Well, I don't like the idea to have investors of my company right now.
They try to grow too quickly.
They start growing, growing, growing without making sure they have a good reputation and
making money on the whole time.
We don't open more properties if we are not making money in the old one.
Hello friends and travelers.
Thanks for listening.
You are riding along on the Hostel Road Trip podcast.
Our mission is to spread awareness of the true hostile experience in the Americas and
share stories from the fascinating hosts who create those unique facilities.
I'm your host Jimmy Black, joined alongside co-founder of International Travelers House,
Bobby Dyer.
Each session, we sit down with hostile operators or travel influencers to hear about their
road success, discuss trending hostile topics, and close with tips for travelers who are
seeking to have the ultimate experience when visiting each destination.
You can't afford to miss this trip.
Now fasten your seatbelts and let's hit the road.
All right.
Welcome back to the Hostel Road Trip podcast.
We are here, myself, Jimmy Black and Bobby Dyer of ITH Hostels.
We are here with Mateus of Che Hostels in Mexico.
Thank you so much for joining us for this exciting episode.
And we're going to be diving into not only Mateus' personal journey into hostels, but
also what it's like to run multiple hostels as Che has grown into quite a force down there
in Mexico and then touch into a bit about the hostile industry in Mexico and a lot of
the really cool things going on down there.
I always feel like Mexico is really in that, as far as hostels go, authentic, genuine backpack
or hostile vibe.
And style of traveler is really cool to experience down there, whereas a lot of other countries
are going in a different direction with hostels, they're becoming more like hotels or becoming
very much catered to like the American clientele here who's into more privacy.
So I think Mexico is just right for the experience of hosteling.
But Mateus, tell us how you got into hosteling.
What was your first exposure, you know, as a guest or as a staff worker?
And well, thanks for having me here, guys.
My first experience with hostels was probably when we were on traveling and I really loved
budget.
So we sleep on a tent with my friends on the background of the street or whatever we can
sleep on free.
Going to a bar and there were people saying, yeah, we pay really cheap in that place called
a hostel.
We were paying zero, sleeping on the street.
And there were people saying, no, no, this is a cool place, hostel for one dollar, two
dollars in Argentina.
So of course we have no money at that time.
So we just keep sleeping for free on the tent until I start working and get some cash.
Okay, I will go to this, they call hostel and see if they look cool people all in the
bar and not like fancy ones.
So that was the first time I heard about hostel, like probably drinking in a bar with random
guests.
I was like 18, 17, something like that.
And I guess my first time in a hostel was when I was 19.
I was traveling by myself alone for five days and say, okay, time to go to a hostel and
see to meet some people.
And since that point, I started as every time I travel Europe, Argentina, Peru, the US was
always in hostels.
It was always the bar, the party, the meeting people, going out drinking.
Like when you are 18, 19, 20, you can go to the museum, but the important thing is that
you meet people and hang out.
So that's how I get into the life of a hostel in the streets.
And then I used to be an engineer, but I guess I still am.
I used to work in IBM and Microsoft.
And I just quit everything and moved to Mexico.
Oh wow.
And I decided it was time to move to Mexico and be a photographer or something like that
that never really worked out.
I was supposed to be a snorkeling photographer.
I just broke my first camera when I went down to water.
So I stayed in a hostel and I was living for like six months in a hostel in Playa del Carmen
like 12 years ago.
And by that time I was in the best hostel in Playa del Carmen and it was probably a
horrible hostel.
I mean, it was amazing, but you know, this kind of old bunk beds with pillows and bed
bags and they have like this free breakfast every day with coffee, bread and a big jar
of, I cannot believe it's not butter.
That was my bread for six months.
And I remember like, you know, in Europe the hostels were more fancy, more nice.
But this hostel was amazing.
It had a pool, party, bites, everything.
It was really all like, so I started thinking, okay, I think I can do this better.
Like if I have an opportunity and in one moment during my stay in Playa del Carmen, there
was a building that was supposed to become a hostel and then the owner stopped the idea
and he decided to create an apartment and we were living there.
And I say, hey, instead of change everything, this is kind of a hostel.
Let me just pay the rent, the whole building and I can like take the property.
And that's how we started.
It was an old hostel that the owner quit and the owner of the property is going to change
into an apartment and I told him like, keep it like that.
I will pay the rent.
You don't put any dollar.
I will keep the old bunk bed, the old mattress and I will start to create a hostel here.
And that's how it started.
That was 13 years ago in Playa del Carmen.
And it was a good time for Playa del Carmen.
So that was the first location with Playa del Carmen.
Yes, at that time everyone was going to Playa del Carmen.
That was really helpful.
It was fucking full every time.
New Year was madness.
It was before the new destination in Mexico really popped up.
At that time everyone was supposed to go to Playa del Carmen.
And that really helped.
And if she played, it would work.
New Year, everything was online.
So that helped us to start getting guests quickly.
I remember we were like $3 a day or something like that.
We were the cheapest one when we started.
No reviews, no experience.
That's how it got cheap.
Wow.
So that was the first location.
How long before you opened your second location after that?
We opened a small restaurant that didn't really work out.
So we had another business for three or four years.
And then four years after the first one, we decided to open the second hostel.
And it was lucky that I went to a conference in Madrid,
like the one I met you in Oregon last year.
At that conference there were a lot of people from industry.
I was thinking to open a second property in Playa del Carmen.
The hour was for like 50 beds, but it was always full.
I was thinking, okay, it's time to have maybe a second location in Playa.
Maybe cheaper, different.
But then when I went to the conference,
I was asking two people that have multiple properties in Europe.
And one of them, they were in Russia, they told me,
it's better to open a second location because you will learn much more
with two different locations.
And if something happens with the first location, you will have the second one.
So I took that advice from the conference.
And so I changed my mind to go to second location Playa del Carmen
and we went to Tulum.
It was starting to have some name at the point,
because at the beginning I would say there is nothing in Tulum.
But that was like eight years ago.
Tulum was just like people started going there.
That's why we decided, okay, it's time to go to a second location
four years after the first one.
I went because I went to a conference and I took the advice of people
who already have multiple properties.
But I would probably have the mistake to have the second Playa del Carmen,
make some money for a few years, and then when Playa del Carmen went down,
I would probably really, really really down.
Because Tulum say Playa del Carmen when the player got really bad year after that.
Yeah, no, that's very good advice in that, you know,
of course it is challenging to have more than one location,
you know, especially in different cities.
But it really does give yourself that diversity that if a particular city
that you're operating out of starts to have a downtrend or a downtick
that really isn't in your control,
you can really have that strength within the variety of your locations
and also in different seasons and things like that.
So how many Che hostels are there in total?
Right now we open the ninth one next Monday in San Cristobal.
Congratulations.
Where is that one opening?
It's in San Cristobal in Chapas.
It's like the middle of the connection between the Caribbean side
with the Pacific side in the mountains.
Oh.
It's the first one with no pool and in the winter, it's cold.
Oh, that's exciting.
Yes, congratulations.
All right.
That's number nine.
Go get them.
Wow.
Now, with that, you know, that's a huge jump right there.
You know, we were talking about opening a second location in the challenges,
but also the benefits of the variety.
Now that you're all the way up there moving into that ninth location,
how has your structure evolved?
You know, would you say that you have a lot of like departmentalization
or management levels or how often do you get your, you know,
hands in the sauce of like actually working at the hostels?
How has that evolved for you?
Right now I'm not on the direct operation anymore.
I still go to the old hostels to talk to the people.
I don't talk to the guests.
I talk to the guests, but when I'm with the guests,
I just go to the pool and talk to the guests, but they don't know who I am.
But I talk to the employees.
Right now we learned that we have like regions,
like every two hostels we have a region,
then we have four hostels in the Caribbean side.
But we have people like one region in the Caribbean,
one in the Pacific, so they can travel between them.
But right now, Plaza and Holbox Island,
they are just one manager for those two.
And then you have Touloune and Bacalar, which is like two hours different.
You have another guy from those two and then one above for the four of them
on the operation level.
And then operation, I mean like receptionist, food and beverage,
like bartender, cleaning, maintenance.
And then we have like a kind of a corporate or back office
that you have, you know, the bookies, marketing, supplies, IT.
And we have a main office in Bayard Carmen,
but there's not too many people right there.
And then we have maybe one people of marketing content in the Pacific side
and one kind of bookies that work from the Pacific side.
I mean, they have one leader, but right now we have people spread around the country.
In the past we had like all the corporate in the office,
but they were like, they lacked the connection between the office and the operation.
And with the fighting between the office, you are always sitting with the AC.
We are here on the front desk.
So we decided to stop moving the people.
So, okay, we're going to take care of those two properties.
You're going to live in the city and you're going to be working from the hostel,
in the co-working, like on your home,
or most of the time on the hostel, talking with the operation.
Because sometimes someone buys something for mistake and the bartender says,
no, I didn't buy that, I ordered other things,
but the guy delivered me this alcohol, we don't sell it.
If everyone is on the same place, they are together.
So, okay, they have to sort it together.
It's not that email saying, it's not my fault, it was the office.
And the office say, no, it was the operation.
So we tried to put the people from the office in the operation right now.
Because if not, there were no integration.
There was some fighting for my department, your department,
and at the end we are one company, one guest.
Yeah, yeah.
And that's some great advice and insights into that of how to scale up in this business
and have the multiple locations.
And I think it's probably relevant to all business operations,
but so often you have the people that are on the scene, the foot soldiers,
and then you have the people behind the curtain,
and they're both telling a different story and blaming each other,
and then that falls on you and flows out.
Exactly.
Something blows up, but they're both on the operation,
but you are in the operation, you can help to solve the problem.
It's not like you are a thousand miles away and you just got a...
I don't know, you are both there, you have to...
Even if they're fighting between the operation and the back office,
they are together.
Because it's a big...
They always blame one operation from the back office,
they're fighting sometimes.
Oh, yeah.
So we take them as a team.
You're spending all of your time running around trying to catch up
with the latest ones report.
But that's something that definitely...
We've experienced the similar of...
It's so important to integrate those two and to have them working together
and to keep people on site and in touch with the experience
and the operation across the board from front to back.
That's such a great help.
I think it's key that a lot of people from the back office,
before they work on the operation,
the people from the booking before used to work on receptionist,
so they know how it is.
Those that maybe didn't never work on the operation,
maybe human resources sometimes or the marketing,
they sometimes don't understand how it's having a...
I guess complaining in front of you, screaming,
all the shit happening in the hostel.
But if you work there and then you move to the office,
you have more empathy with the team.
I remember when I was receptionist, that was horrible.
You tried to help when that happened.
Absolutely. 100%.
We absolutely agree with that,
with promoting from within and moving people from that side to the other side.
Now they can have that relevant connection.
And then also the operation people have to...
They have respect for them too because they know,
okay, this person had my job before, they know what I'm talking about.
So I think there's so many advantages to that.
Yeah, that's awesome to see.
So now, you had said it was your first one without a pool.
So all the other locations have a pool and a bar and a restaurant or just a bar.
Does each one of them have one of those type of side operations?
Yeah, all of the rest have a swimming pool,
one of them bigger than the other.
And we have a bar and restaurant in most of them.
But for example, in Bayard Carmen, it's a really small one,
and it's full of restaurants around.
We only make dinner parties like pizza night or burger.
We don't have a proper restaurant because it's too small a place
and during daytime it's too hot and it's full of restaurants around.
But it's the only one probably.
In all of the rest, we have a full restaurant with breakfast, lunch and dinner.
In the past, I remember when I used to say I will never charge for a breakfast
because breakfast in the hostel is supposed to be free.
But then when people start changing, the guests change.
And I remember having a better breakfast
and there were 100 people going for a free breakfast in Sebring City.
I remember one complaint saying they only have one type of cheese.
I was like, you know what, we're going to charge it,
we're going to make it great, but it's not going to be free anymore
because it doesn't matter what you do, if it's free,
they're always going to find a way to complain.
And it was a mess of 100 guys arriving 10 minutes before close, eating everything.
And they get used to like, I remember, big change,
like a lean-in-the-bar generator, and they start selling.
And people got used to pay for breakfast.
So we changed and we have our full restaurant right now.
And we have less complaints about the free breakfast.
Yeah, no, and that's the evolution of things.
I know what you mean by that.
Sometimes you start with such a perspective in one way and over time,
you learn to change with it and adapt.
How much of a revenue from the food and beverage compared to the hostel beds,
what would you say is a general percentage?
Is it like half and half?
No, for us it's 30% food and beverage.
In the food company, of course, some nations are higher or lower,
but in the food company it's 30%,
like probably 20-something beverage and 8-10% is food.
And then 70% is between accommodation and experience.
Experience, right now we are not selling much.
We need to make a big change there because we have a lot of location,
but we never really invest on having a tour operation.
But we should, because it's another revenue income that we should have
in so many locations, we are not using the logistics and all the people
that we have to start having our own tour.
We have, but we are not making such a money, such a revenue that we can't.
Yeah.
It's interesting as we have a hostel in Mexico,
there are so many US and Canadian travelers that come down, right?
So you are really hosting completely different customers compared to the Mexican travelers, right?
So you got to cater to both sides, I guess.
How have you strategized to do both those?
And what is the, maybe it hides into the bar element,
but what is the best strategy to have a hostel in Mexico
that can cater to Mexicans and also to foreigners?
What have you found to work best?
It's a difficult question because first of all,
Mexicans are not so used to traveling in hostels,
even though now it's growing and growing.
Like 15 years ago, it wasn't so like the most common.
And then we have 90% of our guests, they are not Mexican.
We have only 10% of Mexicans.
But now we think that that market is still growing.
And I don't know when I received a bad review saying,
I feel like racist or something because I'm Mexican.
I feel like everyone was speaking English,
all the sign was in English and not in Spanish.
So it's difficult because 90% of our customers are from the rest of the world.
Yeah, that's a challenge.
We don't have a specific strategy to say,
okay, we want to make this culture feel happy.
We try to make everyone feel happy.
So sometimes we do tacos, but the tacos are not so,
they are kind of more tourist tacos.
So if a Mexican probably eats it, we say, that's not what we eat at home.
We had that happen to us.
Yeah, the Mexicans, we try to serve tacos and they laughed at us.
Yeah, that happened.
It is happening.
We should try to make everyone happy.
No, again.
Now, what about for sharing hostels?
You're at nine now, opening up your ninth one.
Do you have a goal in mind of how many you'd like to have?
Or is that not something that's really how you work it?
How many locations do you think you're going to go for?
We're planning to have the complete south of Mexico.
We're planning to have like 12.
We need going to Oaxaca, Mexico City, and probably Isla Mujeres.
That would be a nice spot.
Mexico City and Oaxaca are probably the other two locations that we would like to have.
Because a lot of tourists, they enter the country in Cancun
and make all the south Cancun, Calmentulun, Paca Laf,
and they cross to the Pacific side, Puerto Escondido, Oaxaca,
and end the trip in Mexico City.
So Mexico City and Cancun are the main airports.
Most of the tourists that we have, they enter from one of those airports
and make all the rounds.
From Mexico City to the north, our customers are probably different.
Maybe Sayulita, Guadalajara, Los Cabos.
It's kind of different people, different, and all kinds of streets.
That's why we think of Oaxaca and Mexico City.
Because if you start in Mexico City and start going down,
you will go to Oaxaca, Puerto Escondido, San Cristobal.
If you go to Cancun, that's like our road from Cancun to Mexico City.
That's great.
Thanks for the time.
Yeah, it's tough to juggle all of them, but 12 is a good number right there.
Yeah, that's a solid.
Now, what do you think about for the hostel industry in Mexico?
What do you feel about it?
Do you feel like there's still a lot of growth that's going to happen
with more hostels opening, or is there enough space for that to happen?
What do you think?
Yeah, the industry is growing.
And it's going to keep growing for the next 10 years,
because all these people are getting more and more used to travel in hostels.
Also, the competition is growing, like more chains are arriving.
For example, we had a head of arrive like two years ago,
and now they have four or five.
And it's getting more professional, like another company getting investment
from big groups.
So you can start seeing these hostels of 400 beds or 300 beds arriving to Mexico.
So the industry, the market will grow.
But sometimes the offering is growing quicker.
And you can see, for example, in Puerto Escondido,
we opened two years ago, and now we were not the first one, of course.
But now it's getting more and more hostels opening.
So maybe in two or three years, there's going to be too many hostels in one location.
The same happened in Rome.
In Rome right now, it's full of hostels and no tourists.
And now, it's going down.
So it's not a mature country on hostels.
A lot of destinations are new.
Like, Paya Gramen is new, Tulum is quite new, Puerto Escondido is in a boom.
So that destination is not like New York or Madrid,
where you have tourists.
You know how it's going to be.
So it's going up and down.
Oh, yeah.
It is an interesting ride in aspect to the industry in Mexico.
You kind of catch the wave of the town as it's becoming popular,
as it's on its rise.
You can ride that wave.
There's the other side, a bit of dwell.
Yeah, we're very lucky when we're having on the ride.
Because we've been in Playa, because I was in Playa and it was the boom.
Then we moved to Tulum, it was a boom.
And then the next one, it was a boom.
And now we went to Puerto Escondido, maybe one year later.
And now Puerto Escondido is probably 40% of the income from the company
is coming from Puerto Escondido.
It's fully full, while the rest is having that problem right now.
Tulum right now, everyone is suffering because there's just too many
offering right now.
And the tourism is down.
So that's why it's like that.
Yeah, but that helps with the multiple locations, right?
Because while you're one operation in Tulum, you might be in a lot of trouble
right now because...
And you have five in Tulum, you're the worst.
You have five in Tulum, you're the worst.
We didn't open Puerto right now, we were kind of like, OK, we were probably
going even between all of the properties.
A few then are going down.
Yeah, we know that game well.
What is your reaction to Selena going bankrupt?
And now they just left Sayulita, they're gone.
So how do you avoid becoming Selena?
Obviously it was a beautiful brand, great branding, beautiful property,
but didn't make any money and went out of business.
So how do you go grow but avoid becoming them?
A few of them make a lot of money when they went to the market
and a few people make some money there in the way.
Not the investors probably, but the founders, probably they make money.
Well, I don't like the idea to have investors in my company right now.
Because they try to grow too quickly.
They start growing, growing, growing without making sure they have a good reputation
and making money on the whole time.
Like we don't open more properties if we are not making money in the old one.
Maybe we have one bad or two bad.
But Selena just opened, opened, opened, opened, and then the quality were bad.
And they get too expensive on rent.
I think all the brokers make a lot of money because what Selena paid for the properties was insane.
Like I would never pay that much money.
Like you cannot make money with this rent.
And the brokers, they say, oh, we have this beautiful location, rented.
I don't know, so much money.
And they just rent and start working, hoping in the future they will make money.
And then when things go bad, these kind of expensive, too expensive rents, they just went.
I don't know how they could make money with those rents.
Yeah.
Yeah, I don't know. And it's interesting.
I don't know if you see the same thing at your location, but I feel like the travelers in Mexico,
the market is like kind of party and serve.
There's kind of that backpacker party serve and then there's kind of luxury.
And you got to kind of be in, you got to go one way or the other to really fill up.
And I feel like Selena was kind of like luxury budget.
So there was kind of like they missed the mark because the opt-in, there wasn't the vibe.
It was too corporate, too big.
So travelers said, I just didn't get to meet anybody.
It's nice, beautiful product, but it just didn't have the community vibe,
even though they tried to put on the events or you go with the luxury vibe.
Maybe the ones they have in Panama or the first one that was much more focused on the experience.
You cannot grow like 10 hotels per month or like 50 hotels in a year and have managers and experience team.
There is not so many professionals on the industry.
Like it's a new industry.
You cannot find 50 managers with 10 years of experience.
So they can open, open, open and they will have, it was a hotel with beds and no experience team.
But the first one, Selena probably the ones in Panama and Costa Rica, they were really nice and good.
And you have very nice views.
Lucky us in Mexico, they probably have the worst management because all Selena in Mexico were really, really bad managed compared with the other countries they have.
What do you do to when you're opening your new locations to get that vibe right and get it off on the right foot?
Again, we can relate to this, but I'm interested in your perspective as it's a very tricky dance to open up a new location and then leave and make sure that it stays on course.
What do you focus on to try to make sure it gets off on the right foot and you can leave and it stays on the right foot as you had envisioned?
Well, I would say like we have a big family team.
Like we have friends inside the company like we go on holidays with our teammates and workmates.
Right now, a lot of people, even we have a lot of people from other countries working on the company, but even Mexican people, they are not from Tulum.
They are not from from Bahia or Canada because these are all tourist destinations.
So it's people from Guadalajara and Mexico City.
So they leave their family behind and we have a really family like team.
So the managers and the leads of the company have been with us for like 10 years, 7 years, and they all start like receptionists or volunteers.
So that keeps the staff is a really hostile staff.
They really enjoy being in the hotel.
So that keeps the vibe. You know, when you find a manager, you know that he used to be in the bar, then he went to reception, then his friends from these other guys who work together because the family are abroad.
So that keeps the team really connected.
Most of them, you know that they work and they go home.
They work and they go home and they come to the bar because their friends are their workmates.
And that keeps the vibe in all the destinations working.
The only thing I'm seeing the last time is like managers are getting old.
We all get old.
But you cannot have the same.
You know, you see the guys, they are always the same age.
I don't know what they do. They always train.
So if the managers are getting kind of the 30, 35, something like that, then they start getting like they don't have the energy they have when they are 25.
They need to go in now to talk to everyone.
And you cannot have the same problems and problems like one year, second year.
After a few years, you start getting tired as a manager to deal with these kids.
The UK is 20 something, breaking the wall or they are smashing things because they are drunk.
So you need to keep the managers and receptionists full of energy.
So I'm seeing that now you need to keep a young team, to be honest, to work.
Because it's kind of it's a we're on the beach. So it's surf. It's party going on.
People on the beach are more wanting to going out.
So you need to have people who is willing to accept to have like a destroyers get they're going to get high, get drunk, breaking the rules, everything.
And as the manager, they are getting tired after a few years with the same issues.
Again, this guy again, this happened.
So they start losing connection with the guests and also with the employees because employees have made the same problems also.
Sometimes they are worse than they get.
So that's the only thing and keep growing.
Allow us to move the managers or the reception leader to like more to have like a panoramic view of the company.
So they are working two or three properties so they can manage delivery, be focused.
And you keep the youngest connecting with the people on the front.
I would say like that we have a big family, which was difficult to build.
But right now, a lot of people, they can have better salaries in other and five stars hotels or whatever.
Because it's a really big family.
They when they have to leave, they really think about they really enjoy working and working with their teammates and enjoying the parties with the guests and with their teammates.
But that also brings the other side.
They go out, they drink, they get laid between each other and then they fight.
And then you have a romance and you have people complaining and they get all the problems when you go to another country, 25 from the beach party.
Things happen.
That's so true.
But great advice to look at it and build it like a family.
Those are pillars in the foundation.
And then if you grow from there, I find that going in that, promote from within, build that family style atmosphere, you do get people that stay, that put a value on that quality of life and happiness that you provide within that.
And then that inspires the people beneath them to want to stay as well.
Yeah, it's actually, unfortunately, it's not a very common thing to find because there's so many more corporate style structures and big box style companies that you're not going to get that intimacy of a family style run operation.
We just got our baby size I.T.H. shirts for Bobby's kids and some of the other managers that are now having babies and whatnot.
So, you know, I think that's a great thing to create that culture.
I laughed somebody I took my kids in there for we're doing one of the parties of the hostel community night and I had my kid run around in there and one of the guests was like, what is this a nursery?
And I was like, damn, that's it.
I'm that old guy with the kid, you know, hanging out the hostel messing up the vibe so I can relate to that.
But yeah, they get out.
Yeah, it's a groundhog day. But but and before you go, we definitely want to get some insight on the Naha conference coming to Playa del Carmen.
We're excited that it's going to be hosted there.
I guess give it give us a little announcement about the you know what you expect and what kind of what the plan is for all the people looking to come to the conference.
Well, we want to make it fun. Definitely. It should be fun. And we would like to have a lot of like activities that include also enjoying the Caribbean.
It's a really April is once we're not here.
April is a really nice weather in Playa del Carmen.
So we want to have like maybe have some spots or some space to just enjoy the swimming pool with a margarita and join Mexican food while sharing knowledge.
And also we have the post-treat to Holbox Island, which is probably one of the most beautiful destination when it's in the good season.
I would like to have like, you know, really a conference that you will share knowledge and we have a really good speakers also like to enjoy the Caribbean and enjoy the Mexican because in when you're in US or Canada, it's more like professional more like cold like more corporate.
Right here we're probably going to be in sandals and shorts and we're drinking and enjoying the swimming pool. So we want to mix like, you know, the vibe in Mexico in the Caribbean of Mexico, plus the connection between a lot of the industry, which is it's always nice to go to a conference.
You know, it's always young people and knowledge people and it's not boring.
Like I am a tea conference where I used to go when I was an engineer. I host a tea conference. I always find happy people enjoying drinking a lot of professionals around create the knowledge that helps us to keep growing.
So it's going to be, I hope it's going to be different. It's going to be Mexican Caribbean life.
Yeah, sounds amazing.
Well, thank you so much for taking the time to be here with us. That's Che Hostels. I definitely made me want to go visit some of your places. I'm putting that on my personal vacation.
Welcome to come and share your knowledge and have some drinks here.
I could be a patron at every one of those bars. I look forward to it and I absolutely look forward to the conference coming in April 2025. Make sure all of you get your tickets and make your travel arrangements.
It's going to be a fun one. And I think it's going to be one of the best conferences for the hostile industry ever. So looking forward to it.
Thanks so much.
Thanks.
See you soon.