Jeremy: Hello, and welcome to another episode of the Future Hospitality Podcast. I’m your host, Jeremy Wells. Joined today by cohost Dustin Myers. We’re partners at Longitude, a hospitality branding and design group at Future Hospitality. Our goal is to interview the brightest minds in the industry, gathering insights, ideas, and inspiration to share with you. If you enjoy the podcast, please be sure to leave us a review. Thank you for your support. Today we’re joined by Eric Moeller, founder of Freewyld, to talk about his journey from a career in construction to navigating the wild west of short-term rentals and building a standout hospitality brand. During our discussion, Eric shares how Freewyld Was Born, why branding is so important, and what’s next for his company. Well, let’s go ahead and dive in.

Eric, thank you so much for joining us today. We’re excited to have a conversation with you.

Eric: Yeah, of course. Thanks for having me on, guys. I appreciate it.

Jeremy: So for those of you that may not know Eric, he’s with Freewyld, which is kind of specializing in a lot of different areas related to short-term rentals, Airbnbs and hospitality. They’re doing really cool stuff, and I’ve been following Eric’s journey a little bit on LinkedIn for several months, probably well over a year now, and just loved following his content and what he’s doing and just thought he’d be a great guest for us today. So Eric, just as a fan, just excited to hear the story of your journey and where you come from and where you’re going.

Eric: Yeah, I appreciate that, man. And yeah, it’s been awesome watching your journey as well, and I’m excited for this conversation. I know that you guys are the branding guys in the space and you’re doing some awesome things with your hotel, and I’m excited to walk through how we came up with the concept of Freewyld and branding and design and feel. All of that is so important to what we do. So yeah, I’m excited to dive into that with you.

Jeremy: Cool. Well, let’s go ahead and just kind of dive in like we do with a lot of guests, just kind of the early days of your journey, and you can start as far back as you want. What’s your journey been like and kind of what got you into this space?

Eric: It’s interesting. I grew up in Jersey. I live in San Diego now, and I moved out here about 10 years ago, specifically to build an Airbnb business. So my background is in construction and real estate investing and developing, and I did the whole house flipping thing and apartment buildings for a handful of years and just got so burnt out with that business model. And I was really looking to get into something that was a bit more luxury, real estate, something that I can run remotely and have properties in different areas. And again, this is about 10 years ago when Airbnb was just becoming a, what it is today, a new business model essentially. So yeah, I moved out of San Diego. I moved into a incubator house called the Epic Entrepreneur House with five other startup entrepreneurs, and I just went ham at leasing up as many awesome San Diego apartments and houses I can find, and just dove straight into the Airbnb model.

And at that time, there was really no one kind of teaching or talking about Airbnb at a high level. And so I was figuring it out as I went and a lot of trial and errors, but it was pretty nuts. We grew that business really, really quick. In a couple of years here in San Diego, we got north of 125 properties, and that was through the arbitrage model, which then moved me into the management model, which eventually moved me into the Freewyld model. So I kind of come from a handful of different industries from construction, real estate investing, and then looking at Airbnb as a real estate model that I can scale through technology. I never really went into it for the hospitality side. It was really just for the real estate opportunity and the business opportunity. But through that process, that’s how I fell in love with hospitality and what we’re creating now with Freewyld.

Dustin: That’s really cool. And I mean, with your construction background, really, hospitality is a lot just like placemaking and having a creative vision for a property or a future property and then bringing that to life in a way that’s going to make people remember it, make memories. And so it’s amazing how so many people end up in the hospitality industry that just come from different angles, and it’s really cool to see how that works.

Eric: Yeah, it was interesting. I’ve always been into design and space and the construction I was in was never really anything. It was very cookie cutter type of construction sheet rock and laying concrete, putting roofs on houses. And then that kind of moved me into like, Hey, lemme just go buy a house and flip it. And that turned into a whole flipping business. It was beautiful. It was great. It was amazing, lots of learning lessons through that process, but after a while I was just getting so bored with that flipping part of the business that I had where it was you just put cheap materials in there, it’s got to look clean, it’s got to look nice, but you’re not really cultivating an experience for anybody other than just having a beautiful clean space. And after doing a couple of hundred of those, I just got so burnt out with that experience and I’m like, Hey, I want to start creating things that I feel good going to.

And in the early days of the Airbnb business, we were having fun with creating themed Airbnbs and we were, but I was kind of falling back into that trap again of just buying cheap or cost effective, if you will, furniture off of Amazon and Wayfair and all of that to just make the properties look clean enough and nice enough to rent out on Airbnb. So even that kind of moved me into, all right, well, if I can create a space that I truly want to see that I think the market that other people really want to experience as well, what would I create? And that question led me to what we’re doing now with Freewyld, where we’re spending a lot of time on cultivating the experience through the property, the location, but then every single piece of furnishings that we bring in from the couch to utensils to the colors of the walls to lighting temperature, we’re going really deep into the experience of that. And I’ve never had so much fun in business doing that, and then our guests are just absolutely loving it. So yeah, we’re having fun with that process. And yeah, I’m excited to see what the next few years is going to open up for us when it comes to the design side.

Dustin: Yeah, yeah, that’s where it gets really interesting. I’m curious, so you kind of are getting into Airbnb, it’s still fairly new, not a lot of manuals or guidance from other people. Aside from the design and experience side, what did you learn from the financial and booking and numbers side in those early days?

Eric: Oh man, the early days were just like, it was just a mess. I didn’t really know how to run a business back then. And luckily I was living in that incubator house where we were essentially living in a mastermind where we were sharing our best practices and lessons of these startups. I was learning as I was going, but I would say the biggest thing that I took away from those early scale days was really learning how to build systems in my business. For a long time, I was the one who was really focused on wearing all the different hats, and it was just as we were scaling, every single property I took on was just like, it was exciting how fast we were growing, but it just meant more work for me at the end of the day. So it didn’t really matter how much money I was making, I wasn’t happy, I wasn’t excited about it.

I was just like, it’s kind of crazy to think of. I moved across the country to build this dream business and I had the dream business, but I didn’t want the dream business because it was stressing me the hell out. And I didn’t care how much money we were making because it was like every single time a new owner would sign, lease, or allow us to sign a lease, it just meant more stress and work until I really understood how to build real systems in my business to get me out of it. And then once I did that, I started really focusing on how do I hire the best people possible within the business? But this is over years. It is a long process of school, of hard knocks, of learning how to do this. And then the early days were crazy. We were signing property, no one was really doing the arbitrage model, it was kind of new. So we were negotiating with these owners, taking over their vacancies, and we were making an outrageous amount of money on these properties, like two to three X our rental amount or two to three x our rental amount. So every property we brought in, we were making thousands of dollars of profit per month. That quickly changed once the market really started getting saturated and regulations and other competition came in. But the early days were, it was like the wild West. It was pretty nuts to experience all that.

Jeremy: Eric and the arbitrage model, for those that are listening that might not be familiar with that, that’s where you basically take over an apartment that’s not leased and you rent it from them for a negotiated fee, and then you basically run that as Airbnb, correct? That’s kind of the model in a nutshell.

Eric: Yeah, exactly. So if you think of corporate leasing, right? A corporate leasing company will go into a big apartment complex and just lease out, say a hundred apartments, and they become the corporate lease that’s in the building, and then they go ahead stage it and releaase it to other people. We were taking that same concept and doing it in Airbnb in the early days. Now it’s still a business model. You still see a lot of companies that are doing it more on a micro level versus a large scale level because it just becomes, we could talk about the challenges that come along with that model. But yeah, essentially because I was a real estate investor, I had relationship, I had a big network of real estate investors in San Diego, so I would go to real estate investors and I would negotiate, Hey, any of your buildings or houses that are in these areas of San Diego, once they go vacant, I would love to lease it from you at market rate for one to two years, and I would love your approval for us to re-rent it back out on Airbnb. We’ll stage it, we’ll maintain it, and then any single time you have a vacancy that comes up, if it fits these metrics, we’ll lease it out from you. So it wasn’t the easiest negotiation. A lot of people didn’t really understand, Hey, I don’t really want you to release things out and have strangers stay in our home. So we had to overcome that quite a bit.

But once we did start aligning, we had a track record and we started introducing it, we were able to lease up quite a bit of properties throughout San Diego. So again, it’s still a good model. People still do it, but I think it’s a very capital heavy model. There’s no asset other than your cashflow and the lease. So if anything happens, covid that came through, I just completely shook that industry up or that part of the industry up. So yeah, we focused on that and then I started recognizing like, Hey, it’s nice we’re making a lot of money, but we’re on the hook for all these leases all throughout the city. And by that time we were moving into different states and some down in Mexico, out in Colorado, and just kind of all over the place. And then that’s when I started recognizing like, Hey, we can do the same service what we’re doing here, but instead of leasing it, we will manage it for the owners. So that’s when we started making the shift from the lease model, the arbitrage model to the property management model.

Jeremy: I admire you from the fact moving across country, starting a new business, onboarding a ton of clients. It’s like the wild west of Airbnb, and I would imagine it would’ve been an exciting yet stressful time, but I think it’s really cool that it takes a special person to do something like that and take that risk. And obviously I think it’s been paying off, but you’ve already kind of alluded to it. So what were some of those, whether it was one moment, like an aha moment or several moments over a period of time that kind of morphed from where you were in that arbitrage in that space to more of the Freewyld and shifting into that space? What was that journey like there?

Eric: Yeah, so there’s obviously over the course of, I said 10 years, I think it’s closer to eight to nine years, but over that time period, there’s a lot of discovery, discovery in myself as a leader and entrepreneur discovery in the business model, what works, what doesn’t work, what I actually want to do. When we moved from the arbitrage model, it was simply because I started seeing the writing on the wall of if anything happens to the market financially or again, this was right before covid, I just knew, hey, we are on the line for all of these leases and we’re financially obligated to pay these leases no matter what happens to the market. And then at that time, you had these big companies that were raising all this VC money and doing this arbitrage model at the highest level possible where they’re renting out full buildings, just taking over cities.

And I just started recognizing like, Hey, this is a very scary model. There’s no asset here. It’s only a cashflow play, and if we’re focused only on a cashflow play, we lower our risk to this. And that’s when we started moving our leases to property management contracts, and we started acting as a service to the real estate investors. And we weren’t making as much money on the lease or on the properties, but we didn’t have that financial obligation so we could just focus on the service of creating these incredible Airbnb experiences and hospitality experiences for our guests. And then the discovery through that was, now I’m in a service business, so not only do I have customer service that I have to focus on with the guests staying there, but now I also have these owner relationships that they have expectations on what they need to generate in the properties and how they want to run it.

So that was a whole other aha for me of like, oh, wow, I didn’t realize that this business came with this set of challenges. And after going through that for a couple of years, I recognized I don’t want to be in the service business in the property management side, I want to own the real estate at that time. It’s like when you see, hey, if we upgrade some of the furniture in this property or do some painting, do some maintenance, we can increase the revenue. And when you’re a property manager, you don’t have the say to do that, right? You have to rely on your partners, the owners to make that decision. And after experiencing this, a handful of times I recognized like, Hey, the best way for me to control this entire experience for the guest is to own the property. So I took, we did this in phases and we did it over a course of a year and a half, but I took my time to develop out the philosophy, the vision, the brand direction of Freewyld, and like, Hey, if there was no limitations, if I could do anything and if anything was possible, what would I create here?

And then we just slowly just started building the brand and the vision, and then through there I started attracting in team members and investors that bought into the vision of Freewyld. And we took our time and when we found the ideal property in Ottawa, California to launch this model, and we took a lot of risk on doing this, but it’s been paying off incredibly, and that’s completely changed my life. And for the first time of all the models and all the businesses I’ve been involved in over the last few years, Freewyld is the thing that I’m most excited about. And I see this as a generational company. It’s something that I plan on building Freewyld locations for the rest of my life. And it’s, it’s not something just to make money. We obviously are focused on profit and focused on making a lot of money and generational wealth through this play, but if it takes us, whatever the timeline, it takes us, that’s fine with us because we’re having fun through this process of controlling the entire asset and experience.

Dustin: That’s amazing. Yeah, it’s one thing to have good ideas that you think are good, that you hope somebody else will implement, and then it’s another to have that autonomy to just do what you think is right and see if it works. And it’s a lot more fun on the second version,

Eric: And then especially if you’re creating something for yourself that you enjoy. And that’s what I was creating was there was a big, at the time, there was a hole in the industry of Design forward properties that had a brand that people can connect to that had certain missions and values that were behind it, but that also merged with this Airbnb travel trend of, I’m saying that Airbnb for a reason, a different experience than a hotel. So how do we merge this hospitality industry of design forward, brand forward with the Airbnb independent travel industry? And it came out to, and we risked, it risked a lot. I didn’t know if our design choices were and the investment that we made into the property was going to pay off, but people have been absolutely loving it. And now we’re on the process of expanding, developing more cabins up there and then acquiring our next location, which is pretty exciting.

Dustin: Yeah, very cool. So with the Freewyld model, you own all of your properties or do you also still provide a service to other property owners to kind of come into the fold?

Eric: Yeah, so we’ve decided as of now not to take on any property management clients in the future. Part of our business model is I do see in the future us acting as a flag to real estate investors and developers simply to just help us expand the model a bit more. Plus, through this process, we’re building an incredible team, incredible culture and standards, and we’re figuring out in our own way how to really just create something that just outperforms the market. So in the future, and we have certain opportunities, different developments and hotel opportunities that we’re looking at, but my dream, my goal and the main business model is to acquire all of our properties. We own the property, we design it, we build it ourself, develop it ourself, and then we run it under the Freewyld brand.

Dustin: Yeah, certainly makes sense to work out the kinks and kind of hone the exact product and then if the time comes to open that up for other people to benefit from, you’ve got everything in place. So that’s really cool.

Eric: Yeah, it’s a lot of fun. It’s a lot of fun Right now,

Dustin: What do you think it is about Freewyld that makes it compete so well in the markets you’re in? What’s your secret sauce?

Eric: I think brands is everything, as you guys I’m sure would agree is I think especially nowadays with Airbnb just being saturated with so many different properties and hosts. And as a guest, you never know what you’re going to get, regardless if it has all five star reviews and whatever else, beautiful photos, you have no idea what you’re going to get until you check in and you don’t know from the product side and from the hospitality side what you’re going to get. So I a lot of, I moved all my chips in on brand, and we’ve been seeing this over the last few years. It’s just more and more branded hospitality stays are popping up in the air quote Airbnb industry. I think the idea of Freewyld of you’re going to get a better experience than in person, your experience in person is going to be better than anything that we can communicate across our website, social media, Airbnb, everything else.

So the brand is, I think the biggest thing. Two is the thing I hate the most. So for New Year’s Eve, we just rented this beautiful Airbnb in Joshua Tree. Every year I go away with a bunch of friends and we do goal setting, end of the year reflection and then goal setting on New Year’s Eve. And we’re like, this year, let’s get the most beautiful house in Joshua Tree. Let’s stargaze, let’s do all the things and let’s plan out the new year. And we paid a lot of money for this beautifully designed home in Joshua Tree. And when we got there and checked in immediately the expectation, especially for me, just completely dropped because you can see that they did not invest at all into the guest experience. They had the cheapest materials, the cheapest furnishings. There’s no art on the walls, the codes aren’t working.

When I’m reaching out to the company, they’re not communicating back with me. They’re getting angry that I’m asking for updated code, it’s not working, things like that. That’s almost like the standard in Airbnb and short-term rentals nowadays. And I hate that. That’s the thing I want to just solve at the highest level in our industry, how do you just over deliver for guests? So we went heavy into not just the brand of the company, but how do we bring that brand into the properties and very, very intentional with the design, very intentional with the products that we’re putting in the property. We have a merge of modern materials with reclaimed materials. I’m a big believer, it’s like there’s something different about putting your hands on a piece of furniture that was handmade versus a piece of furniture that was mass produced in a factory. There’s a different energy, different experience with it, and that’s the stuff that we bring to the property.

But you can have the most beautiful property in the world if your hospitality sucks, it’s going to ruin the experience. So one of our core values, our number one core values, unreasonable hospitality. So we went above and beyond on how do we rewrite the script on bringing world-class hospitality to Airbnb experiences to the short-term rental space. And that’s still the number one thing that we’re constantly refining is how do we just continue to make this experience better? How do we improve our hospitality and just wow, every single person that comes through the property. And then lastly is how we market and price our properties. So we kind of had this multiple prong approach to brand guest experience, hospitality, marketing and product fit, excuse me, price fit within the industry. And it’s all just coming together. It is just like this last year was just absolutely incredible on the experience that we had, and now we’re starting to pick up and the industry’s loving it, the guests are loving it, and our team’s enjoying the process as well.

Jeremy: Eric, I love that you mentioned, you said branding is important and you’ve kind of put everything into branding as far as the focus of Freewyld and the growth there. And the thing that I like about it is a lot of people, and these are conversations we have a lot through longitude as well with our clients, is a lot of people hear branding or brand and they think of logos and colors and fonts and just some of those elements, but the way that you describe brand and the way that I heard it at least was brand is really all encompassing. It’s everything that has to do with your experience, your reputation, your product, and really aligning everything from how you present yourself online to your social media, to the design of your space, to your operation, your guest experience. It’s everything and all of it when it comes to how you operate a hospitality business. And I think that just hearing you say that I think really excites me, and I think others need to hear this too, and it’s like shouting it from the rooftop sometimes, but is that accurate as far as how you see brand and how you define brand?

Eric: Yeah, a hundred percent. That took me a little while to really understand that I had spent some time to really study from branding experts, what is brand? And for a while I thought it was the logo and the website, stuff like that. But as I started going through the Freewyld experience that I’m having right now, I’m like, what do I want other people to experience? How do I want them to remember us as a hospitality provider? We are looking at the guest experience from the moment they discover who Freewyld is to when they decide to book to them getting ready for the trip to jumping in the car and driving to the Freewylds, their first experience, their walking in their first night, their last night, their checkout, their drive home, their thought three months down the road of wanting to go to the mountains again.

We want them to experience Freewyld all the time. We want them to, what is that memory that they have? What is that experience of connecting with Freewyld, the logo, we spent a lot of time building on our logo and our fonts and our colors and which is a fun, fun process to go through. But for example, my wife has a Tesla and talking about brand experience, it’s like every single time I get in that car, especially now, it’s like I’m, I’m sitting into the future, I’m sitting in a spaceship and it’s like the car literally freaking drives itself right now with a push of one button, which is freaking nuts. But it’s not just the experience in the car, it’s the experience with the company of Tesla. We ran over Nail and when she was up in LA and we had to get the tire fixed, and usually my experience of driving cars in the past is if I ran over nail either called AAA or I pulled it into a tire shop somewhere and Sam was by herself in LA and did not want to do that.

So she just pressed the button on her phone and Tesla and an hour later someone pulled up with a truck, took care of it, sat her in a temperature controlled truck as they were working on the car. The full experience as a whole was just like world-class, something that the industry, car industry just does. Not everybody else in the industry has to keep up to what Tesla is doing for their brand. And that’s, to me, the entire experience of a brand is not just the logo and the look of, but the experience and the feel, the feeling I have when I interact with that company or that product. And I see some companies doing that a lot more now, but I see at the time when I launched Freewyld, I saw some companies moving into that space in the short term rental space, but 99% of them were just focused on heads and beds, cheap cookie cutter designs didn’t really matter.

Automating everything through technology, all hospitality is just inconvenience to them. And we’re like, Hey, the hotel industry has been here forever and the companies that outlast every single dip in the market and competition and challenge, they really focus on these key pillars of brand and guest experience and world-class hospitality. And I felt like the short-term rental industry needed that they needed that injection. So that’s what we focused on with our small little boutique brand that we have. But yeah, I mean circling back around, it’s like what’s the full experience from the moment they find us to three months after they stay out of property, they’re thinking of going on another vacation. How do we spark a memory with them and a positive experience with our company? So to me, all of that is brand. Yeah, all of that is brand.

Jeremy: That’s awesome. Well, you guys are definitely doing the work and knocking it out of the park, and I’m sure that it’s definitely keeping you and your team busy. But I know that before our interview we had connected prior to this and you had mentioned that you’ve been busy with some other endeavors as well. And you kind of mentioned this, I think as far as one of the secret sauce, the Freewyld is being really strategic and thoughtful with the market and pricing of your properties and basically revenue management it sounds like, and really getting into dialing that in for your properties. And from what I understand, you’re working on another type of business that specializes in revenue management.

Eric: So I mean, the real estate industry moves really, really slow, as you guys know. It’s just a slow industry and you got to be patient through that process. And I’m very ambitious. I want to grow Freewyld and we want to have a lot of locations and a lot of keys, but because we want to control it and we want to buy it, that just takes some time to do. And if we’re doing developments, that takes time as well. So I ran into this dilemma as a founder of how do you grow this incredible business that you’re so excited about that’s working that people love and hire the people that you want to hire to help build this? And excitement in an industry that moves super slow in the beginning, and there’s a couple of different routes you can do, be extremely patient. You can raise a bunch of money from investors or you can figure out how to leverage what you guys do really well as a service for others.

And so we mapped out all the different things, what are we the absolute best at in the world when it comes to what we do in Freewyld? And we play with the ideas of do we go into full service management under Freewyld where we take on other people’s properties and do what we did for ourselves, but for them, or there are different aspects that we love that we can outperform anybody else in the world. So through all of that, that took us about six months to really get clear on where we wanted to bring the most value to the industry. So we launched in the beginning of last year, we launched the service side of Freewyld called Freewyld Foundry, and this is part of the business where we service other operators. So the one thing that we’re focused on is our revenue management.

So as we were going through Scaling Freewyld, we recognized that we developed out a revenue management strategy for our property that was just along with everything else that we’re doing helped our properties outperform the market by a hundred x. It was incredible what we were generating on these properties. And when we looked deeper into the revenue management industry, we recognized there was a huge opportunity there because there’s a lot of solo warriors that are doing revenue management stuff, but outside of technology, there’s no experts that are focused on how to maximize revenue on portfolio. So yeah, we rolled this out in the beginning of the year and it’s caught on wildfire. It’s been absolutely incredible. So we focus on helping short-term rental operators, either property managers, real estate investors, or arbitrage some boutique hotels as well, where we come in and we take over all of their revenue management. Typically, we work with people that are doing at least a million dollars of top line revenue where my team comes in as a boutique service and we just completely transform their revenue management and we take that over as a service. So as of right now, that’s the number one thing along with our cabins, that’s the number one thing that we’re focused on, and it’s been absolutely incredible, not just for us, but for the clients that we’re working with as well.

Dustin: Yeah, I love what you said about what are we the best in the world at, and then figuring out how you could extend that to other people that might need it. And I agree, I think the revenue management offering for a lot of one-offs or investors with a few properties like smaller hotels, that is definitely an underserved market. And so it’s cool that you’re able to bring the expertise you’ve developed and kind of extend it out to help other people.

Eric: Yeah, it’s fun. Yeah, it’s a lot of fun. And the results that we’re getting are even more fun. We’re seeing our clients raise their revenue just by moving over to us. They’re raising their revenue anywhere between 15 and 30%. That’s how much money they’re leaving on the table without a real strategy. So once our team gets in there and we’re seeing that, it’s like it’s freaking awesome to see these companies, our clients just scale in that way, and then it’s helping us fund our dream of building Freewyld.

Dustin: Absolutely. Yeah. Maybe just cast a vision for us, kind of the next two to five years. What are you hoping to accomplish and in what areas are you looking to grow?

Eric: Yeah, I mean, usually when I do a goal setting experience, I do it every year. As I mentioned, I usually map out two to five years. And then after the last couple of years of going through Covid and everything else that we as a society or as a world has gotten through, I recognize that there is so many different things that can change in that period. So I know where the North start is. I know where I’m steering the ship for my team, but what it ends up being I think will be determined by the market and determined by the team members that I bring in. I never saw revenue management part of my business plan. That was never part of the business plan, but we started recognizing like, Hey, we can do this service better than anybody else and we have a world-class team that specializes in this.

We might as well start helping some people. And then through that kind of turned into this part of the business that we just absolutely love and just having so much, we were celebrating today some clients that they’ve had the best low season they’ve ever had in their business because the revenue management strategies, and that stuff’s fun. That’s fun for us. So where we’re going to be in two to five years, time will tell, but overall, the vision for Freewyld is we want to be a world recognized hospitality brand that focuses on these boutique cabin villages that are within a two hour drive of metro areas. And we’re focused in the most beautiful nature locations. And our whole ethos of the company at the end of the day is helping more of our travelers get into what we call wild mode, where when you come to our cabins, we encourage you to disconnect from your cell phones and your devices, and we have a fun way of how we do that and help them and then be present in the moment, be present in the cabins and in nature and with the people that you’re traveling with.

And that’s the thing that lights us up, and we want to do that more and more at the highest level. So we’re moving fast. We’re trying to buy, we’re looking for our next couple of locations we’re working on for our current location. We’re working on building, getting approvals to build out 10 additional cabins and some other features of the property. So yeah, two to five years we’ll see exactly where we’re going to be, but the goal is to have our Freewyld locations throughout the country, eventually around the world, and then helping more and more people disconnect from technology.

Jeremy: That’s awesome. It’s great to hear about what’s exciting you about the future of the industry and about Freewyld, and it sounds like you guys have a lot of awesome, a great journey ahead of you guys. So I’ll be definitely following along, Eric, and I appreciate you being on our podcast. I’d love to, if you could just tell our listeners a great way to get in contact with you or find out more about Freewyld.

Eric: Yeah, I appreciate that. I appreciate you guys opening this up for me. Talk about what we’re working on here. The best way is check us out at freewyld.com. That’s F-R-E-E-W-Y-L d.com. LinkedIn is the best place to get in touch with me directly. So that’s Eric d Moeller on LinkedIn, and you can reach out to me either through Freewyld or on LinkedIn.

Jeremy: Awesome. Eric, thank you so much for joining us and excited to see what the future holds for you guys. Appreciate it.

Eric: Thank you guys. Thank you.

Jeremy: I hope you enjoyed today’s episode of the Future Hospitality Podcast. If you enjoyed today’s topic and episode, please leave us a review. If you’d like to learn more about Longitude, you can visit longitude branding.com to see our portfolio of design work, read our insights blog and learn more about our team. You can also find us on Instagram and Facebook by searching for longitude branding.

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