It's Personal Stories, A Hospitality Podcast

Brad Rahinsky, Chairman, Hotel Equities, Interviewed by Rachel Humphrey

• David Kong

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Brad shares how his leadership style has evolved over time, including what has gotten better and worse, and how he views team sports playing a role in developing leaders. He discusses what he's learned from board service, how he stays physically and mentally healthy, and why surrounding yourself with the best people, personally and professionally, is critical. Brad also shares some sayings that serve as his guiding stars and what he'd tell 18-year old Brad today.

Rachel Humphrey:

I'm Rachel Humphrey with its Personal Stories, a hospitality podcast. We are committed to empowering personal success in the hospitality industry, and I'm excited to be joined today by Brad Hinky, the Chairman of Hotel Equities. Brad, welcome to the show.

Brad Rahinsky:

Thanks, Rachel, and good morning to you as well to the listeners, and as I mentioned to you previously, just an absolute honor to be on this podcast with you. So thanks for having me.

Rachel Humphrey:

We are gonna jump right in. I know you have heard me talk about this before, but one of the things I really love about the hospitality industry is that no two journeys to leadership are the same. We can all have a unique path, yet still accomplish what we wanted to or what we didn't even know was possible. So tell us a little bit about your background, how you got to where you are today, and if you think there were really any pivotal moments along the way that shaped your journey.

Brad Rahinsky:

Sure. And by the way, I completely agree with you. I think that's one of the wonderful things about this business, the hospitality space. And I may be the poster child for this industry in terms of you don't have to be particularly bright. You don't have to have a bunch of degrees to do. Okay. To dive into it, Rachel, I, I was up. North in Pennsylvania and got outta high school. Just started college and my parents had just moved down to South Florida. This is back in the eighties, mid to late eighties, and got in trouble. The school very kindly asked me to leave, and so next thing I know, I'm in a car. I'm driving down about 17, 18 hours to South Florida. I call my father on a payphone and say, Hey, I got kicked outta school. I'm coming down. He says, fine. I think I got there at two or three o'clock in the morning at five o'clock in the morning. Kicks open the door and says, you start work today. Go ask for Mr. Manzi at the Sheraton Fort Lauderdale airport. Never worked at a hotel. We barely ever stayed in a hotel. My whole family's cops, and so here I go, I, I get a shower. Two hours later, I'm down at the Sheraton Fort Lauderdale airport. I ask for Mr. Manzi, who ends up being the general manager and ultimately one of my mentors who I still talk to today. And a hold in really high regard. I started as a bellman that day. He handed me a a Bellman's jacket and I started bringing up bags back in 1988 at the Sheraton Fort Lauderdale Airport. One of the best jobs I ever had, and I've never left the business. It has been incredibly good to me and my family. And as I mentioned a moment ago, I, I think it's one of the amazing parts of our business that. If you're willing to work hard, do the right things, learn from your mistakes, bolt on the people that have respected, admire, and trust. This is a business that I think could take you anywhere in the world to any position that you may like to do, and, and the sky's the limit. And so that's been my journey over the past 30, I guess 35, 36 years at this point, and continues to be. One of my favorite things about this business is I see. 18, 19, 20 year olds, 25 year olds in similar roles and positions, and I see the potential.

Rachel Humphrey:

Brad, that's really incredible. One of the thing, I'm a big believer in sliding doors, and so I think about your situation. Had that not been the case in Pennsylvania, would Brad still be the chairman of hotel equities today and how those pivots play out. Incredible of your dad to say, okay, welcome home, but here's what you're gonna do. And it isn't gonna be sitting on the couch all day. So I love that. That's right. I dunno, based on that, I might know the answer to this one, but one of the interesting things I've heard over the last couple years is there are some people who are like, I was born to lead. I knew it from an early age, or I knew it. As captain of sports teams or debate or other things and others who say, you know what? As I sit here today, I don't even know if I see myself as a leader. Do you know where you fall on that end of the spectrum in terms of the concept of leadership and how it was gonna fit in for you?

Brad Rahinsky:

Yeah, that's a great question, Rachel. I think it's a bit of nature and nurture, and again, I think maybe I'm a good example for that in terms of, I may have had that somewhere in my DNA. My father was a leader, you heard me mention he was a police officer, so were my brothers and my sister all in law enforcement. So there was some leadership qualities that my mother was a teacher and taught special needs for 30 years and so. I saw a bunch of things growing up in that house, and I think some of that was just inherent in the DNA as well in terms of working hard and listening to folks and, and doing the right thing and trying to make every day a bit better, if you will. And, but I certainly also believe a bunch of it is. Nurtured as well. I've had the good fortune through a ton of failings to be taught with some really wonderful mentors and teachers and leaders and coaches, and I continue to do so today with some mentors that I have that I lean on heavily and often when I started to take leadership roles in the industry. 20, maybe 22, 23 years ago, Rachel. I can tell you I was a bit of a bull and maybe a had a bit of a superman ego that I could do it all myself. And I think maybe the biggest thing that I've learned over the past 13, 14, 15 years in particular is I've been a part of hotel equities and I've had the privilege to be led by Fred Seroni, our founder. Is that you can't do it all yourself, particularly if you are looking to grow, not just the business, but personally. And one of the things he's often said to me is, it's not how many times you crossed the finish line, Brad. It's how many people you bring with you. I

Rachel Humphrey:

love that.

Brad Rahinsky:

And I think it's spot on, particularly again in our space. It is a team sport and the quicker you can learn that, if you can surround yourself with really quality folks and give them the tools and resources they need to be wildly successful and then get the heck out of their way, it will benefit you greatly.

Rachel Humphrey:

I love the themes in there too, of we're all going to have a lot of obstacles, a lot of things that don't go how we want them to and how much we can learn and be impacted by those, but also surrounding ourselves with mentors, champions, people who can help us achieve our best potential. When you think about your leadership evolution, you mentioned hotel equities for 13 years. You've had a lot of different roles there. Are there ways that you think that your leadership evolved? Either based on what hat you were wearing or the longer you were on the same team. What are some of the things that have changed in your leadership style during your time there?

Brad Rahinsky:

Yeah, I'd like to think the evolution has been significant and consistent. There's a story I was asked a similar question by a colleague, and there's a story that I think really pegs well to, to the question. I, uh, this is going back probably 10 years ago, 2015. I met hotel equities. At the time I was just given the president's role, so Coach Fred Cerone was still the chairman, CEO. And we were in the process of an acquisition of a, uh, hotel management company that was similar size to us at the time. And we were running through the process and going through the due diligence and working closely with this other group's team. And the CEO principal, and as we were getting close to putting ink on paper, I sent an email to coach, and in that email I made some comments that weren't particularly flattering about this other group's leadership, including the CEO, to my shock and surprise, I also copied that CEO on the email. And I'm an idiot. I have zero tech skills. She just asked anybody, including my 8-year-old son, and I'm trying to figure out how to recapture that and delete it. And so I'm panicking and I am about 50 feet away from coach's office down the hall. And so I now run to his office. This is probably three minutes into me sweating and I say, Hey coach, I screwed up. I sent you an email, but I also copied this individual. And he, he says, I know I saw it. And I, this was a big deal. This was gonna double our size. This was going to take us from a relatively small, very local hotel management company to a more regionalized and double the size overnight. And he just looked at me and he said, Hey, I want you to learn from this. I want you to shake it off. We'll be okay. And now you know what Grace is. And it stuck with me 10 years, obviously. I, I think about it often because I can recall as recently as a week before that Rachel, or a month before that, and certainly the years before that, I did not have a lot of that. I, I was, my leadership style was a bit punitive and embarrassed to say that, but it's reality. And so I learned from that day that struck me between the eyes like a thunderbolt. And so try to apply that as often as I can.

Rachel Humphrey:

Well, the really incredible thing about that story, Brad, though, is a lot of times in that moment where we're gonna learn from this, whether it has the lasting power, is really another thing. Whether do we still remember 10 years, five years, 20 years later, how impactful that was? And it sounds like you have, which is important, leaning into that same idea of the leadership evolution. Talk a little bit about what in your leadership style has gotten better other than maybe showing some grace over time and what is getting worse over time.

Brad Rahinsky:

I'll start with the worst.

Rachel Humphrey:

I like the right away where you're going on that.

Brad Rahinsky:

Yeah. Look, I am 57 years old. I feel like I still got good gas in the tank. I try to stay physically and mentally sharp or as best I can, but there's no question that some of the things that, that are evolving on a daily basis. With a rapid trajectory in our space. I've just not kept up with, particularly as it relates to the AI side. And I just got done reading a couple articles this morning about AI and its impact on the back of the house of our space and all those things. And I, I try never to be, I try never to delay things that I feel are important and essential, but I've delayed my jumping into that. Part of our business, and I'm not exactly sure why other than to say that I just don't have a good handle on it right now and I'm not sure I have the skillset to, to know what I need to know in terms of getting better. I'd go back Rachel A. Little bit to, I'd like to think that the evolution of my leadership has mainly, if I had to peg it to one thing, is centered it around being a better listener and collaborator. A guy gave us two ears and one mouth, and that's a good ratio from a talk listen standpoint, I try to teach that to my team. I try to teach that with my family and friends, and I'll say that I've never learned one thing while I was talking. But I can learn a lot if I listen, particularly if it's different perspectives and opinions, and I try to be a good listener and I'm pragmatic in my way of thinking about those things. I take that and I apply it to our boardroom and to our war rooms, and to our meetings and to our, our, everything that we do. And I try to make sure that our team understands that ultimately we can solve 95, 97, 90 9% of the problems that we're faced with if we take a collaborative approach or good listeners. And really have a solution oriented mindset. And so I, I just think that is so mission critical to our space, which is really all about people. Thousand moving pieces, thousand moving parts every day. We can solve almost everything if we do those things.

Rachel Humphrey:

Well, Brad, I think what you said about AI technology is really interesting and I think you would be joined by a lot of leaders in that space, me included, to say it may be something. It seems so overwhelming and it changes so fast that there's something very intimidating by really diving. Into it. And then I love the concept certainly of the listening and the talking and bringing people along. I love to share with our audience either why I've asked somebody to join or an impact that someone has had very often that they don't even know about. And I'm gonna mention it since you're mentioning listening and hearing. A couple years ago, I had an opportunity to step in last minute to moderate a panel at a conference. I had not been on the prep call. I knew several of the panelists for a long time. Right before the panel, I walked in the room and I introduced myself to you and you said, Rachel, of course I know who you are. And in that moment for someone like me who struggles with a lot of insecurities, imposter syndrome, whatever you wanna call it, I thought. Why do I make myself smaller than I need to be? Why do I assume that? Just because Brad and I haven't been all over the place together, that he doesn't know either who I am in the industry, and in fact, you were right. We had met several times before that, but it was a really important part to me of your leadership to be honest enough to give me that moment whether you knew you were doing it or not. In building confidence in building relationships and other things. So it has had a very lasting impact. And I try to do it to others. 'cause I think there's a natural tendency when you meet someone you've already met to be like, God, of course I've met them. And then you walk away and you're like, how do they not remember that? I've met them 30 times. But you did it in such a way that really was very elevating for me. And I have, I am very appreciative. I think about it a lot actually. Like I said, and I've tried to implement that if I ever have that same opportunity. So there's that.

Brad Rahinsky:

Thanks for sharing that, that that means a lot. You just made my day and I would just say to that, Rachel, everybody wants to feel like they have purpose and significance and it's a really easy thing that doesn't cost a dime to make somebody feel good. And, but I appreciate you sharing that.

Rachel Humphrey:

Yeah, thank you. I know we are quote unquote out of the pandemic, it's in the rear view mirror, whatever you wanna say, but for a lot of us. There were many challenges and many experiences in our leadership that we had never had before. We had no mentors to get us there in terms of mentors who had also been through it before. If you think back to that couple of year window, how do you think your leadership evolved during the pandemic? Were there traits, either character or personality of yours that you're like, you know what? This actually really impacted my leadership for the better. Maybe in a way you had not been leading before that.

Brad Rahinsky:

Yeah, great question again, and I often say that time. It was obviously transformative. It was potentially existential for us as an industry. We went from 75% occupancy to 10% overnight, and all of the groups are now in their boardroom saying, how do we survive this? How do we punch our way out of this? And. It was incredibly humbling for, for my first time in my career. While there's been obviously moments where unfortunately you have to make changes or adjustments to your team, and while that never feels good, ever, e, even when it's necessary, will be created a scenario where that. It was significant for a time and it was damaging physically, mentally. If you are a leader who has a heart and I, our business is filled with those folks, you did not come out of that without scar tissue. And so seeing how those decisions were impacting people that you cared about was just something that you can't unpack and hopefully you learn from it. One of the things we did when that occurred, we were getting phone calls, uh, from some groups that were essentially saying, Hey, we know you're in trouble. We're gonna throw you a lifeline, but you gotta identify 50% of your team and there's gonna be bloodshed. That was not appealing, but we figured that there were other groups similar to us who were in a very I identical situation that were getting those same phone calls. So we started to reach out and we created a different model, a true partnership alliance model that allowed us to bolt onto one another without bloodshed and, but create that scale that was gonna allow us to create immediate efficiencies and savings and on, on all things up and down the p and l. And that's how we punched our way out of it. And it's. One of my proudest moments, you talk about silver linings, that the team was able to come up with this model that was, I think, transformative. And I think it never been done prior in the industry specifically to the way that we were applying it. And I still don't think it, it's ever been recreated or replicated. And you know, it, it allowed us to become the organization that we are today. We, during COVID, Rachel, we. Essentially went from 80 hotels to 350 hotels, the opposite of what was happening to other groups Through this model, this really healthy partnership model, and again, I'd say it's one of the amazing things about our industry that you got a bunch of people with big hearts who've worked hard and are trustworthy and honest and have similar alignment around cultures and the things that you deem mission critical and essential. And you just gotta make sure that you do life with those people in this business. If you do that, you land. Okay. Even during a pandemic.

Rachel Humphrey:

It's great to hear too, because what really happened in a lot of instances was having to think outside the box and your team was able to really think about and create something that didn't just have survival during that period of time, but has really allowed you all to thrive as you move forward and came forward. You've talked a lot about the people and so let's turn there for a second. You've had a lot of responsibility for hiring, elevating people, choosing teams around you. Is there a, an it factor, something you're looking for outside of the technical skills when you are meeting with people, talking with people, proposing people to bring to join your team that you're really looking for or you've identified here is something that's consistent with the people I've been around that I think have been most successful in their roles?

Brad Rahinsky:

Yeah. Again, great question and I'll preface it with once. I was given the privilege by coach to go ahead and build my team, and this was 12, 13 years ago. I did that pretty quickly with people who I knew, trusted, admired, respected, and were sharper than I. That now that last piece that I was easy to find. And so I tried to do that up and down. The disciplines that were gonna make us different, better, if you will. What my team would tell you was. That it was essential to, once I did that, to get out of the way as quickly as possible. 'cause I was about to screw things up if I stayed embedded in that. What I will tell you is if you were to ask me what is one of the consistencies or common threads with the folks that you brought in and put together, and hopefully what continues to be a common thread is team oriented individuals. Solution oriented. I can look at a resume and sit with an individual and within 60 seconds I can tell you whether or not they played a team sport, an individual sport, or no sport without asking the question specifically. And while I make it in trouble here, I imagine my HR person would pop me in the back of the head for saying this. I'm a team sport guy. I played it all my life. That's who I look for in this particular game that we play and love called hospitality, and I just think it's a trait, a characteristic that really transfers and translates well into what we do. I'd also say that, and again, I'll get popped in the back of the head here, but I, I have an incredible amount of respect for folks who come out. Of college. The Alpha Colleges with a hospitality degree or a business degree, the ones that are, that we all know are top tier for hospitality schools. I won't name the names. We know them. I don't disregard that it's important, but I would also say to you and to the listeners that similarly, I put a similar weight on folks that have come through the school of hard knocks and have had the ability to. Pull themselves up with their own, through their bootstraps and get to wherever they are today and where they want to go through grit, determination, resilience. I think that is incredibly rewarded in our space. If you were to say to me, do you want somebody with a name that you know, top tier university or somebody who's had to scrap and scrape their way up and they're at a similar position at that moment, give me candidate be all day long.

Rachel Humphrey:

It's interesting what you say about sports because I think that both, a lot of my own life and leadership lessons came from sports and I watched it with my children who are both grown now as well in their interaction in the life lessons they learned in the leadership lessons they've learned, and we've heard that actually from a lot of guests. Talking about the real impact of sport. There's some really fascinating, I won't bore you with them right now, but there's some fascinating statistics about women in the C-suite and a correlation to having played competitive sports as part of a team. And it's really a consistent theme that I love a lot. Your topic of school is interesting too. The first job I ever got out of law school, I was not a great student. I didn't go to a great law school, no offense to it, but my boss said. I didn't go to a good law school and I wasn't a good student. And I don't think that the ranking of your law school and your GPA is gonna determine whether you're gonna be a great trial lawyer or not. And that has always been ingrained in me. And one of the things in my hiring, I love people who also work while they were in school. 'cause I had to work full-time while I was in college, while I was in law school to pay for it. And I think there's a tremendous amount that we can learn that goes to work. Ethic, like you said, goes to grit. What is the determination? To get the end result that we are looking for. So I can definitely relate to those two. I wanna talk about one of the things you and I serve on several boards in the industry together, and there's a lot of things we can learn in leadership skills from involvement with boards. Associations, nonprofits. That's very different than the leadership skills that we learn in our everyday corporate roles. Talk about why it's important to you to spend time with those boards, and is there anything that you've learned from service on those that might be different than your day job?

Brad Rahinsky:

And you're right Rachel. I have the honor and privilege to sit on a number of boards both directly related to our industry, and in some cases, boards that are not, they're either affiliated or loosely touched. And one of the things that I like about. Sitting on those is just the opportunity to learn you. You have a lot of diverse thinkers, typically, and I just love getting other people's perspective because I think what happens naturally, organically, if you will, is you, I'm a perfect example at or within an organization for a decade and a. You start to get a bit stale in your way of thinking. You, you occasionally, or even subconsciously or unintentionally surround yourself with folks who think similarly to some degree, and sitting on those boards allows for different ideas and a breaking of groupthink, if you will. So I love it when the boards have vigorous dialogue, particularly if it's a topic that is relevant to what we're trying to do or accomplish. And so I think there's a ton of value in that for any individual that's looking to further diversify the way that he or she thinks and bring those. Thoughts back to their organizations and apply them appropriately and relevantly to what they're trying to accomplish. I, when I was first asked to be on a board, I remember, this goes back maybe a few minutes ago to what you talked about because I similarly, insecurity around my ability to speak in front of groups and a group can be. Three people, or it can be 3000 people for me. And I feel like I'm comfortable one-on-one like this, relatively comfortable. But once I get much larger than that, um, I get messy. The boards have taught me to put myself out there a bit and similar to what you said earlier, to not shrink myself and say that your voice has some value. Some relevancy in the discussion and topic and don't be afraid to share it. I would highly recommend whether it's an advisory board or a board of directors or some committee, that folks that are listening to this, particularly if they're, if they are on the come up, uh, they put themselves out there and try to get on those as quickly as they can. There's just a ton of value in learning that they can apply to their careers.

Rachel Humphrey:

I love that it ties back into your concept of leading by listening. 'cause certainly on the boards you're having to do that, but also the value of public speaking, and I appreciate you sharing that. That is not your most comfortable place. I think you and I have talked about the fact that people read a book by its cover. They see you on a general session stage, they see you doing something like this, and they automatically assume it is. Second nature or that it is comfortable for you or easy for you or for me when it, that is not necessarily the case. We are gonna run short on time. I'm gonna ask you a couple things in a little bit of a rapid fire, but, okay. Some people say that they are really guided by a personal mantra, a personal brand, a North star, a phrase, a saying, a concept that helps them. In decision making across the board, do you think that applies to you?

Brad Rahinsky:

No. No question. And I'll rapid fire, two or three of 'em that I try to apply and remind myself every morning. One is the greatest leaders are the greatest servants. I fail at that every day, but I try to remind myself every day when I have the opportunity to apply. Two is the golden Rule. Hey. Would that feel good if that was done to you? Mm-hmm. And how do you do that better? Once again, how do you lift somebody up? Doesn't cost anything, and you won't know this side of heaven. The impact that your voice, your comments has on somebody. So that's two, three, is that all people matter to God and whoever that is for you? I just think it's important that we know that there's somebody out there keeping an eye on us and we should try to do the right thing.

Rachel Humphrey:

I love that and I love that it's a couple of them, so you can draw from different places in different scenarios. You mentioned a few minutes ago that you try to take care of yourself physically, mentally, spiritually. There's definitely a renewed focus, especially coming out of COVID on self-care and wellness. Give us a couple of nuggets. What does Brad have non-negotiables that you make sure that you are doing to take care of yourself?

Brad Rahinsky:

Yeah, I. I don't have a ton of hobbies, but I do like to go to the gym now. I do old man weights these days, and most of my workout has become stretching, which I can remember not too long ago watching the guys and gals at the gym that were stretching and thinking, that will never be me. That's me. And I wish I started it. By the way, the stretching 20 years ago not only helps me physically, I think as I, I have five kids from 27 years old to eight, so if I'm not staying somewhat in physical shape, my eight year old's gonna whoop me. He already is. Mentally what that allows for me to do, whether it's a bad moment or just a need to breathe or some something to blow the steam off of that gym for 30 plus years has been my escape, even if it's for 45 minutes. Two, I'm just really blessed. My best friend is my wife. I would hope she would say the same. I'm not sure that's true, and while I try not to bring work home,

Rachel Humphrey:

depends on the day that you ask.

Brad Rahinsky:

I, she's just a tremendous, she teaches me every day. I love her. She changed my life and I, she is my mental health. She is my sounding board. She is my shoulder and I can never repair her for what she's done for me. And, but I'll give it a shot every day. But when we talk about mental health, which I know is fortunately become something that has gotten more attention recently, more of a spotlight, I think. Find your person again, a bit of a team sport, and if you can find somebody that just makes you feel better and is a great listener and is gonna help you get through that muck that we all get into, that's a win.

Rachel Humphrey:

It's interesting the ties between your career leadership and at home, because you're saying in both of them, finding your people, finding your support system, having good people around you that lift you up. Anyone who's your HMI age 'cause we're the same age, that stretching thing will definitely get an audible chuckle out of. I have a couple of great stories I'll share you later on. The concept of stretching As we wrap up, one of my favorite questions to ask and to be asked is our advice to our younger selves, because I do think we're all works in progress. We've talked a lot about evolutions of our leadership journeys or maybe our personal journeys, but I really love to think back on. What would've made my path different or what do I wish I knew then that I know today that might've changed things up for me. When you think back to, you didn't share how old you were when you got involuntarily exited out of school, but if you look back on Brad driving down to South Florida and that moment, what's something you would tell yourself today to that young man?

Brad Rahinsky:

Funniest answer I ever heard to that type of question was, rich girls need love too. But the real answer there is hr.

Rachel Humphrey:

Yeah. The

Brad Rahinsky:

real answer is don't be afraid to fail. Early on young, you have some ego and pride, and you're afraid to raise your hand or say something silly or dumb, or. Fail and it be in a spotlight or visible. Boy, I'm here to tell you, nobody cares and it will be forgotten, but you'll learn from it. And if you apply that appropriately, it will just elevate and escalate your trajectory in a way that if you're too careful, you're gonna get stuck. So go out there and keep swinging, because those failures aren't failures. They're just stepping stones.

Rachel Humphrey:

Yeah, I actually don't like the word failure 'cause I think it implies that we have to be perfect all the time. And in fact, we're all gonna make millions of mistakes every day. And I think back, what you just said is so important because in that moment, that feels like the end of the world. And the number of moments that I've had that I thought were the end of the world that I can't even remember what they were today is really telling. Your point of to keep doing it and moving forward. As you think about the motto of its personal stories, which is empowering personal success, you've shared a lot about your journey, some of your leadership insights today. Is there any final thought you'd wanna leave our audience with?

Brad Rahinsky:

I, I would just harken back what I said a moment ago, that whether it's the hospitality space or name the industry, ultimately, my father always said, who you do life with will determine ultimately where you land. If you run with knuckleheads, you're gonna get in trouble. And you're gonna look back and say, why did I do that? Or what just happened there? You surround yourself with good people. More often than not, you're gonna land pretty good and good things will happen. I so I, I know it's stated all the time, but it cannot be overstated that surround yourself with a good ecosystem of human beings that you care about, that are compassionate and passionate and empathetic, and just. Professional and care about you and your family. You do that. I promise you. Good things will happen for you and your family and your life

Rachel Humphrey:

and steer clear of the knuckleheads, your

Brad Rahinsky:

knuckleheads. I'm getting that tea on a t-shirt.

Rachel Humphrey:

I love it. That's the my, that's my new personal mantra. Brad, I have had a great time. It's so nice to spend some time with you. Thank you very much for your leadership in the hospitality industry. Thank you. For continuing to be a part of my journey as well in the industry, and thanks for sharing today.

Brad Rahinsky:

Thanks for having me. It's been an absolute privilege and honor and hope to see you soon, Rachel.

Rachel Humphrey:

And to those listening, we know you have a lot of ways to spend your time, so we appreciate you spending it with us. If you enjoyed your time with Brad today, head on over to it's personal stories.com to hear from other equally impactful hospitality industry leaders. But thanks for joining us.

Brad Rahinsky:

Thank

Rachel Humphrey:

you.