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Glenn Haussman

• Jeff Borman and Matt Brown

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Glenn Haussman's podcast No Vacancy is essential listening for anyone in the business, featuring notable names in the industry, coverage of major events, and reportage on ideas and economics. He joins us to talk luxury, labor costs, practicing the art of optimism in 2025, sustainability, and, of course, Phish.

https://novacancynews.com/

https://www.instagram.com/travelingglenn/


Matt Brown:

Hi everybody, welcome to no Show. I'm Matt Brown, joined as always by Jeff Borman. Oh, what to say about our guest today? His interviews with hotel luminaries are a legend. His understanding of how and why the hotel strategy and branding in this world works is unparalleled. His humor and approachability make him one of the most well-known, most sought-after figures in the business, and I am of course, talking about advocate, commentator, educator and strategic advisor, glenn Hausman.

Matt Brown:

His podcast no Vacancy is essential listening for anyone in the business and it features notable names in the business, and it features notable names in the industry, coverage of major events and reportage on ideas and economics. He is a go-to expert on hospitality, featured in USA Today, the New York Times, the Washington Post and numerous other publications, and he is recognized as one of the top 100 most inspirational people in global hospitality. But here's what we find really special about Glenn. All those other things are incredibly special, but here's what we find so special about this person is his absolute joy of discovering the tactile pleasures of a hotel. He's been in this business for a long time but he can still marvel and revel in the textures, the design, the nooks and crannies that make all these spaces distinctive. That comes through every show, every presentation and every interaction with this man, glenn Hausman. Welcome to no Show.

Glenn Haussmann:

Thank you so much, and let me say now I better freaking deliver after that.

Matt Brown:

You better. It's in the contract.

Glenn Haussmann:

Yeah, what we were discussing this. I'm like you got to keep expectations low.

Jeff Borman:

You know sucky parts you know, matt wrote the first intro about Glenn Hausman, the Australian Olympic swimmer, which was better in a lot of ways, which was better in a lot of ways.

Matt Brown:

In a lot of ways. Yeah.

Glenn Haussmann:

So my childhood friend's parents were in Australia and he won some big thing and they came home with Glenn Hausman wins Olympics or gold medal or something like that on a newspaper, which was really pretty awesome.

Jeff Borman:

You should have him on your show.

Matt Brown:

Hausman on houseman.

Jeff Borman:

The way I've been looking forward to this interview is it's like I get to interview the person who interviews all the CEOs, so you essentially you saved me a lot of time. I just ask you the question and pretend it's like an amalgamation of all the CEOs around the business. Are you cool with that? I love it. I think that's a great idea. Becauseamation of all the CEOs around the business. Are you cool with that?

Glenn Haussmann:

I love it. I think that's a great idea because, honestly, I'm doing the same thing. I go to talk to everybody at all these cocktail parties and stuff like that, get all the intel and then pretend I know what I'm talking about. So it's a virtuous circle of stealing from each other.

Jeff Borman:

I love it. I'd like to start a little bit on the current. Chris Nassetta was very optimistic and we just went through a round of earnings calls and he seems to stand alone, at least in how pronounced he is about hey, this is temporary and everybody take a pill. Let's get through a quarter and then we'll really worry if we have to. Right, when you talk to industry leaders, what's the sentiment really out there sound like to you?

Glenn Haussmann:

All right. So they are saying behind closed doors, they are all working to convince each other it's a blip, blip, blip. That's going on and it's an endless feedback loop on that. My concern is that it's not a blip right now If you look at what was going on in the market.

Glenn Haussmann:

I don't want to be a pessimist over here, people, I want to be a realist and that's why when I'm out on the road, I'm preaching got to get back to hardcore tactics, basics, all that kind of stuff, because the market was getting weak, the numbers were all going down. The consumers are feeling more pressed, I think, now than ever before, and I think that starts to add up to problems. I'll break it down a couple of different silos. One me personally, my experiences my travel expenses have got to be up 75%, maybe 100%, from two years ago, for sure, that's one thing. From two years ago, for sure that's one thing. I paid $7 for a cup of coffee, plain black coffee at a major casino resort. I think that's really symbolic of how pricing is going. I'm seeing more and more reports that people are looking at fast food favorites as more luxury items now and as treats, as opposed to an inexpensive way to eat.

Glenn Haussmann:

So when you start to add all of this up, sit against the backdrop of, tip everyone all the time for no matter what they do, I feel like everybody's feeling nickel and dimed, and one of the ways that we can cut back on that is to cut back on some trips or down trade and type of hotels that we have, and I'm really concerned. We're at that point right now. How much more can we get out of the consumer? I'm going to say not much more. So we've got to get a little bit more clever. We've got to get a little bit more smart in order to be able to make sure that this is a blip and not something much worse. But, guys, it's a cyclical business. I think things have been artificially good for a long time and we've got this incredible resilience, so that's good, but I do think we're going to have to take a deep breath there.

Matt Brown:

No one here blinked an eye when you said $7 for a cup of coffee in Vegas. That feels like the mean. That feels like oh wow, where'd you get? Where'd you get a $ coffee?

Glenn Haussmann:

Just plain black coffee, not a coffee drink Not with five pounds of cream and caramel and stuff on it.

Jeff Borman:

I mean drip, drip period, the end On a recent episode of no Vacancy, and actually we talked about this a bit. On something recently too, we shared similar sentiment about the commoditization of luxury. You mentioned $7 coffee. It makes my head go right to a burning question that I think we all have talking about where luxury fits in the current environment. The $5,000 a night hotel is really luxury and the $1,000 a night hotel no longer is, or it's something along that scale. What do you think this movement does to the biggest brands and luxury?

Glenn Haussmann:

ritz-carlton four seasons huge opportunity for them, and I think that's exactly what jan said.

Glenn Haussmann:

We've all observed everybody's going hardcore into ultra luxury because that group is immune from everything. And we've all been watching and again I don't want to be Mr Sadsack over here, but if we've all been watching, the United States has basically been coasting for the last 50, 60 years, not reinvesting in infrastructure, not doing this, not doing that, while at the same time devaluing the working class and creating a schism between the top 1% and the 1% of the 1% and all of us normies down below. So I think there's a lot of real situations in the general structure of our society that may be a problem coming to roost that we're not really addressing, but when it comes to the ultra luxury segment, baby, they got it all and no matter what. If we go into a depression now, they're going to scoop up more and have more. So the only way to really make any real money, I think, in the long term, is to find ways to get those people to empty out their pockets, because money doesn't mean anything to them, like it means to most people.

Jeff Borman:

Common folk can stay at a Ritz-Carlton now, and 25 years ago that wasn't in their realm, that wasn't in the thinking.

Glenn Haussmann:

And I think that says a lot for how a big chunk of society has been lifted up for sure. But man, if they're charging and I'm not Ritz-Carlton in particular but if you start charging $500, $750 a night unless you have a certain ilk beyond a special occasion or a splurge, I mean really, how realistic can that be for most people when you think about how much it really costs after drinks and dinner and this and that?

Jeff Borman:

Does it need to be realistic, though, or does luxury I mean? Until 25 years ago, all of human history, that level of luxury was only affordable to the 1% of 1%. All of a sudden especially in America, but a bit globally now, all of a sudden, 10% of the population was able to get to the luxury level. Maybe it just needs to get back to luxuries defined as that tiniest part at the very, very top.

Glenn Haussmann:

Maybe, maybe it does. And one comment that Jan said is they're not really breaking anything out to an ultra luxury segment because it really starts to kind of become amorphous. What does that even really mean at some sort of level? But Jeff will continue to be great and aspirational is fantastic. I love, let's just say, one of my favorite places, the Fairmont in Banff. Right, no matter what they charge, if I want to stay there, I'm going to want to stay there. So you know it is what it is.

Matt Brown:

I wonder what the next word will be Like, just from the consumer side. Everyone's telling me they're luxury. I get hit with luxury all the time even though they're not luxury.

Matt Brown:

Luxury apartments are opening up absolutely everywhere apartments, you know, went up in three months and they're you know, they're 700 square feet and they, you know. So I'm wondering what that, what it's essentially become, green it's. It's become the catch-all that a lot of people in the industry are using to define the experience that they are purporting to provide but don't actually provide. So I wonder what that next linguistic change will be when we start moving away from having 18 different scales of luxury and then there's a new word that defines the rich, rich, rich.

Glenn Haussmann:

There's got to be, because we need to continue to segment these things in order to have a better understanding of it. There's a reason why what is it? Eskimos have 32 different words for snow? Right, because there's so many different types and variations that you got to have a name for it all so we could all have a common understanding of it. So there's a lot of work to be done. I think in our English language, let's coin. Maybe we should coin some phrases and then we can take credit for it. Sure.

Matt Brown:

Sure, speaking of green, jeff and I have been talking a lot about sustainability, as has the whole industry last couple of years, and in various studies it is always in the top most important subjects in travel. You may get a little research bias there, because when people are filling these things out, they want one of the top three things that's important to them to be sustainability, but nothing ever tangible really happens. Is that true? I mean the shipping industry, you are correct. Cruises, you know, just became the first to adopt a global system that charges companies for emissions, and this is a landmark moment for climate accountability. And if cruise ships can pay for their pollution, you know we were wondering kind of which industry is next? Can hotels ever?

Glenn Haussmann:

do this. I mean, you know what about wind credits and stuff like that? It's just a three-card money shuffle, all of that kind of stuff, in my opinion, right. But when it comes to sustainability, in general, people's hearts are definitely in the right places and group business has become something that's essential, but I don't think the everyday consumer is really thinking about it in a conscious level when they're saying, click, I'm going to make that reservation, as they do when they're in social circles talking about it or ask questions about it, because fundamentally, the hotel that I think people are going to stay at every time is the one that's in the right place with the right amenities. That's the right vibe. And then the last thing on their list is going to be sustainability. I can't imagine somebody saying this hotel is perfect, but I'm afraid their water use is just a little too much. I'm going to stay five miles away and burn gas instead.

Matt Brown:

Yeah, yeah, there's a yeah, and I think business travel would suffer from that. You know especially. It's like okay, seattle Convention Center, I'm ready, let's go to the conference, but I'm staying at a sustainable hotel in Olympia. Right, so I'll be driving about an hour in to get to that Right.

Glenn Haussmann:

I appreciate it. But a lot of what we do in the hospitality industry and in the world in general is a lot of fun semantics and playing games with language and the way we do things in order to think we're doing something when we're not actually doing something, and I enjoy pointing those things out.

Jeff Borman:

I kind of agree with both of you, except Matt. You just gave the example of business travel. I think that's the one exception where there is a real chance that behavior will be shaped, because it's determined by somebody else. Right? If Deloitte decides that only lead hotels are going to be in their corporate program, they can control that and they can force that action. And Glenn, to your point, as soon as there's a consumer who's saying I'm going to stay across the street or five miles away, thank you very much. Across the street, give me an $8 coffee instead of a $7 one Right.

Glenn Haussmann:

Again, it's another situation that both things can be right at the same time. There is a big segment of hotels that must do everything to be sustainable or else they're going to lose millions of dollars in business. But one of the things that we do in the hospitality industry is we tend to think that every hotel is the same, but they're not. It's really fun as a sport to talk about this or that, but it really comes down to the fundamental dynamics of every single property, what their positioning is, what they're trying to do, because a Super 8 off I-95 is not going to be as focused on sustainability for the good of the universe as, let's say, the Omni next to the convention center. Right, ED HARRISON.

Jeff Borman:

In summary, would I be accurately describing your take on this, as it's ultimately up to the consumer and that stands little chance?

Glenn Haussmann:

It is ultimately up to the consumer, and currently it stands little chance, and only because I've seen this for 20 plus years now and it seems we're always on the precipice of this big breakthrough. Maybe Generation Z, generation Alpha, will actually get us over the hump. But convenience trumps all and price trumps all over everything else. I love sustainability. I would like to take a moment to brag that we just adopted an all-electric vehicle. Right now, we've got a special plug and everything here in the house. But when it comes to business, we have to be realistic as well, and you have to understand who's going to be paying to stay in your hotel or eat in your restaurant and then put your sustainability practice behind that, or use sustainability as a way to save money through tax credits or just because it's a cheaper way to do business in the long run.

Jeff Borman:

There's a big Europe parallel where I think those things. There's proof to what you said, where there is more accountability in Europe around the subject. Now, whether the measures actually support what they think they're doing is totally different, debatable, but they've got metrics, they've got goals and generally seem to have a more conscious consumer making those choices.

Glenn Haussmann:

Totally. I'm a big believer in the market drives everything and sustainability will eventually take off when it is cheaper to do the right thing than to cut corners, and it will happen. It just takes time and I've noticed with everything in life. It takes a lot longer than we all just imagined it would emergently.

Jeff Borman:

Sticking with follow the dollar here. Labor costs dangerously higher than five years ago. Do you think that today's wage growth and I'm talking about more like the hourly, the lower management level do you think today's wage growth and the aggressiveness of the current labor market is a result of excessive executive earnings? And I'll give you a second here Hilton, hyatt, marriott, execs pulled around 50 million bucks a year. Last year, glenn Fogle at Booking different Glenn, $100 million. You were probably $250. Glenn Fogle $125.

Glenn Haussmann:

Yeah, I made $75 last year, but Dad Lehi blew it all in a casino. So there's that.

Jeff Borman:

I'm a hardcore free marketer, but I also see the rub here. When the average worker has a wage capped at 3% a year, not keeping up with inflation recently, and then astronomic figures like these are made public, my question is do you see a correlation?

Glenn Haussmann:

And then astronomic figures like these are made public. My question is do you see a correlation between the conversation driving wage growth at the bottom and the kind of astronomical rise that's happened in the last five years at the top, typically um, in that level of employment through all strata of society? I think that they're not really paying attention to what's going on with the ceos like uh hey, that specific dude is making a lot of money, so I should be making more money. But to go back to what I was saying about this schism in society, I think that that is definitely permeating through with the way people feel and that there's like these people at the top are making so much money, I should be getting my, I should be getting my fair share too, and they're not. So this starts to worry me on a more macro issue than a few dollars more per hour.

Jeff Borman:

You know, we kind of saw this a little bit in the 08 to 10 recession in banking. There was a lot of public anger about bailing out banks, as bankers were collecting massive payouts, yeah, but they always won. I wonder if that's not happening in our world. If you're the union rep and you represent 100,000 employees across New York City and you start quoting numbers like this, no, we really do deserve our seven, and I'm not your union advocate. I'm not the right one. It's not my fight, by the way, either direction. Ok, but I would think there has to be some pent up angst when the people who were furloughed during covid also saw that the LTI gained at the top of the food chain was their best years ever.

Glenn Haussmann:

Right, exactly, exactly. And this is the one thing that really frustrates me is that people say inflation, inflation, inflation and then corporate profits are at record highs. So what's the truth, right? So what's the truth right? And again I just go back to I'm very concerned that this split in society is becoming more pronounced and more dangerous to our economy, and maybe beyond that, as we continue to move forward into summer and fall, as we continue to move forward into summer and fall. So I don't mean to be again a Debbie Downer, but there could be some rough times ahead, but I think that the people at the top are going to be just fine spending money in luxury hotels.

Jeff Borman:

They'll still say it the Amman.

Glenn Haussmann:

Totally yeah. I'm not even allowed to say it. I don't make enough money.

Matt Brown:

Glenn, you mentioned on no Vacancy recently that you lament being traveled out at the moment. I do. Are there market trends or sentiment that makes you fret that? Maybe you're not alone in that? Do you sense a kind of fatigue out there?

Glenn Haussmann:

I think number one. It has to do with the fact that I'm getting older and I've been doing it for 30 years. So I feel that my statement is very much of me as a human being, and maybe people who have been at it for 30 years as well, and me and these others that I feel kind of similar. We love being places and being with people, just don't like driving to the airport and parking and waiting online for the TSA and waiting for your zone to be called and all of that stuff, you know, and the lounge is too crowded because you thought you know and you thought it was going to be a respite. That's the thing that's really becoming more of an issue, I think, for myself and people of my you know ilk, not the travel itself.

Jeff Borman:

What concerned me about it a couple of years back, whenever well, really, when everyone was recovering from the pause in travel 21, 22, whatever speaking with a friend of mine well up in a major consultancy and she was saying that the people of our generation loved being on the road and the people of the youngest generation coming into their workforce as young consultants, the road warriors, the Sunday through Thursday types. That generation doesn't want to be on the road in the way that those prior did. That's a concern for me as I look at the whole way our business has been built.

Glenn Haussmann:

Something doesn't make sense to me there, jeff, because every piece of evidence that I've seen is younger generations are more the experienced generation, they're moving more away from things. Sure, there's the tiktok culture of, uh hey, look at how I'm living, I'm so rich, and stuff like that. But I think fundamentally people would rather go to a music festival than buy a Birkin bag or whatever the famous bag is of the day, right. So I don't get why people wouldn't want to travel as consultants to me and maybe just, oh man, get off my long glen over here. But traveling at someone else's dime to cool different places and eating in great restaurants and meeting new people in your 20s and 30s freaking, come on.

Jeff Borman:

What could be better Come?

Glenn Haussmann:

on. Yeah, you want to be stuck behind a desk every single day. You complain about that too, because you want to be remote and doing things and mix your lifestyle. So that's why I don't get that. I think that a great salvation for the hospitality industry are going to be great companies that understand that digital nomad and really kind of putting the pieces together. And it's probably one of the reasons why Marriott bought Simpson M, for example, over there.

Jeff Borman:

I just think they were bored and sitting on a mountain of cash.

Glenn Haussmann:

You got to deliver to those shareholders. Continue to expand.

Jeff Borman:

Well, yeah, you got to make sure it doesn't come out in dividends. Better spend it faster.

Matt Brown:

Do you think any of it is related to, okay, millennials. They now have 10 year olds, they now have kids who are growing out of high school, practically True Gen Z, gen Alpha, and it's like the demands it's. It's sort of like a friend of mine told me this about golf a while ago, even though golf kind of waxes and wanes depending on a lot of factors. But it's like gone are the days from like the 70s where it's like dad leaves at 8 am and comes back a little tipsy at 6 pm. It's like, no, that our family schedules are just not that way and that the old time.

Matt Brown:

Ok, honey, I'm off to the airport to go on my consulting visit to Dallas for four days. Good luck with the kids and I'll see you on Saturday morning. That dynamic has just changed, both family-wise and personally, for people and that has led to maybe not for exotic conferences like oh great, this will be a great vacation, let's go, and then they bring the family out after. But that kind of that weekly grind of travel that used to dominate, I feel, is looked at askew by younger generations.

Glenn Haussmann:

It may very well be true, but again, I think we're just making broad based statements and all of these things can be true amongst different subsets of the population at the same time, which will still keep you right and hotels satisfied right. One of the things that I've seen over the last 30 years is as the hospitality industry has grown. It's grown because our number one, our society, has grown in size and also in desire to travel more. Plus, we've had a great shift. So as long as population keeps expanding and all of that, I think there will still be a lot of travel and those that could connect work to play, I think, are going to be in a great shape as this travel thing starts to continue to cost more money. So I feel like I've said a whole lot of declarations and then walk them back all in the same conversation, but I do think it's all true, depending on the angle you're looking at it.

Jeff Borman:

That's right. If you predict a market contraction every single day, you will eventually be correct.

Glenn Haussmann:

That's right, and one of the things I love about making predictions is I can make a thousand of them and no one's going to call me on it, but if I get one right, I can pull a clip and go see. I told you, yeah, that was very presidential of you. Thank you very much. Sadly, I'm not smart enough to actually record any of my proclamations, so if I was right, no one will know.

Jeff Borman:

Yeah, Shep Gordon, the guy who launched Emeril Lagasse, essentially created the celeb chef putting cooking on TV. Yeah, bam, bam yeah. In a certain way, every chef today is afforded more creative license and a little more respect. Because of what Shep did. Yeah, the entire elevation of culinary standards in America has a lot to do with him making cooking as entertainment. Why the long soliloquy about Chef Gordon? Because the hospitality needs this, glenn, and as our leading voice in the business, I'm asking you will you be our Chef Gordon?

Glenn Haussmann:

I totally accept the challenge and I will do the old improv. Yes, and in fact tomorrow, as we're recording this, I'm off to the Memphis in May competition where I'm joining a barbecue pit team to uh, to, to help them do a cook. So, yes, I am in man and I will tell you. Speaking of Emeril, you also got to give credit to a Wolfgang Puck for opening Spago in Las Vegas, which I think between those two events and all of our food TV stuff, really changed the way all of society interacts with with food and it's made everyone really in a better place.

Jeff Borman:

Do you think there's a place in that travel channel environment, food network environment for more hospitality, meaning hotel centric style entertainment? Your former partner did something.

Glenn Haussmann:

No, yeah, anthony and I have trouble getting our schedules together, but we're going to be moving to more instead of a live or recorded schedule, so we could try to align our schedules better in order to have him do more shows. So look out for that. Yeah, I think we're seeing a big seismic shift in the marketplace and, while one of my dreams may have been at one point to get a show on Travel Channel or one of those other things, I don't think they're really relevant to the conversation right now. We've really moved into a world where you can be your own creator and have incredible success both notoriety and financial with tools like YouTube.

Glenn Haussmann:

I'm more of a LinkedIn guy, but, man, if I was coming up today, I would find a fun, interesting angle and do it through YouTube. There are so many great travel-related shows out there. I'd love to get involved in something that's a little bit more wonky, like you know my walk and talk videos with casino executives and stuff like that. I'd like to see those take off, but there's so many great people out there doing amazing content. That's right for the world that we live in today.

Matt Brown:

Speaking of casino executives, time for the lightning round. First up, when you corral many CEOs and C-level guests, how do you get good answers from them versus ads? Dude, these very, very nice people, very smart, and you know what. Things are great, the quarterly is great, occupancy is great, the brand is great, everything is just so, so great. And how do you get them to kind of come back down to earth and give you the real nitty gritty? Sometimes?

Glenn Haussmann:

Oh, blackmail. I got files on these people, you know. Know, uh, I I'll the. The real answer is I'm not a hundred percent sure. There's something about my personality that, I'm told, makes people feel really comfortable and people have a way of sharing things with me, either on air or randomly on a subway.

Glenn Haussmann:

Uh, that you wouldn't expect. So I don't know, I just send off. I guess I just send good on positive energy that you wouldn't expect. So I don't know, I just send off. I guess I just send good, positive energy that you're in a safe space and I'm on your side, kind of vibes and people are willing to share more than they otherwise would have. When their defenses are up and they're worried that they're gonna be caught in a gotcha sort of game, I'm not here. My mantra is educate, empower, entertain. I want people to kick ass. I don't want to challenge somebody. I don't care about politics and getting involved in any of that kind of mess or hospitality politics. I just want people to learn and be more successful in their business and be able to provide for their families and stay at the Ritz-Carlton whenever the heck they feel like it.

Jeff Borman:

Provide for their families and stay at the Ritz-Carlton whenever the heck they feel like it. Is there anything particularly unique about being a media voice in hospitality versus other industries?

Glenn Haussmann:

Yeah, we got the coolest freaking business there is. Man, I think about this. How freaking lucky I am to be in this. I can't imagine you would have the story possibilities and the visual possibilities in so many other industries. Chemical engineering today might be like a cool publication to work for, but that's not my vibe, right. Other than maybe some industry music magazines. I can't really think of anything that's more exciting and interesting. That's so layered. You know that you could tell great stories, so I got to figure that they're happy in whatever industries they are, because they don't know about how amazing our industry is. Right, because our industry is every industry there is you mentioned design, technology, real estate, customer behavior right, so many different areas. It's just insane. No matter what you want to talk about, we can talk about it in a hospitality context, so the content is endless. But how much can you really talk about new pest control, chemicals or something?

Jeff Borman:

like that, not for very long, no, but you mentioned the music industry being another one Personal question. Are you a Phish fan? But you mentioned the music industry being another one Personal question.

Glenn Haussmann:

Are you a Phish fan? Worst fan ever, and I know that because I've seen more than 200 shows, so I'm going to keep going back until they can prove themselves. 30-something years trying to figure this out, yeah, no, that's my jam, so to speak.

Jeff Borman:

Yeah, Pun intended, your signature, sign, sign off as a direct fish, yes, fish line. I had no idea and listen, it's kind of like this can't be a mistake.

Matt Brown:

That was not a mistake you two are birds of a feather yeah, man, I will tell you uh, I had.

Glenn Haussmann:

Uh, I don't need to ask the question, but one of the best moments that I've ever had in my entire career was uniting three of the most important things to me. That makes me of my essence Fish, my love of how awesome Las Vegas is. My love of how awesome Las Vegas is and how happy I am with how much work I put into my career every single day. And I'm sitting there, the guest of a Venetian, at the luxury box at sphere, on the first night of the first four shows of all, and I had all four there. So I was there that first night and I'm like I can't believe that I'm getting to see my favorite band and my favorite city in this most incredible venue as a thank you from a resort because I helped them out in a in a non-expecting way. I was just during COVID. I was just sending out a positive vibe to everybody and they wanted to say thank you to me. So it was like so incredible that that all came together and did you get to go to all four?

Jeff Borman:

I did not go to all four, but I was there in the beginning run and I had a similar but totally opposite experience about a month ago. The band was on a brief break and, you may remember, trey was doing some acoustic shows. Uh-huh, I got a notice from a friend that one of the hotels that I work very closely with traded a private show for 200 out on a beach and somehow these fools didn't remember to invite me or even inform me that it was a Water Rail Foundation production Could have been there Beach in Puerto Rico, just Trey and 199 other people.

Glenn Haussmann:

Wow, that is crazy. I would have loved that. I actually have on my wall right there a little Trey thing. He drew a little picture for me and wished my wife and I we were engaged at the time congratulations on getting married and stuff like that. We saw him at Radio City Music Hall when he was doing a run there in 2001. I think it was.

Glenn Haussmann:

Yeah, I made the smart move horrible move of getting my family all involved in it. My wife's liked it, but I got both my 21-year-old boys involved in it now and I was going to take all four of us to Forest Hills but they're looking for $500 a seat, right, and this gets back to our whole conversation. I would love to take my family to go see a fish show which I love for 30 years, the four of us all together, but it's $2,000 just for the tickets, plus fees, plus everything else. Come on, Come on. I can't rationalize that and I'm your biggest player here. So between that and the $7 cup of coffee, ethos, it's like. This is why I'm worried. I just feel like I'm out.

Matt Brown:

Or, as I call them, ultra luxury prices. Really Legend in the making. Glenn Hausman, thank you so much for being part of no show, appreciate you.