to get access? I mean, sometimes you'll show up to the home. The door doesn't work or the lock doesn't work, or there's the smart lock isn't working or they haven't described how, how to get into the home.

And I thought there's an opportunity here to really elevate that experience and, and really bring that to the masses. And that was the kernel of the idea for here. But it really became what it was about six months later when we discovered the fraction of ownership model. So I listened to a lot of podcasts, like yours.

you, you name and I listen to probably five podcasts a week, and there was this great podcast guest, that was the founder of a company called Masterworks. And essentially what Masterworks does is they make high end art and very valuable art like Picassos and bank skis and things like that available to the masses through fractional ownership.

And so I thought there's, there's, they gotta be figur, they must have cracked some kind of code. And turns out they did. And they used this filing structure with the SEC called the Reggae Plus. Yeah. And what the Reggae Plus does is it allows you to really securitize and fractionalize anything with value and make it easy for anybody to invest in that thing.

They did it with artwork and I thought, Well, what if you pointed this at real estate and what if he pointed it at this kind of idea that I was working on, on this idea? Really creating a elevated experience for people and a consistent experience for people that wanna travel to these great vacation destinations.

And that was probably the, the two big kind of kernels of the founding story for here. And then we went off to the races as quickly as possible and. We had no money by the way. So my company failed. I was living on Washington State unemployment. Oh man. we were broke. Broke, and we bootstrapped the company and we threw up like a crappy website and like, and when I say we, it was me.

So I say we, cuz there's, there is a, we now, by the time it was just me, we threw up this like crappy Squarespace website and I think at the time we paid five to $10 a day in ad sp whatever the Facebook minimum was. Yeah. So I think Facebook's minimum ad spend, I think it's around three to $5 a day. So we paid for ads and I said, I wonder if anybody's gonna show up.

And it was to our surprise is that people showed up pretty fast and I was very lucky to do this. It's not like this is premeditated, but I set up a Zapier Z, if you're familiar with Zapier. Yeah, sure. Which basically like automates tasks that connect apps. And I set up a zappers zap that when somebody signs up, it sends an automatic email from me that says, Hey, my name's Corey.

thank you for joining here. I would love just to hang out for like five minutes over a Zoom coffee if you're interested in just hanging out. Like this isn't a sales pitch, just like hang out. And the big light bulb moment was the amount of people at the time, I think it was like one out of four people that signed up was were eager to meet.

Now he is head of real estate. They signed up as users. We just became buds from doing this and we ended up building the project together. So it was a really cool, it was a really cool way to, to, to start a company. I've never done anything like that. It was, it was, it was very special.

That's such a great story. I, You totally just socially social engineered, like the founding of a company, right? Like

We were very afraid to talk to our customers, homeowners, people that wanna sell at home. It's a very emotional experience. Sure. It's very different than buying a home. Buying a home is exciting. Selling a home, you just don't know why somebody's selling it home Stress. So I was so afraid to talk to our customers because every time I talked to 'em, they'd be upset, they would be mad, and we just couldn't handle it.

It was, it was, it was a very, very hard process. It was very hard to, to make home sellers happy. And in here's case, it was just so refreshing. I was like, I gotta fight this uphill in case I've gotta, I've gotta, I. Conquer my fear of not talking to our customers. And we, and now it's, it's part of our company culture.

Like, we have a team member that continues to do what I do every day. His name's Tucker and he's the same thing I did at the very beginning, but he's continued to do that, which is when people sign up, he tries to reach out, he tries to get to know him. It's not a sell fest. We're not trying to upsell him or sell him add-ons or anything like that.

It's really just to understand who they are, what they wanna see us build, and really just, just digesting those conversations. And now Tucker's become almost. The, the voice of our customer. So whenever we have meetings, I'll ask him his opinion, even if it has nothing to do with what he's experienced in mm-hmm.

because he's this weird, almost like, like the, this, in like scary movies, they've got like the, the person that sits around the table that like conjures the spirit, and they the spirit speak through the person, the customer whisperer. Yeah. Tucker is that person. But, and how do you guys

Like, so how do you do that in practice? Like, is he joining? You and the founders, like, do you guys have like a regular call with, with him and you guys are talking about sort of like, what are you hearing? Does he, does he kind of summarize like weekly, like, here's what I'm hearing. Like how does that manifest from the company?

And, and in many cases it was me being Tucker, like it was me saying, mm-hmm , we talked to these customers. I talk to these cus I know they don't want this. I've talked to 50 people in the last four days. I know they don't want this. Why are we building this? And I think. The biggest takeaway and when I meet other founders, specifically founders at the early, early, early stage, it's talk to them as soon as, and it's actually, there's, it's never too late to start.

Mm-hmm. , like it's never too late to start talking to them. But you have to build it into your company and you basically have to have somebody that, It's almost like if you can invite a customer into your, if you can invite a customer into your, your team meetings or your weekly town hall meetings, like that's the equivalent of, of having somebody on our team that does that.

Cause you wanna hear their opinions like you wanna hear. You have these, you have these internal drivers and these things that you are confident about or passionate about, or things that you wanna see in the world, But at the end of the day, you're building it for somebody that wants to either buy it or use it.

So you have to know if they want it. And I don't like believe in building things that people don't want.

And it sounds like you're bringing that feedback into and, and whether you're doing like an agile, you're doing sprints and all that, or not is, is irrelevant, but like can you talk a little bit about your product development process and then how you're bringing, sort of what you're learning about the customer into that

Yeah, so I would say version one of this was what I just explained to you, which is really just these constant conversations. Yeah. And, and really just trying to digest an ongoing consensus among the, the folks you're talking to. Now we've become more quantitative in regards to keeping track of that. So we survey, we survey two groups of people.

So we survey what we call, users. So users are people that sign up but haven't made an investment yet. So we survey them and we give them the same exact survey that we survey, people that have invested. And we compare and contrast that data. And we look at things like ob, I mean the standard stuff, what are the type of features you're looking for, et cetera.

But we also ask other things. Around, like what is an ideal place in America for you to invest in? Or, various other questions like that. And we constantly try to measure that. We're constantly trying to measure that and identify that and see that. because again, it's like at the early stage, if you run off and build the wrong thing, you kill a company.

Like it's very easy, when you're a late stage company or public, a publicly trading company, you can build a, a feature or you can build even a team. And it's not that big of a deal if it's not successful, but it's incredibly important to just, I. Like Paul Graham from Y Combinator talks about this a lot, which is like, just listen to your customers build, listen to your customers build.

And like you can do that forever. Like I think you can do that forever, even at scale. But it's a very important piece of what, what we think about. And again, like version one doesn't have to be anything special. It's just talking to people and then again, kind of being that. person in the scary movie that talks through the spirit, that, that has the spirits talk through 'em, and dedicating if it can't be you as a founder, cuz you're too busy at some point having somebody on the team that's always doing it.

Because I think once you lose touch, touch your customers, you've really increased the risk of failure as a company. Well I think even

Yeah, they got similar taking the

[00:15:17] Bill Staikos: founder, Corey, you've got, you've got a tucker now.

I personally think it's still important to, to somehow create and maintain the connection to, to your end users. Agreed. Obviously, as a company gets bigger, that is. There's less opportunity to do so. What advice do you have for business owners or other founders out there perhaps that might be listening?

We've got a lot of business owners, even so entrepreneurs that, listen to show, How do you, like, is your advice just like, call them or reach out and just like ask them to be, come onto a zoom? Like what advice do you have for folks?

So this is kind of crazy to say we don't have phones. So when we meet with people, it's all Google meet or we have live chat and we have email and things like that. So that was an interesting table like, table setting that we had with these meetings. So we got the chance to see them and they got a chance to see us and see that we're real.

And there's something about when, like you and I right now are meeting over, over video and like I can see your expressions, you can see mine, we can build this kind of like eye bond that you have when you meet lock eyes with somebody. And I think that's really, really, I think that's an important piece is cuz it's, it's so hard.

I mean, if you own a restaurant, you can do it, you can walk by every table. But if you run a company that is digital, you can't go and it's really hard to go, to fly from. Miami, Florida to Phoenix, Arizona to meet one, but it's just very hard's hard and expensive and yeah, you're kind of weird.

[00:16:48] Corey Ashton Walters: pretty quickly. You probably don't have a lot of people that, that would agree to meet you, like, Hey, I'm gonna fly from this other place to, to have coffee with you. I mean, some people appreciate it, but some people might be creeped out. But I think it, again, one size doesn't fit all, but I do think there's value in the video call if they're open.

Because I think that's the way that you build super fans, and I think you know this, this is what I'm building on here, is that, the reason why we do it and kind of the mission inside the mission of doing this, it's arduous. It's an arduous task. You're, you're having a lot of calls. It's very tiresome and not everybody's friendly.

Sometimes people are grumpy. It's human nature, But you get to find super fans and they get, again, they get to know you. You get to know them, and there's this thing that happens over video and it works. And I really believe in it. So like everything we do, when we think about building new products, when we think about new features, when we think about removing something, adding something, it's always about, well, what would the super fan, like, what would the super fans think?

Mm-hmm. like, because those we're, we're really trying to multiply them. It's like we're really trying to find these people that are emboldened by the brand, excited about the brand, excited to invest. They're gonna tell a hundred. So you're really kind of hunting or, or really searching for the super fans.

And that's the coin. We, I mean it's, we didn't come up with a term, but that's the term we use internally as kind of like the mission inside of the mission of having these conversations. How

How do you kind of say, this person is

You can see it when somebody's excited to talk with you. Like you can just see it. It's an obvious thing, but they'll be emailing you about other stuff. I mean, I'll give you a great example and I think you'll appreciate this. We're very fortunate, but also unfortunate that usually when we launch properties, they sell out in, minutes to hours.

So when we launch new property, they sell it in usually a little less than 30 minutes in, in a lot of cases. And it's exciting, but it's also frustrating because you have people that they're on their lunch break and if it launches, they don't get in. They've been waiting for that property in Joshua Tree or Big Bear or wherever, and they miss it.

And it's, it, it is disappointing, but it's, fortunate but unfortunate. But the point I wanted to make is we had a member, which is like a customer, what we call is like what our customer would we. That sent in a, a, a picture message so that he sent in a picture message to us and said, I'm bummed I missed investing.

I was hiking this morning and he took a selfie of him hiking on a mountain . That's awesome. That's a super fan. Yeah, and those are the type, and it's like, and, and let's say his name is is, is Jim. It's like we're looking for 500 more gyms. Like we, we were looking for this. Those are our people. Yeah. It's like those are the kind of people that make us excited and who we're building it for.

But that's an example of an identifiable trade of a super fan. like he's, he's bummed that he didn't get a chance to invest. He sent us a selfie of him on a mountain. When he very well could have never, I mean that's, it's, it's, it's so many extra steps and so many extra levels of friction.

He could have simply just not answered any of our stuff. And that's, so those are some of the things that we look for. But it's, again, it's, it's easy, it's hard to quantify, but there're these certain traits and every, every use case in every company has a different version of a superfan is a restaurant.

Somebody that comes in every Sunday, super fan. A restaurant that comes in every Sunday and then brings their family for every birthday, for every kid and every grandparent. Super fan. Yep. It really varies by company and by situation.

Yes. How do you engage them with them? Yes. Mean we keep track of them, but is there another

Like you see, I've got a bunch of here swag on if you're watching this. Like I've got a bunch of here swag on on myself and like we send 'em a hoodie. We don't really tell 'em it's coming. It just kind of shows up like, cool. We do these special things to let 'em know that we know, like we we're thinking about 'em and it, and again, it's hard to systematize.

But it's an important thing to think about. So as a founder, in my opinion, like even if you can't build a perfect system around it, Yeah, I don't think it's possible because there's, cuz my use case won't work for another company and their use case probably won't work for another company. So, it's an important piece of, of how we think about building product, but then also wind building product.

Which of our customers we're most interested in hearing from their feedback.

Don't answer that on the show . But, if you think about sort of like how expensive even Metaverse properties have become the investment there. I don't know if, Reggae Plus would cover Metaverse, but like, Wow. You

Little stars are great and they give you these extra little bonuses and things like that. I think the future of Reward Systems is, is web three. Like I think it's obvious that that's the future there. And the reason why I say that is with securities there's this tough like, Black and white in certain scenarios, and then other scenarios, not so black and white.

So it's very hard, we took the, we wanna be buttoned up, we wanna be legal from day one path, And the challenge is, is that it's hard to depart off of that because of how much effort, money, time, et cetera, goes into it. So I'm not ruling out Web three, but I think it's so cool. Like I own a couple NFTs.

I, I, I'm a big fan of a lot of it, and, it'd be, I'd be lying to you if I didn't tell you I didn't think about it. Like how could it be woven into Yeah. Here. But it's a, a challenge with here because we work so closely with the s sec and there's been so much undefined in regards to what's okay and what's not okay.

But I definitely think about it. I'm with you. I'm a fan of it too.

[00:22:57] Corey Ashton Walters: man. Okay. This is gonna be fun. So I've never told this story before. Really? I've never told a story on breaking Before breaking. I told it to the team.

Too many issues, too many challenges. Really couldn't figure it out. And I remember our trademark lawyer saying, You're gonna have to come up with a name in like 72 hours. Like this name's not gonna work. You have to come up with a name in like 72 hours. Because we needed to file. There was just a lot of moving parts and we needed to come up with a new name pretty quickly.

And I, I live very close to the beach. So, I live in Maryland, Florida, which is very close to Coco Beach, Florida, if you know where that is. And I went out and walked on the beach at night and I had a couple names that we were thinking about. I was thinking about, and I was like, Here is the name. Like, that's the name.

And, and I, but I had to, I was on a crazy crunch. And then we had to find a domain. I mean, here, dot com is an impossible domain to acquire. So the next step after you have that is then finding the domain. And I work. Great Domain broker is named sl, Shout out Slate. And he helped us find here.co. And we were able to acquire, I mean it was like from start to finish, it was a week and then I actually designed the logo myself.

So it was like fast. It was, I mean it was fast, fast. We had to move incredibly fast. We had a lot of moving parts to make that possible, but holy cow. Yeah, it was a bit of soul searching cuz that the old name, I was, I was married, I like, love the old name and, but we just couldn't, We couldn't, I mean that's the hard thing about naming a company.

it's more than just the name. You've got, Can you get the domain, Can you get the seo? Yep. Can is it legal? Meaning like, is there trademark issues? Like it's, it's very tough.

So it's, it's, it's a

Or whatever the, the name, that's a lazy name, but you know what I mean? Like we could, we had to come up with a name that could speak to both investors, but also guests. Yeah. Because at, at the end of the day, there's gonna be hundreds or thousands of these properties and people are gonna experience the brand.

And it's like, And what's funny is I, the reason how he came up with the name, I was like, well, there's gonna be a doormat on every property. and it's like what's printed on the door mat when they walk up? And I'm like, how cool would it be if you walked up on the door mat? You walk in, you gotta like jingle your keys or grab your phone.

You look down and it says the word here. Yep. It's just cool. So that is very cool. But, But it's funny cuz now all of our properties have a door mat with a here logo on them at the front door. So That's awesome. It's just fun. It's fun, it's fun. Love that.

Mm-hmm. Right. But number two is, They always, they vary so much. Sure. Thanks for sharing that, by the way. Of course. I really appreciate that. Yeah, of course. Hey, I ask each ge and I told you, I mentioned I would do this, but I ask each, each guest to ask a question of my next guest and the question from my previous guest.

For you, there are a lot of factors that are going to impact businesses, large or small. What plans do you have or how do you think about lowering your cost of acquisi?

It's very hard to disclose in, in advertisement, specifically print or, static image. So we're, we're, we live in a really tough world, so it's, it's hard cause we can't optimize for somebody making an investment. We have to optimize for somebody signing. So the things that we think about a lot, or I should say I'm the quasi CMO here currently.

we don't have a marketing. We, I am the marketing team currently. I'm like, Elon Musk version of, he, they have no PR team and it's just him except I'm the, I'm the cmo. I'm, I got, we got no marketing team. It's basically just me, trying to lead it. And one of the things we think a lot about is taking control or ownership of how we acquire customers.

Yep. We've really, really have found our stride in influencer marketing and it's, it's something we think, very highly of, specifically YouTube. It's a slower burn. You're kind of fishing for a hit in a way, like Right, you, we, and we work with partners for the long term on YouTube, but it's something that we think a lot about.

But in regards to driving the cost down, you just have to be very sensitive about making changes to the site, specifically pre-sign up. So the site that you see here is largely the same copy, the same format, and the same messaging as when I launched the site. A year and a half ago on a crappy square space site.

It's a different design now, but it's the same, it's almost identical. format where UX you name, it's very, very similar and it's because we found really great conversion early and now I'm almost not scared by not the word, but I'm almost. What's the word I'm looking for? What's it, what, what's it where you're, you're, Anyways, I'm, forget the word, but ,

You have a feeling. Yes. It makes you

Traditional paid search, print, media, et cetera. If you're twisting the knobs in the site too, specifically, pre-sign up, like preconversion, it's hard to get data on if these channels are working. So right now what we do is we measure these channels against each other, meaning acquisition channels without messing with the site.

Mm-hmm. so that we can understand customer acquisition across, across channels and, and lifetime value across channels. And then once we've got, and again, we've been rolling out new tests in, in different channels for the last six months. Once we have kind of a stable of these different channels Yeah.

Acquisition channels, then we can start to tweak the site, if that makes sense. Yeah. Sorry for that. So I start with that, there's a little bump, but then we have to, then we could tweak the site. So again, it, I, I'm not necessarily sure that it's actually the smart decision, but it's one of the natures of being.

CEO without a marketing team, you have to be careful about what dials you're changing because you don't actually get to learn if you're doing too much specifically in driving customer acquisition costs down, which is something we think a lot about.

Thank you for sharing that. Of course. Hey, I'm gonna turn the tables to you. Corey, what question do you have for my next guest?

So that's the question. Very

[00:30:40] Corey Ashton Walters: now. Wonder that? Can you gimme your answer? Are you allowed to? Is this how it works? Are you allowed to give me your answer on the I'll give you my, I've never

One, I'm Greek. I could speak the language so that I've got some. Yeah. You know there's that. Number two, it's cheap living. Mm-hmm. you, I mean for like a 2000 bucks a month you can live high in the hog, frankly. Right. And I mean how asking and beautiful, and you're down by the ocean all day. Great. Yeah. Very, very cool.

I think that

[00:31:19] Bill Staikos: I'm just hoping, not that I really played the lottery, but like, I hope I just went a billion dollars and then I can just go buy a big house there and never have to work again.

Agreed. That, that's awesome. Hey, you said you get inspiration on the beach, at least you came up with the company name there, like where do you go? Like what fills your tires? Like where do you go for inspiration?

It's where I go to build, It's where I go to expand my mind. when I've came up with the idea for here, our colors are black and white and it's because I was largely depressed when I was thinking about the idea I was going through divorce. My company was failing, et cetera. But the reason why I bring this up books, I bring books up, is I've really got into stoicism and specifically a book called The Practicing Stoic, which is an incredible book.

Yeah. and it really centered. To become, re-motivated, reinvigorated, and yeah, I mean, that's where I generally go to. To find inspiration, to find new ideas, and to, recenter myself.

Yeah. And I'm like, I forgot here without a, without a staunch. Yeah. Yeah. I'm a staunch, staunch, stoic. I mean, it's, Oh, nice. Just control what you can, Just stay focused.

I mean, there's not, He doesn't, he doesn't add anything new. It's an incredible book. I mean, it's just organizing thoughts based on category and letting you infer the information. Yeah, it's a great book. I always, that's my favorite. I mean, my favorite book I always go back to.

Thanks so much for coming on the show. For our listeners, again here, h e r e.co. co.co. go check out sort of the platform. I am, again, I'm looking at it as a, again, this is not an advertisement, obviously I have no investment in in the company, but again, I've been looking at it as a way just to diversify my portfolio and I think that, we're, my family and I we're beach people, we're like vacation rental folks.

I've been burned by Airbnb, although I do love them as well. But really cool idea and be cool just to say like, Hey, I own these pieces of these places. And just be able to, to say that and do that, but also great. Obviously it's nice from a passive income perspective too. Corey, thanks so much for being on the show.

It's been wonderful to have you on and get to know you a little bit.

[00:33:38] Bill Staikos: everybody. Another great show. We're out. Talk to you soon everyone.

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