Okay.

"They already know how to do all triage.

They already know how to do everything I'm asking to do.

They know how to work in my PMS system." Now, my role is to trust and verify their work, but also then to try to begin to teach them of what's unique and special about us.

Just like if I was working with an employee that I hired who came over from another property management company, I would love their experience, but I'd be careful that they weren't bringing the habits of that other property management company into my business, and they were understanding how we like to work, right? So is your company pro intense triage for work order avoidance, or do you want fewer questions and your residents...

'Cause you want to get that maintenance through and get it dispatched, right?

So what else are they gonna do?

Bingo.

Yeah.

"But this employee's coming to me with 15 years of maintenance experience.

They already know how to do all triage.

They already know how to do everything I'm asking to do.

They know how to work in my PMS system.

Now my role is to trust and verify their work, but also then to try to begin to teach them of what's unique and special about us." Just like if I was working with an employee that I hired who came over from another property management company, I would love their experience, but I'd be careful that they weren't bringing the habits of that other property management company into my business, and they were understanding how we like to work, right? Is your company pro intense triage for work order avoidance, or do you want fewer questions and your residents...

'Cause you want to get that maintenance through and get it dispatched, right?

Okay.

You know that all work orders are moving.

Knock it out.

You're good to go.

You can see underneath that Rue is handling the rest.

Like I'm looking at one client right now.

They have 159 open work orders.

They have one escalation.

Okay.

Yeah.

I've been around for a while.

So yeah.

A lot of ABCs out there, but, but then it will look and be like, oh, I see Tim's plumbing and heating though has been at this property five times.

Right.

And then, I tell you, I'm from the cloth, bro.

And then it will look at it and be like, and I actually see that Tim worked on this exact same thing within the last 30 or 60 days.

David explains what happens when Roo applies the PMC's resident responsibility rules during triage, not after the invoice arrives.

David, show us the baby.

All right, cool.

So, in all previous webinars, you know, even speaking to owners or to maintenance coordinators, I've spent a lot of time tar- talking about day one value and workflows of our frontline and our maintenance coordinator teams, and how they've changed, right? And I just want to, like, set the bar today.

Today, I am talking to the operations managers, the owners of the company.

Like, I'm talking to you.

Roo has graduated from just being a maintenance coordinator and is now moving into, like, being the operations manager and really reporting to you directly.

So this is exciting to see it from the lens of, like, how an owner is looking, how a director of operations is looking to kind of set the stage here for today.

Amazing.

And there's like no BS

about it.

41% of all work orders have a single break in the workflow across the board.

And so what happens is Roo has been trained on over 2 million workflows to understand when a workflow breaks, how to put that back onto the path.

Some of those require an actual human to evaluate how do I get this back on path? One of the things about Roo is we actually have a team of expert trained maintenance coordinators that the AI alerts, says I have a low confidence level of how to get this back on, I've tried X, Y, and Z.

This workflow is broken.

We need to get back on.

The people

And

so I said, anytime that a box comes out here, you have a decision that you don't need a new, just pass it on.

And if you go, I'm, I'm the person that you pass it to.

So that's literally what, if you would, if I wish I had a picture at the very beginning, my maintenance coordinators would always be a hand drawing FedEx method with decisions on them to help people to understand how to route maintenance so that you don't have boxes piled up.

I used to have them like 55 desks.

So that was the very beginning.

right?

So a storyteller has the ability to write really great prompts, right? Or thinks about really good workflows for outcomes because now they're a leader, right? They're not a solo operator.

Does that match what you had in mind of what people were expecting, what their hopes and dreams are, what the experience would be?

Yeah.

Well, the biggest challenge that, and I know Kogi, and so this is why I was able to go and talk to Kogi, right? And I'm going to tell you that Kogi is just like every other successful operator in this space, right? Where they're having a hard time to navigate and understand the tool that they have now to help them achieve their outcomes without them having to carry the burden of doing it all themselves.

That's who I was, right? That was who I was for 15 or 20 years until it almost killed me, right? No one can do it like me.

So I have to build something that is going to do it like me.

And that's what I wanted to show Kogi.

I'm like, Kogi, this is your employee.

So Dave, what I would love for you to like start with is like start when you dove in What were you looking for? What did you see? And as you were preparing to teach them what you taught them at this meeting, walk me through that.

They want it right away or they just move on to the next one.

So now the new standard.

So I always like to come back to what the new standard is.

Okay.

Two years ago, it used to be like revolutionary, okay? Now the new standard is your resident should have a qualified maintenance expert, a gentic AI, not a chat bot, not a form-based maintenance expert, contact them within 15 seconds, okay? A human-like conversation is now the new standard is 15 seconds from a day, okay? And the person across the street is now at 15 seconds.

That's how you have to think about, that's the standard that people are getting used to now.

And again, not if, is this broke? If yes, if we're talking about, hey, this is Terry from, you know, your property management company, your maintenance department.

I think when we're talking about this new standard, have that with performers ours is residue um david you speak really well about the idea of kind of like where that stuff starts and ends like we see that as like the low-hanging fruit um do you want to kind of like talk about how that versus an entire maintenance kind of workflow the difference between those things