High Stakes in the High Desert: The Untold Story of Building Reset - Joshua Tree's First Hotel in 15 Years (Adam Wininger and Shannon Ching)

Josiah: You may remember at the end of 2023, I spoke with Cornell University lecturer-turned-entrepreneur and creative innovator Ben Uyeda about why he decided to step into hospitality by building Reset, a groundbreaking outdoor-focused hotel concept just minutes from Joshua Tree National Park. I highly recommend you listen to that conversation. You'll find a link in the show notes. But today, Reset is open, marking the first new hotel development in the area in over 15 years. So now I'm speaking with Ben's partners, Reset co-founder Adam Weininger and Shannon Ching from HP Investors, to uncover the untold story behind bringing this ambitious vision to life. In this episode, we dive into why outdoor hospitality is booming, yet remains challenging to execute. what Adam and Shannon learned navigating unexpected hurdles in the development process, and how their journey offers essential lessons for leadership, communication, and choosing the right partners. Let's get into it. 

[intro]

Josiah: I appreciate you both making the time to talk. I've been excited to speak with you about this. Having met Ben and speaking with him about some of the vision behind Reset at the end of '23. You know, we're recording this July of 2025. Reset has just opened. Very exciting. For listeners who are unfamiliar with it, I'll include links in the show notes so they can learn more. But Adam, I would love to hear from you first. What is your role in the project and how'd you get involved in all of this?

Adam: Yeah, I'm one of the founders. I got involved, I saw what was sort of happening in Joshua Tree in 2019, and everyone was kind of going towards the Airbnb rush. So I was kind of just thinking, what can we do that's a little bit bigger and different? And no one was really going after hotels. So I just thought there was a good opportunity. I know supply demand, hospitality side, it's hard to compete with a group of like six friends with Airbnb because it's just, it's just the price per person's too good. But when it's just you and somebody else, you know, that wants to go to the park, Airbnb, I've always found with two people, Airbnb is not a great option. You flick stop and get all the groceries and then, you know, this and that. So I was like, there's going to be a lot of small families or couples going to Joshua Tree and it really needs to be hotel supply here too.

Josiah: Amazing. We're going to talk about a lot of elements of this project, but Reset is the area's first new build in 15 some years, right? It's a five minute drive to Joshua Tree National Park. Incredible location. We'll get into that, but very high level. How would you describe Reset, Adam?

Adam: I named it after kind of what I wanted people to feel when they, when they leave the hotel. So reset can be different things for different people. I mean, it's, you know, very minimalist design, immersed in nature, all that, but really I want guests to feel. When I was traveling, I always, the places I love the most, I kind of, when I, when I left the trip, I would kind of feel that feeling of a reset and I wanted to build something that allows guests to feel that as well. So that could be a, you know, tub in the stars, or it could be hanging by the pool with some cocktails and just kind of like, I saw some people in the pool yesterday with their, you know, they were in a floaty with their head back just in the sun with the cocktail. I was like, okay, that's, they're resetting.

Josiah: I love that. Shannon, I would love to hear a little bit about your role. How did you get involved in this project?

Shannon: Sure. We came in more on the finance side. Adam and I were introduced through a common friend. And when I heard about the project, this was in 2022, so we were coming out of COVID. So there was a sea change in just in vacationing and people's focus. And, you know, we typically would stay away from ground-up development, but coming out of COVID, it kind of changed everyone's mindset. And when I was introduced to Adam, he had shared this concept, and I found it very, very interesting at the time, but was a little bit hesitant because it was ground-up in the time we were in the market. But then we actually met on site. And for me, that kind of closed the deal. I mean, to step out onto 100 acres of land with the backdrop of Josh Tree National Park and the mountains, it really resonated with me of, all right, we need to figure out how to be involved in this project. That was really the cincher. And then as we started to do more research on outdoor hospitality, which was somewhat of a new kind of institutional class of hotel and hospitality, we noticed that there was a lot of, I don't want to say private equity, and not more of the hotel operators. And so we thought also it was just a good time to be coming into somewhat of a new concept within hospitality. So it was an interesting way of how we got involved, but I think really driven by this whole, quote unquote, reset from COVID.

Josiah: I mean, looking at the photos, learning more about the project over the past 18 months, it looks incredible, right? So I think nobody who sees the photos is going to say, like, this isn't amazing. I'm interested in the business behind it, though, Shannon. Your firm, HP Investors, invests across asset classes. Some view investments in hospitality as risky. What you're describing is arguably one of the most risky elements of ground-up, doing this in California, doing this in the location you are. It feels maybe high-risk. Why do this project? It feels outside of what HP has historically done. You alluded to this a little bit, but did you see this as an interesting business opportunity, interesting investment opportunity?

Shannon: Interesting question, because my partner, who's part of the family that I work with, asked that exact question. Like I said, they had steered away from ground development because of the high-risk concept. And when I talked about the high-level concept of the location and the story, doing some deeper research just on the asset class and the sector became more compelling to them. Part of it was, as I said, the land. The fact that they're coming in with, and we're only built on 10 acres, we have 170 acres further to develop. So on a standalone basis, I basically love the hotel, but the hotel really just needed to be okay, because all that land is there for us to capitalize on. The one of the drivers that I kind of sold to my partner was the Joshua Tree National Park at the time was the ninth or 10th busiest national park in the country. So it had 3 million people. And I think originally the concept was it's because of COVID. Everyone's going to the national parks for COVID. This is anomaly. It's not gonna continue to grow. And as we did the research, you can see that the national park has actually increased in popularity for the last 15 years. So it wasn't an anomaly. It just that Joshua Tree National Park was kind of an unknown park, even though it was ninth or 10th. So you have 3 million plus people going to the park each year. And then you have another 500,000 to a million people going to the area each year. And so you have about 4 million people there. And I kind of sold, I think, to my partner and the family was that whether resets there or not, you have 3 to 4 million people going there. And there's really no options besides Airbnb's or some limited service hotels. So we are filling a void with really no competition providing a hopefully a product type which is in high demand and You know, I think also high level is you have 30 million people that live within two to three hours of Joshua National Park. And that's why it's so popular. It's a drive to location. And so you have a penetration of about 10 percent within a three hour radius. And as I mentioned, they're going there no matter what. And there's no options. So I think high level, I think that's how we really started to really get engaged into the project.

Josiah: Adam, I'd like to get your take on this because this whole notion, you alluded to this earlier on kind of why you built what you created, but just staying with this theme of community impact, if we could for a moment, you told Travel and Leisure, building a hotel is really important to you to alleviate some of the pressure on the housing stock, right? Think about what Shannon mentioned, so many people want to visit, right? I wonder if you could expand a little bit more on why it was important to you to build a hotel specifically. and provide people with access to this beautiful park?

Adam: Yeah, I mean, I think that what's happening with Airbnb and what's happened with Airbnb is You know, the biggest kind of red thumb that Airbnb has is that it's just not good for the affordable housing crisis. There's really, like, not many ways you can skin it. It's just not good. The only argument I've heard is from some friends that do a lot of ground-up development for Airbnb, where they're like, well, we're adding one-to-one, and that makes sense to me. But I remember, you know, I mean, I first got into modular because I was looking at affordable housing options. And I was like, oh, maybe modular construction is a path towards sustainable new housing supply that's, you know, not luxury. It ends up being that, you know, it's just, you know, a lot of the purported benefits of modular are offset by other things that they don't mention, like the cost of transportation, the cranes, the this, the that. So those are often left out. So, you know, I don't think that, at least right now, Modular is this, like, BLN doll plug on the affordable housing problem, or I don't really see it in the short term being a viable solution to the problem. I've still found ground-up construction to be easier and cheaper, but, or sorry, stick-built, but yeah. basically the transition we had from there was, okay, everyone's coming in at Joshua Tree, everyone's doing Airbnbs, that is terrible for the housing supply there. There needs to be more, you know, there, we don't, you know, the two options are either, and I kept hearing these arguments from people that were, you know, doing Airbnbs, they were like, well, there's no other option and the people have to stay somewhere. And I'm like, Yeah, I got it. But, you know, people could build hotels. I would further that by saying there probably needs to be more commercial land available to build these kind of things. And it's not an easy process, so you're gonna dog, stray dog it, reset. Just came wandering over.

Josiah: Might need a video clip for the socials for that. Yeah, there we go. That's amazing. But I wonder if you could just explain for our listeners, maybe that are new to the world of development construction, what modular is. Because you use modular construction for reset, right? And tell me a little bit more about kind of why you made that decision.

Adam: We're curious in the construction type. Aesthetically, it worked with what we were trying to go for. And it was supposed to be, you know, faster and less expensive. Ended up not being faster, not being less expensive. And you end up having kind of two construction sites. You have a construction site on site, obviously, with all the site work. And then you have a construction site wherever the factory is. and it doesn't make things twice as hard. It, you know, it kind of makes things like a factor harder. So it's like every little thing is an added, you know, it's an added complexity across the board, not just in one area. So an example would be, you know, the tile you use has to ship well, but then also if there's cracks in the tile on site, you have to, you know, reinstall them and then, The amount of coordination that it brought on, I don't think was worth the benefits. But it looks beautiful. It looks great.

Josiah: I think with any new project, you kind of learn as you do things, right? And I think the end state looks beautiful. I would love to kind of ask you both kind of a two-part question. One is, if you had kind of a learning through the last 18 months, that kind of stands out to you. I think as people in travel leisure and other publications, they kind of see about the consumer side of the hotel. But I almost want to like get into the story behind it, because I think what you two have pulled off here is pretty extraordinary. So I wonder if there's sort of a learning or like something that you kind of discovered around just the project in general, and you can go whatever dimension you want with that. And then maybe something you're proud of kind of working through over the past 18 months, if that makes sense. But I guess first, whoever wants to go first, Adam or Shannon, was there something that you kind of learned or discovered through this whole process? There's so many angles to it over the past 18 months that stands out to you.

Shannon: Yeah, I'll go first. I mean, I think for anything in business, when you look at any investment, you're really focused on one, the actual project and the work, two, the people you work with, and then three, it's kind of financial gain, right? That's what we're all in this for. But I think while you initially look at the investment on a financial side, one of the core principles that I always focus on is really how do I feel about the project? personally? And then also, how do I feel about my partners and my team? And hopefully focusing on those two pillars, the third will come. I, as I said, emotionally fell in love with the project. I just thought it really resonated with me from the get-go. And as I got to know Adam and Ben more over the years, I just really felt that there was some kinship between us personally. And on top of that, I really think our skill sets really separated us and really rounded us out for the team to execute. Ben being a digital creative mind, Adam coming from more of the financial background, but being super aggressive, being creative and very talented. And then I'm considered more of a financial guy. I've been in real estate for 30 years. So I thought it brought a different aspect to the team and I thought that the three of us plus my partner really balanced what I thought was a very, very talented team that could execute this vision. Falling in love with the asset and as I saw the asset and the vision kind of grow and transition to this, obviously, I think it was a true minimalist not say aspirational luxury hotel, it evolved over a three-year period. And the add-ons and the creativity, and I think the receptiveness of the team of ideas and respect was very, very helpful for the execution. I'm very proud of what we have created. There's very few things that I would, I think in hindsight, that I would add on. The things I would add on would be things that would be, I guess, maybe some things we missed on maybe the group bookings. The amount of demand for group bookings is a lot more than we expected, so that's great news. But I'm very proud of the product, and I don't necessarily think I would change it very much. So I think that's what I'm most proud of.

Josiah: It's great to hear demand on group bookings. I mean, everyone in hospitality wants this, but I've talked to a lot of folks where it's actually quite difficult to actually attract grouped demand. And so what you've built is great in that level. But I appreciate you sharing that, Shannon, because I've been talking to a lot of people working on new development projects recently. And it's actually been interesting to me because even though the development environment is challenging right now for many respects, I'm hearing kind of sometimes off the record, people saying that you can get access to capital, but the way that you, you know, your right partners matter a lot. And I was listening back to the conversation I had with Ben at the end of 23, and he was so excited to, you know, work with you and the team at HP. You know, I think he called you smart money or smart investors, you know, as compared to some other industry participants. And I, you know, hearing that from him, hearing this from you, I guess like a takeaway I'm having for this and maybe for our listeners is that your partners on these kind of projects matter a lot. It's not just can you get the capital or can you get the financing? It's like, who are you working with? Right. These are these are really in-depth working relationships. So I appreciate you sharing that.

Shannon: I would add it's even, it's probably the most important thing, right? If you're working with someone that you don't get along well with, I mean, I've done some investments where some people weren't the most honest people. So the core of any business and obviously for ground-up development is really having the right partner that shares the same vision and that is open to new ideas too, right? Not everyone has the answer and if you're wrong, you need to be open to other people's ideas and as a respectful way to execute. That's been, I think, our backbone of hopefully our success and knock on wood, we're open and hopefully the financials will come next.

Josiah: Amazing. Adam, I want to come back to some of your learnings over the past 18 months, but I want to stay with this for a moment because I think it's so important. You have a background in finance too. I guess, how did you kind of vet Shannon and the team at HP, get to know them, know that this would be a good partnership? Can you speak to that process a little bit?

Adam: Yeah. I think the vetting process was, you know, we got lunch, we met on site, we started chatting a lot. I mean, before we signed a deal, we were kind of talking to each other for, I think, over a year. And yeah, I mean, they were obviously competent, you know, had experience on other deals. And like Shannon was kind of saying, I think the, you know, that kind of X factor, most important thing you look for is I just think they're good people in general and good people to work with. But they're, you know, just you get that feeling that someone's just a good person and that's who you want to work with because you just can't, Like when you're signing a deal with somebody, you just can't plan for everything in the future. And you need to know that you can trust them. And if you trust them, it's, things are much easier. And, you know, if they have an opportunity to get a quick one on you, they don't. And you don't have to, you know, you can kind of, everyone can kind of put their swords down and just, just kind of like work together towards, towards the common goal. Instead of, you know, like Shannon was saying, like you have some partners that try to change things on you after or back out or this and that.

Josiah: I think it's a really important piece. I was talking to a developer yesterday that was talking about the risk that is associated with development and having these trusted relationships allows you to move faster. And I think what you're just describing of putting your swords down, there are so many other elements just in real estate and development in general. And then you think about hospitality and all the experiential elements and the collaborations the guest experience that you're creating, there's a lot to focus on. If you're distracted by an unproductive working relationship, it's not good for anybody. But I wonder, Adam, if we can come back to, as you think back over the past 18 months leading up to launch, there's so many elements of this project. What are some of the learnings that you had building it and that you're proud of now that you're open?

Adam: Yeah, the learnings that I've had I, I just think it's, it's especially with development. It's just, it's just not as easy as you think it's going to be. Right. So it's like, and I think that's probably the entrepreneur mindset as you go in being like, Oh, this is easy. Knock this out. No problem. We'll do it. And you just, just kind of realize that it's a, it's a slug. It's like a, it's, it's a marathon. It's like, it starts to hurt. But the, yeah, it speaks to more why you want really good partners with you to commiserate when things are low and celebrate when things are high. But the biggest kind of thing that I've learned, I would say, is like, I went into it being like, and I think Shannon's probably felt similar with this. Where I would go in being like, okay, I'm the finance guy, right? Or this is my background. I'm going to stay in my lane. I'm going to get the experts on to do this. I'm going to get experts on to do that. And then you, I think over the course of the project, you start to kind of trust yourself more where you're like, wait, that gut feeling I had ended up being right. And then I didn't, you know, I didn't say anything or like, I didn't trust my gut there. And you start to just see that more and more over the course of the project. And I think that's where, at least for me, I started to really build confidence where I was like, you know what, like, I'm not, you know, the construction guy. I don't have a background in this, but, but I can talk to the subcontractors, right? Like I speak Spanish. There's a point where I would be like, okay, well now I've talked to all the, not only subcontractors, but the guys actually doing the work, right? And I'm like, we're friends and we're hanging out. So I'll talk to the GC or something, I'll be like, well, those guys told me something different. I'm like, the guys doing the work are saying something else. And I was like, wait, I got this. I understand what they're doing. I understand how that's going to work and how long that's going to take. And it's not complicated. And from a design standpoint too, I could start to look at things and say, wait, that's not going to look good. Or that will look really good. Or we should talk to this person. And I think the biggest area where I started to get confidence is in price. I'm like, okay, whoa, that feels high. Where before it'd be like 30 grand, I don't know if that's high or low, we got two quotes, okay, cool, check the box, move on. Now I'll be like, wait, let me talk to the guy who did our stucco and see if he can go and do this. Maybe he knows how to build this instead and I'll get a quote from him. I think I've gotten a lot more confidence in my ability to trust my gut on construction items, on design items, and the ability to marry the two and just say, how can we get the best design product both in terms of look and quality? for the least expensive price at the best, you know, the best sort of schedule, things like that. And I think that comes with trusting yourself and, you know, getting confidence in your gut.

Josiah: I love it. What you're sharing there I think is broadly applicable to all of our listeners because if you're working on property somewhere, if you're a corporate executive, you know, overseeing a bunch of hotels, what you've just shared is, it's clear it's been useful in your context, but having a lot of conversations with everybody working across everything you're doing, it just keeps you really dialed in as a leader to what's actually going on and it's not this game of telephone of this person tells that person that tells that person and then, you know, You have to stay really connected to the front lines of what's going on is the takeaway I have, you know, kind of hearing you talk about this. I think also there's this opportunity to question some assumptions. I think as a first time hotelier, I think there's an interesting perspective you can bring as well around, do we need to do things this way? And I remember talking to Ben when we recorded about coffee and it's very timely for me because I'm staying in a hotel right now and I had to do this big trek to go to a decent coffee shop. tell

Adam: like remembering that you're, you're, you're a guest too. Right. And, and if you make something that's, that's really good for yourself and really honest to what you actually think is good, not, this is what I think guests will like. Right. That, like, I think the, this is what I think guests will like is how you end up with like the neon signs that get kind of, uh, you know, the fad that, that passes and this and that. But if you're like, wait, I really like an outdoor tub under the stars, right? So saying, I really think we need that. Like, I think that that's the experience that will really resonate with other people. So yeah, I think it kind of ties into what I was saying before, for sure, because it's a lot of the guest experience. You have to trust your gut. And a lot of that comes from knowing what you really like. Like Josiah, you, you know, if you're building a hotel, you'd be like, I do really want to make sure that someone doesn't have to get in their car or take an Uber 15 minutes or, you know, DoorDash coffee, because the coffee here sucks. So it's just being like, I do think this is important. And then doing it, right? So it's like, trusting your gut comes down to like really like feeling what you feel and knowing what you actually feel.

Josiah: I'm being perceptive. Right. Yeah. I love that. Shannon. Yeah.

Shannon: Yeah. I was going to add to that. I think that when we, the original vision was a more minimalist design, which also meant minimalist kind of, I'm going to say staffing, which I'm going to say on the finance side, we liked high margin, low staffing. I think that the luxury hotels are beautiful and I like to go there, but From an investment, that's a high price point, right? You have a sit down restaurant that no one's there. You're paying for staffing. You have a wellness and spa and masseuse on salary not being used. You have gym, you have trainers. So we originally went with a more minimalist profile, which is kind of outdoor hospitality category with a high margin business. And I think that over the last few months, six months, we talked about really the hospitality concept of if I'm there, what do I really need and what I really want? And so we've expanded our offerings on site to the extent of, you know, a full bar with full cocktail menus. We talked about some craft cocktails, some custom bespoke cocktails. We wanted to expand that profile with the kitchen. We also were changing the menu. You know, I think that we had our soft opening. The comments were, I want to come here to your hotel reset and just sit here and not leave. I see this as a desert oasis where I will sit here at the pool and order cocktails and food, and I don't like the idea that I have to go anywhere. And that was really nice to hear that our vision was being embraced, that people really saw this as a destination where they didn't want to leave. So we kind of are trying to evolve with the, I think, initial feedback of we need to have more offerings. because people don't want to leave. And I think initially it was minimal staff. You can go off site for some additional meals and then come back. And the feedback has been, we don't want to leave. So that is a great commentary from our original guests.

Adam: And it doesn't want to leave to eat and drink. I want to sit and just hang out. But the guests typically, yeah, because they're at the park all day. And then they come back and they don't want to get back. They just showered. And like, they want to hang out at the pool. They want to just eat and drink there. Because we're not like a resort. We're, like, we're not the main attraction. The park still is. So we don't have to build out, like, tons of amenities. But, you know, like Shannon's saying, it's, when you come back from the park, like, you don't want to have to get back in your car. You kind of want to just feel like you're back in your home and you can relax.

Shannon: Yeah, and I would add, what I also, you know, going to the Joshua Tree area is that if you would go there, you would go to an Airbnb with your four friends and hang out with them solely, which is great. But however, Reset gives you a social aspect. You will meet other people, right? I think that's all we really, that's really one of the focus points of going out and experiencing life, traveling. It's being with your friends, but also having that social game with someone new. And I think that's what the hotel really offers, you know, the resort style pool that has that area for to meet new people. We have our courtyards and fire pits to have a social engagement. So it's the I'm going to say somewhat unknown of meeting someone interesting to interact with.

Josiah: That's great. There's so many elements of that I love. I think to the point of eating and drinking more on property, from a financial performance investment perspective, that's great to drive that additional revenue. But what's behind is a great guest experience. And I think that is That's really exciting. I think as we close here, I would love to hear a little bit more of both your thoughts on this whole notion of you're so on the leading edge here of experiential hospitality. Shannon, you alluded to this early in our conversation around kind of through the pandemic, seeing the rise of outdoor travel. I know the space has been hot for a few years, but it's still relatively new. You just opened this property, and I imagine even over the last 18 months, you're seeing things in terms of what travelers want now. that you are able to cater to and offer. And I wonder if, I'd love to hear both of your thoughts on that. What else are you seeing and hearing from travelers today that you're excited by and are able to meet with Reset?

Shannon: Sure. From my perspective, as I mentioned, in the last 10 years, there's been this experiential kind of movement. Obviously, COVID expedited that. But for the outdoor hospitality, There's been a lot more institutional private equity that has been traveling in the sector. Only in the last year to two years, you've seen the national brands come into the sector. So from our vantage point, it was somewhat of an unproven sector that was interesting to capital. And then only in the last couple of years where it's been somewhat de-risked, been a proven kind of category within hospitality, that you've seen the national brands come into the sector. And I'd say specifically Hilton is aligned with AutoCamp, Under Canvas is aligned with Pyatt, and so other brands now are moving in. So from our ideas, we were kind of early movers. It's been getting de-risked now that, I'm going to say, lower cost of capital is coming into the sector. So I think that's interesting. I also would say that the outdoor hospitality experiential really originated with, I'm going to say, camping and then evolved to glamping. And then now is this outdoor hospitality. So it's become this elevated experience. And some degree for me, I camp once every 10 or 15 years. Glamping, I'll do once every five years with some friends. So this kind of elevated experience is kind of what I want. I want running water. I want structures. I'd love a resort style pool. So this kind of, I think, really caters to this kind of elevated experience, which I think is what people are looking for. the extremeness of the camping versus luxury. This is kind of the aspirational, which has kind of the best of both worlds. So I think while this is a niche, I think this is where the demand has been going. And I think our product is very, very unique where it really has those type of onsite amenities, but also it also has the engagement into traditional nature, right? I think our minimalist design was really made to engage nature. It really isn't supposed to take away. It's supposed to be kind of acquiesce in a very kind of mild manner that it blends in with its surrounding. And you can see that in the design, in the color choices. We really didn't want to take away from nature. And so hopefully when you come on site, you'll see that really the showstopper is walking up and seeing the mountains in the background, which is Joshua National Park, right? That's the takeaway. And then as you explore the hotel, you'll see some of the thoughtful designs that we made. And I think what I think is our biggest differentiator is that we have individual private patios for every unit. So 65 keys, 65 private patios. And for the suites, which are 300 square feet, there's 500 square feet of outdoor patio. So you have 800 square feet of private space, indoor and outdoor, in which case that's kind of the size of a small apartment. For the standard units, it's 160 square feet and 300 square feet of outdoor patio. So you have, you know, roughly 500 square feet of indoor outdoor space. And the thought is that the outdoor patio is your outdoor living room. So you have a 500-square-foot outdoor living room and a 300-square-foot indoor bedroom, bathroom, study, et cetera. And so it's really utilized as an indoor-outdoor space. And so I think that is very unique in our sector. And I hope that when guests come here, they're going to see that unique experience.

Josiah: I love it. Adam, I'd love to get your take. Kind of what are you seeing and hearing in the world of experiential hospitality that is resonating with your guests and you're excited to provide?

Adam: I love the concept of glamping. I think it makes a lot of sense. We're definitely, you know, in the outdoor hospitality space, I think there's, everyone wants to be experiential and that's really, you know, people are out there not to stay in their room or, you know, take a work call. They're out there to experience the outdoors, right? So everyone's experiential. There's glamping offerings and then there's boutique hotel offerings. And that's sort of the sliding scale, right? You have experiential offerings that are very much like basically camping, you know, where it's like literally they give you a campsite and maybe you have a bathroom, whatever. Then there's hotels, which are like, this is a complete just boutique hotel. So, we try to be in the middle, but I would say we're more on the boutique hotel side than the glamping side, by a long shot. And that's where I really think that the market is sort of lacking. Where there's not enough boutique hotels that give you that that feeling that you kind of see it. I'm on Gary of like you're in a room It's air-conditioned. This is like an actual Hotel room, but you're on your private patio overlooking the mountains. There's desert stillness. You're taking a bath under the stars and So providing those kind of experiences that people typically only get with glamping in a more of a boutique hotel setting is I think where the big, that's what I'm seeing in the market right now, that's where I'm seeing the big gap is. So there's, and that's what I kind of think the future of Reset could be is, you know, it's not going to be like these glamping offerings that you see kind of popping up all over the place, which I actually really like. But it's going to be, what's a good way to offer experiential hospitality with comfort? And I mean, the three kind of tenets that we try to always think about in our design is nature, privacy, comfort. And then the fourth one is like a little bit of sexiness. So you got to like throw that into. But really giving people the kind of Venn diagram of those things is what's valuable and what's really, really rare. And that's what we kind of focused on here is how can we give people that feeling of being outdoors, but also, you know, they can have all the creature comforts of a hotel room.

Josiah: I love it. What you have built is extraordinary. I'll include links in the show notes for people who want to learn more about Reset Hotel, some of the press commentary on this. Thank you both for taking the time to share the story behind this incredible property.

Adam: Awesome. Thanks so much.