111: David Abrams — Office Building Owners and Occupiers Co-creating New Experiences
05/10/24 • 43 min
David Abrams is the co-founder and CEO of HILO, a platform that is digitizing customer experience to create connected communities of people in buildings. David is also host of the TEN, the Tenant Experience Network podcast. David brings his entrepreneurial and marketing background and context to explore commercial real estate landlords’, owners’, and occupiers’ evolving circumstances. He explains why they need to be collaborating to create hospitality-driven, new tech-enhanced environments and programmed experiences for tenants—for each individually and together as a community.
TAKEAWAYS
[02:29] David takes a while to sort out what he wants to study at college ending up focusing on marketing and accounting.
[03:01] David enjoys the ability accounting gives him to explore how businesses operate.
[03:49] As a first entrepreneurial opportunity, David gets involved in repositioning a struggling agency.
[04:58] Early agency clients span commercial real estate and nonprofit, the latter which David finds especially satisfying.
[05:45] Raw Society is launched to focus on critical strategic work before the creative process begins.
[07:15] The ESG movement makes building operators start to think about environmental impact.
[07:52] What is the effect of the densification of people living and working in central business districts?
[09:13] New thinking is first driven by occupants, relating to basic ESG initiatives like recycling.
[10:14] Operators go paperless, initiating digital communications their tenants’ employees.
[11:32] David loves the opportunity to start creating environments that people enjoyed being in.
[12:16] The smartest operators recognized they could develop better relationships and community by connecting their tenants.
[12:55] The ultimate goal is to improve tenant retention through better customer service and experiences.
[14:09] Every building has constant turnover—both tenants and tenants’ employees.
[14:51] David launches his new company in 2019, gets financing and is in full growth mode when the pandemic hits.
[15:37] As an entrepreneur, David recognizes his two choices - give up or dig in.
[17:38] With little clarity about the future, they tried to be pragmatic about future technology needs.
[21:30] New realizations emerge after a difficult period that extended operators’ boundaries.
[23:09] Operators realize their responsibility to be involved in spaces beyond their buildings.
[24:24] Extra costs can be covered by charging premium rent or sharing new community spaces.
[26:20] Connectivity is a huge driver of experience when it is pervasive and consistent.
[27:18] Investments go into programming, content, services and staff to offer white glove experiences.
[28:51] Office and multifamily categories are all hiring people from the hospitality industry.
[29:37] Programming, services, and staffing are becoming integral and significant to buildings’ offerings.
[31:00] The key factor is not the size of the building, but the commitment of its ownership.
[31:49] Across building classes, technology can be an equalizer to provide higher levels of service.
[34:05] Technology delivers better experiences and reduces friction when people choose to enter the built world.
[35:27] How can we put the power of personalization into the hands of the individual?
[36:29] David imagines we are between first and second base in the evolution of office buildings.
[37:15] People need to congregate for the right reasons in the right environments to do the right kind of work.
[39:49] IMMEDIATE ACTION TIP: Occupiers and landlords need to think beyond the work that needs to get done in an office and co-create experiences that support good work. Consider all the various touchpoints for each person across technology, programming, content, services and staffing.
RESOURCES
David’s company HILO’s website
TEN – The Tenant Experience Network
QUOTES
“Buildings are not silos. They're part of a neighborhood, they're part of a city and they create community.”
“It's a conversation around where should I work on any given day where can great work happen?”
“How can we put the power of personalization into the hands of the individual. How can they use technology to better connect and engage with all the various spaces and places in their lives and have it not be top down driven.”
“People need to come together for the right reasons in the right environments with the right people to do the right kind...
David Abrams is the co-founder and CEO of HILO, a platform that is digitizing customer experience to create connected communities of people in buildings. David is also host of the TEN, the Tenant Experience Network podcast. David brings his entrepreneurial and marketing background and context to explore commercial real estate landlords’, owners’, and occupiers’ evolving circumstances. He explains why they need to be collaborating to create hospitality-driven, new tech-enhanced environments and programmed experiences for tenants—for each individually and together as a community.
TAKEAWAYS
[02:29] David takes a while to sort out what he wants to study at college ending up focusing on marketing and accounting.
[03:01] David enjoys the ability accounting gives him to explore how businesses operate.
[03:49] As a first entrepreneurial opportunity, David gets involved in repositioning a struggling agency.
[04:58] Early agency clients span commercial real estate and nonprofit, the latter which David finds especially satisfying.
[05:45] Raw Society is launched to focus on critical strategic work before the creative process begins.
[07:15] The ESG movement makes building operators start to think about environmental impact.
[07:52] What is the effect of the densification of people living and working in central business districts?
[09:13] New thinking is first driven by occupants, relating to basic ESG initiatives like recycling.
[10:14] Operators go paperless, initiating digital communications their tenants’ employees.
[11:32] David loves the opportunity to start creating environments that people enjoyed being in.
[12:16] The smartest operators recognized they could develop better relationships and community by connecting their tenants.
[12:55] The ultimate goal is to improve tenant retention through better customer service and experiences.
[14:09] Every building has constant turnover—both tenants and tenants’ employees.
[14:51] David launches his new company in 2019, gets financing and is in full growth mode when the pandemic hits.
[15:37] As an entrepreneur, David recognizes his two choices - give up or dig in.
[17:38] With little clarity about the future, they tried to be pragmatic about future technology needs.
[21:30] New realizations emerge after a difficult period that extended operators’ boundaries.
[23:09] Operators realize their responsibility to be involved in spaces beyond their buildings.
[24:24] Extra costs can be covered by charging premium rent or sharing new community spaces.
[26:20] Connectivity is a huge driver of experience when it is pervasive and consistent.
[27:18] Investments go into programming, content, services and staff to offer white glove experiences.
[28:51] Office and multifamily categories are all hiring people from the hospitality industry.
[29:37] Programming, services, and staffing are becoming integral and significant to buildings’ offerings.
[31:00] The key factor is not the size of the building, but the commitment of its ownership.
[31:49] Across building classes, technology can be an equalizer to provide higher levels of service.
[34:05] Technology delivers better experiences and reduces friction when people choose to enter the built world.
[35:27] How can we put the power of personalization into the hands of the individual?
[36:29] David imagines we are between first and second base in the evolution of office buildings.
[37:15] People need to congregate for the right reasons in the right environments to do the right kind of work.
[39:49] IMMEDIATE ACTION TIP: Occupiers and landlords need to think beyond the work that needs to get done in an office and co-create experiences that support good work. Consider all the various touchpoints for each person across technology, programming, content, services and staffing.
RESOURCES
David’s company HILO’s website
TEN – The Tenant Experience Network
QUOTES
“Buildings are not silos. They're part of a neighborhood, they're part of a city and they create community.”
“It's a conversation around where should I work on any given day where can great work happen?”
“How can we put the power of personalization into the hands of the individual. How can they use technology to better connect and engage with all the various spaces and places in their lives and have it not be top down driven.”
“People need to come together for the right reasons in the right environments with the right people to do the right kind...
Previous Episode
110: Dr. Zofia Bajorek — Are Your Employees Doing Good Work?
Dr Zofia Bajorek is a Senior Research Fellow at the Institute of Employment Studies (UK). She was HR Magazine’s Most Influential Thinker in 2022 and 2023. Zofia’s recent work has focused on the quality of work to improve workforce health and wellbeing. She describes why giving employees good quality work improves results, why good work matters, and what it comprises. Zofia explains how good management contributes significantly to employee retention and well-being.
KEY TAKEAWAYS
[02:33] Zofia studied psychology to understand how people think, as well as behavior change, why and how we do things.
[04:17] Zofia’s Master’s focuses on the Future of Work and occupational stress/health at work.
[05:03] Zofia is curious about temporary work arrangements after her own—voluntary—experience.
[06:18] Temporary workers’ different agency and autonomy affects their experiences and health.
[08:01] Zofia’s PhD analyzes temporary staff management and patient care in NHS emergency departments.
[08:47] Possible safety/quality effects when emergency dept. employees get temporary assignments.
[09:42] NHS ‘bank’ and agency staff differences highlight many important talent management nuances.
[11:56] A systems approach to analyzing the UK’s ‘Speedy Summary Justice” – the promise.
[12:45] The effect of disconnects in a system that is overworked, underpaid, and understaffed.
[13:50] The practical reality of human messiness and how organizations and people work.
[15:02] Evidence shows workers’ health and wellbeing affects their productivity and retention.
[16:00] Q: What interventions make the biggest difference to employees’ health and well-being?
[16:50] A: Good management and good employment relationships are the most impactful.
[18:05] In 2006, two researchers discover “Work IS good for your health IF it’s good quality work.”
[18:26] People don’t really know what good quality work is.
[19:27] Good work includes: varied tasks that match interests and skills, co-collaboration, having a voice, autonomy and a fair work environment, with growth opportunities and strong work relationships.
[22:50] “Secure work” depends on the contractual arrangement—imposed or two-way.
[24:24] To achieve a healthy workplace with engaged employees, good quality work is essential.
[25:42] An important factor is someone’s choice about the work they have and can do.
[26:27] Zero-hour contracts are detrimental when managed badly with no communication or flexibility.
[27:28] Freelancers can have good choices: clients, autonomy, relationships, and interesting work.
[28:48] Empathizing is important to discover what encourages people to work, their values, what they bring to the workplace.
[30:26] Companies with embedded focus on wellbeing and good work pre-pandemic were able to transition well through and beyond the crisis.
[31:36] Good management practices including consistent communication, listening, and workplace policies.
[32:15] Zofia shares some examples of data points companies can colligate to increase understanding of their employees’ well-being.
[37:32] The challenges facing organizations are numerous, but a lot of the change can be addressed with good management practices.
[43:55] Young and old want the same thing from the workplace, but demographic pressures are changing the face of retirement.
[47:46] IMMEDIATE ACTION TIP: Good work requires good managers. Ensure those promoted to managerial positions have people management skills and technical excellence. They need training, coaching support, and feedback to help them continue to improve.
RESOURCES
Follow Dr. Bajorek on X @DrZofia
Website for employment-studies.co.uk
The Institute for Employment Studies
Interesting articles by Dr. Bajorek:
‘People leave managers, not companies’ - but is the manager really at fault?
Are we ‘pulling more sickies’ or do organisations need to focus more on ‘good work’?
Health and wellbeing at work: where we are and where we want to be
It’s time to stop squeezing the ‘squeezed middle’, for everyone’...
Next Episode
112. Juliette Powell - Co-creating with AI: Creative Friction, Trust, and Transparency
Juliette Powell is Founder and Managing Partner of Kleiner Powell International, a consultancy working at the intersection of responsible technology and business. She is co-author of “The AI Dilemma: 7 Principles for Responsible Technology.” Juliette brings rich technology research and innovation experience to evaluate our evolving landscape as we anticipate AI integration. She explains her core concerns—what we need to pay attention and lean into. She discusses the importance of personal data ownership, creative friction, digital trust, and logic. Juliette explains how diverse contributions diminish divergent, asymmetric trajectories, so we all need to be actively involved.
TAKEAWAYS
[02:30] Monopoly is Juliette’s favorite game as a kid, showing how you can change your circumstances.
[02:50] Juliette studies finance and international business to understand global interconnectedness.
[03:15] At university, Juliette develops a TV career focusing on the business side of media.
[04:32] Interviewing Janet Jackson and Nelson Mandela reveals juxtaposed insecurity and confidence.
[07:30] Juliette’s first book results from her involvement with TED’s original founder producing the conference and meeting visionary thinkers.
[08:10] Transitioning from TV, Juliette explores technologies and the rise of social media.
[10:25] Citizen journalism and political messaging delivered using digital channels fascinates Juliette.
[12:10] Juliette tries to lead as her whole self, seeing people disconnecting their work/non-work lives.
[13:20] Where engineers can experience misalignment making decisions in their AI-related work.
[14:20] Juliette highlights those who live holistically as fully integrated people in her first book.
[15:00] Integrated work/life experienced early on meeting a couple working remotely in Thailand.
[16:50] Early career motivation to find work thinking about Maslow’s hierarchy of needs.
[18:58] How the internet extended possibilities beyond someone’s local geography.
[19:50] Ecosystem pressures raise mental health issues and people trying to survive not thrive.
[20:50] Navigating uncertainty—personally and professionally—requires having Plan A, B, C, and D.
[21:44] Juliette founded the Gathering to ensure diversity and avoid past mistakes in tech development.
[24:41] At TED, there is no separation between the expertise on stage and the audience.
[26:04] Turing AI and WeTheData.org focus on the personal data ecosystem, ownership, and ethical use.
[27:48] Research reveals four grand challenges include digital trust and digital infrastructure/access.
[29:30] An ‘eBay for data’ to aggregate and monetize personal data as Finns do.
[31:31] Research on Americans’ and Europeans’ different attitudes to their personal data.
[35:26] Most of Juliette’s NYU students are terrified of the potential impact of AI on their skills.
[36:25] Students’ potential questions ‘Will I have meaning? Can I contribute anything?’
[37:40] Juliette teaches students research methods to reduce fear and build confidence.
[41:30] The importance of creative friction to reconnect across seamless technology divides.
[42:45] Taking a moment to rise above the sand, things have changed a lot, probably within yourself.
[43:40] Diverse teams earn the most as they take the longest time to deliberate.
[44:45] With diverse debate, deliberating longer, with ongoing feedback, we can create better AI systems.
[45:53] Bias is part of human nature, so how we can reduce asymmetry of power?
[49:00] If we wake up to the power we have and give away, what we can do with that power.
[50:08] Juliette is excited to be alive right now when we are shaping the future such as digital infrastructure, digital literacy, and digital trust.
[50:40] Historically, curators of knowledge have been our sources of truth.
[53:05] We must be able to manage all this uncertainty on the individual level as a community.
[53:45] The Four Logics framework: government, corporate, engineering, and social justice logic.
[54:35] Increasing awareness of misalignment between employees’ morals and employer brands.
[55:47] Checking on personal values, culture, and vision that enable fulfillment.
[56:33] How reducing human biases with AI leads to other biases.
[57:27] Encourage employee experimentation with AI and launch internal challenges.
RESOURCES
Kliener Powell International’s website
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