What were some of the transformation programs you worked on there? Um, which ones maybe taught you the most?

So the most valuable lesson probably did not come from a single project and came from the experience, and I own a lot to probably one of the biggest mentors I had in my career, which is the chief operating officer of Radisson.

When he saw me in one of the hotels and he approached me with this possibility to move at the corporate, he always told me, "It's better that we do a tryout." Because one of the difficult things is somebody moving from one unit to thousand, hundred of units to actually manage, and my particular scope, it was the lease portfolio with about 70 properties.

And I think that has been the biggest learning in Radisson, is jumping from what is the impact on one property, what is the impact on hundreds of hotels.

And of course, I mean, through my career there, there has been, uh, quite a bit of important achievements from changing the operating model to an agile approach based really on how the drivers of occupancy or performance were actually going, to digital check-in, really measuring in an empiric what was the customer journey, to a new payment platform that could be really a value for our owners or for the owners and the franchisees at the time, improving the reputation management, because again, guest is always their central, and how can we enable that? How can we increase the points of feedback coming from the customer to really act in a more proactive way and not react in the post-stay moment where it's gone, so you can just try to recuperate.

Automation of the back office activity.

I mean, we started to do RPA factories in 2020, right before, before COVID.

Why is it that you think that model's stayed so durable?