The Experience Strategy Podcast: Making Smarter Homes With Experience Insights

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Our homes are getting smarter! The more technology understands our unique needs and modes, the more it can make our lives easier and more meaningful. Today we are joined by Tanseela Molani, the Senior Manager of Experience Research at the Chamberlain Group, to discuss how experience insights are shaping the future of smart home technology. 

Voiceover: [00:00:00] This is the experience strategy podcast, where we look at the best and the worst customer experiences and ask what were they thinking? And now here are your hosts experience, nerds, Dave Norton and Aransas. Savis

Aransas: welcome to the experience strategy podcast. I'm Miranda Savis. And day today, we have the fun task of digging into how companies can use deep experience insights into the needs, the fears, the worries, the expectations of customers to help them design.

Really truly smart technology to help us uncover these insights that we will be joined by Tennessee Lynn Malani of the Chamberlain group 10 Sila prior to Chamberlain grip, 10 Sila was at United airlines and Motorola mobility, [00:01:00] and has really spent her career uncovering powerful game changer. Insights for these companies.

10 Cielo. Welcome. Thank you so much for being here.

Tanseela: Thank you for having me. I'm super excited.

Aransas: So to kick things off, just tell us a little bit about what

Tanseela: sure. So I am the senior manager of experienced research at the Chamberlain group. Uh, so really what that means is that I uncover motivations and needs that drives a customer's activity.

So these. Uh, then become the foundation for building products, service, and experience roadmaps with a focus on delivering solutions that are actually consequential to the end user. So there, by creating more meaningful connection between the user and the product of the service and. Thereby also Chamberlain group as a company.

Aransas: I love that idea of creating truly meaningful [00:02:00] responses. Tell us for a second about what Chamberlain group does just to set the context.

Tanseela: Yeah. So Chamberlain group is a access company. Um, our. Sort of consumer claim to fame is a garage door opener. So if a SIF, but he has a LiftMaster or a Chamberlain garage door opener, that's us.

However, we also do commercial products, um, gate openers, uh, you know, the big giant commercial warehouse doors, but we are also becoming, you know, like I said, an access company, uh, going beyond the garage. Yeah, beyond the gate. Um, and so we're looking at other meaningful ways to create access to different either parts of the home, if it's residential or commercial properties, warehouse properties,

Dave: you know, that's interesting word that you're using there, an access company.

So what does it mean to be, I mean, that's almost. The, uh, when I hear you say that, it's almost like you're describing the big job that you want to get [00:03:00] done, uh, for your customers. What does access entail?

Tanseela: So that's a great question. And we actually did a really large study a few years ago, uh, when we were making this pivot, uh, because people don't say, oh, I want access to you.

Don't love, love LA. They talk about really crossing threshold. Um, and what was interesting is that threshold can be physical, which is usually what we're talking about, you know, passing through doorways or, you know, going from one room to another. Uh, but what was also really interesting is that there are mental threats.

Sometimes, um, you do, as you think about when we used to commute, we used to drive home from work and there would be a time among, along that commute, where you would shift from work to the. Home. And you're thinking about home-life instead of work-life and that's kind of, uh, our participants said that that's, that was [00:04:00] an access point and a threshold that they're crossing as well.

So we're really talking about crossing thresholds and that's what access

Aransas: means to us. Dave, I'm really glad you asked that question because I was like, Access company is some fancy business term I haven't heard. So it really is. It's very specific to transition points and how we access one mode, one moment, one technology and what that looks and entailed.

Tanseela: Yeah. I liked that word transition point.

Aransas: Refreeze. I love that. Thank you. That, that, that really helps me.

So what role does smart technology play at Chamberlain grid?

Tanseela: So in the research that we've done over the last few years, uh, we've really discovered one basically. Proponent, I would [00:05:00] say in that is that smart technology is about knowledge. Um, people just, they want knowledge. They want to know what's going on around them.

How has it affected their life, what they can do with it. So it's not just knowledge for knowledge sake though. Um, I would say that it's really knowledge to get them through their day. And the other part of that knowledge is that. The fluidity of that knowledge and the fluidity of their day and their behaviors becomes equally important.

So your needs and motivations change throughout the days throughout the day, and the products and services should reflect those changes. So what you need a apprenticeship in the morning, it may or may not be what you need for it to do later in the day, um, which when you are leaving that. What you want in a product or service might be very different from when you come home then after a really long day.

So I would have to say that the smart technology in the home is really understanding the [00:06:00] why that lies beneath that action and that a desired outcome.

Dave: I love that. I love that idea of fluidity. I hadn't thought about it. I hadn't used that term fluidity before. I mean, w you know, um, 10 Sila that, uh, we spend a lot of time talking about modes, the different modes that you get into and how consumers talk about their, um, their lives.

And. Oh, I'm I'm in yoga mode or, or they might not say yoga mode, but they, but they're doing yoga. They're in a particular mode and then they're doing something else in there. And this idea that you're creating or understanding for your organization of fluidity, I think is very, very powerful and very different from the way that other, um, people tend to approach smart technologies.

I love that.

Tanseela: Yeah. And I think that the, [00:07:00] the work that, uh, your team has also done it just sort of confirmed that, that the, there, you're not the same person at eight in the morning that you might be at noon or you might be at four in the afternoon in your w you know, what you're thinking about and what you need is different.

And, uh, I think that that's where technology really needs to. We grow in a sense that, and it can't just be that one thing all the time, which is, I think what we've seen in the past.

Dave: Can you talk a little bit about, um, the relationship between this idea of fluidity and convenience or security, some of the, the things that people talk about on a regular basis?

Tanseela: Yeah. So that's the other interesting thing we've learned is that. Convenience and security are really two sides of the same coin. Uh, and they're, they're tempered by trust and context. So you have convenience, you have security, then you have trust and you have context. [00:08:00] And what that comes down to is that how trust.

Is the role that trust plays in that scenario or in that moment will almost kind of dictate, is this a convenience issue or is this a security issue? Maybe not issue, but scenario. Uh, so it, that the trust and the relationship of those involved in that scenario, if it's high. Then it's really about convenience if it's a low trust and it's about security.

Um, and so then, and then of course you had context onto that news as a functional context. Is this an emotional context? So the other challenge. For the fluidity or the, you know, changing to what we need is also understanding that you have to understand the trust and the context, and then how that plays out in terms of convenience and security.

So it's, it's a, it's a big challenge, but an exciting.

Dave: I love that. I love [00:09:00] what you're describing there. You know, context is so important. And when I think about smart technology, when I think about all of the things that we have, that are connected in our homes, Um, and helping us, uh, to get through our day.

I think that idea of context is very, very important, what we have to do with, with all of these integrated smart technologies. And I know you guys have done a great job of integrating your technologies with, with other companies. Technologies is really support the individual, um, based on their context, is that kinda what you're describing?

Tanseela: Yes. Yes. So, um, again, like, you know, if we wanted to, for example, if we talk about in garage delivery, that's a very specific scenario. It's a very specific context. Um, and what we learned was that truck. [00:10:00] Becomes a huge factor in that scenario. And then it becomes because they have to trust or not trust the delivery driver who's coming into their garage, which is still part of their home.

And so the trust is low that makes security high. Um, it's almost like levers that get pulled. Um, so this is again where, uh, W w we learned that there are things that what we call sort of quote unquote, what must be true for in garage delivery to work. So when we first proposed the concept, customers like no straight up, no, I'm not having strangers in my home, uh, into my garage.

Um, but as we sort of pivoted the question and said, well, what is it has to be true. We learned that in order to temper those security concerns, we would have to. Provide the knowledge of the who who's competed. So that was the challenge for the consumer. Who's coming to this space. I don't know that night again, [00:11:00] flex on that trust factor.

So once we can show them in a way who via cameras, the trust level kind of grows and now it becomes a convenience factor. So that's kind of one example of how trust and convenience and the context can kind of play all together.

Aransas: I love that example. And I was just looking at Amazon service around this, this week and how they've set that up.

And I have to admit, I, I went through the exact same journey as these research participants. You're talking about my mother proposed the idea, which of course, you know, always sends up one's defenses.

And then I started to look at, to it. I was so impressed by the ways in which they responded to my initial fears and lack of trust in a really direct way. And really quickly over came [00:12:00] my distrust with a promise of convenience and ease. And yeah, I, I'm pretty excited to sign up for it and, um, it, I would not have done it.

Had they not directly address the fear for me and had they not proven to me in a way that I felt was credible, that, that I could have my cake and eat it too well, or I could have my delivery and,

Tanseela: and time to, yeah. Yeah. You're going to have to let me know how it goes then,

Dave: uh, that that's, that's super excited and that kind of led to.

To a place where instead of just being about in garage, uh, opening and shutting, you started really focusing on the camera. Can you, can you talk a little bit more about the camera and what that's done for you? [00:13:00]

Tanseela: Yes. So they camera provides that knowledge piece, right? That we had talked about earlier where it's.

Knowledge again, not just for knowledge sake, but why do I need that knowledge? And in the garage and for delivery in particular, the garage tells me the, who I can watch what's happening. I can see who it is. I may not know their name, or I may not know exactly, but I can see they came from Amazon or I can see that.

You know, just put it dropping a package, they're closing it. Everything is sort of, uh, on the up and up and, and, and meeting expectations. So the garage is that, I'm sorry. The camera is though the eye is in the garage when I'm not there. Uh, so I, it really became important in terms of developing the knowledge and, and, and sharing that knowledge with the customer at the end of the day.

And then to your point around ANSYS, just, you know, alleviating that fear.

Dave: Okay. Are [00:14:00] there any other products or solutions that you've created based on that insight? Yeah. What you learned about knowledge? Another

Tanseela: example? I have actually a dessert. It's not, they can't, well, we do have part, part of the product is, does have a camera involved in it.

Um, but this product is a, um, pet door that we actually share showed at CES. Um, Two years ago now, uh, as a concept, and this is another example of how really understanding the user can drive that end product. So early stages of the product development. We learned that pet owners, uh, They have considerable guilt about leaving their pets for extended period of time.

So this is pre 2020, of course. Um, so they have guilt. They're leaving their pets at home. Um, they have to, you know, they take them out for walks in the morning and then they leave them all day and they take them out again when they get home. Um, But there are also [00:15:00] the other side of the guilt is that they're kind of inconvenienced by the routines.

So, you know, for some pet owners it's, well, I have to, even on the weekends, I might be home, but if I go out to let's say my child's softball game, that takes all afternoon, I have to get home right away. Or maybe I leave halfway if they've gone into overtime or extra innings, you know? So there's, there's a.

Inconvenience there too. So we created something that was automated. It was smart. So it has a technology in there that lets you. Uh, that it operates only for your pet. There's a camera. So you can actually see is that my pet coming and going, uh, in the research we learned again, that people want to know, is it just my pet coming and going, or is my pet bringing.

A friend unexpectedly

already having friends over when they should into, you know, things like,

Aransas: um, drunken party

Tanseela: dogs,[00:16:00]

but there was a real concern, you know, some folks live in more wooded areas, they have raccoons or, you know, maybe 20 squirrels. Is that going to get in? So yeah, the camera played a part in that, along with other technologies. So that. Uh, the homeowner can be assured that it's only their pet, their pet is happy and content they're not inconvenience.

You still have something that's convenient and controllable by you as homeowner again, solving the challenge of knowledge insecurity.

Dave: I love that. That's awesome. And how was it received ads? CES, uh, what was the response that you got from the pet door?

Tanseela: I'm really good. At fact, I do believe we won, uh, an innovation award that year.

Uh, yeah. Yeah. So we it's it's it's out there. You know, anybody can have, look@my.com, the pet doors on there. You could just have a look, see, and. CDO [00:17:00] just again, is access, right? We are trying to push the envelope around access. This is pet access, but it's still access. And we talked about a different kind of threshold.

So this is just one of the examples of how, uh, the company Chamberlain group is really trying to push that envelope of access.

Aransas: In my mind know that I'm receiving that as an award for all companies that do primary research around jobs to be done design their products. But those in mind, it really is.

It's just another proof point of the difference. Understanding our consumers, their contexts, their needs, their fears, their worries can have on the success of whatever we're building.

Tanseela: Yeah. You know,

Dave: one of the things that is running through my mind as I'm listening to this as first of all, it's amazing that a garage door opening company is going on this journey before getting to know you.

I had no idea. Uh, who Chamberlain was or [00:18:00] what Chamberlain was all about, but I was up the opinion that this was just some kind of product that you bought maybe once every 15 years. And there was a little involvement having gotten to know. And what you guys are doing. I'm just really impressed with, uh, your focus on smart home technologies.

What you're trying to do. The thought that occurs to me as I think about this is if someone has a camera in their garage, they have a camera, maybe in their home, they have a camera or they have a pet door that only lets in their pats, uh, which is fantastic. I love that idea. What we've learned from past research is that these smart technologies soon begin to become, have higher and higher expectations of them that the consumer expects the pet door to do even more at certain [00:19:00] points.

Uh, and I'm not exactly sure what the discipline. Pet door could do, but maybe it communicates to the garage or maybe it communicates in other ways, but there's kind of this ongoing multiple jobs to be done that consumers find once they realize that, oh, there's data that's associated with this particular device and there's data that's associated with this device.

Um, maybe if I brought those two things together, I could do even more. Uh, along that line, have you thought about that particular piece, the expectations, the ongoing expectations for smarter and smarter and maybe even genius, uh, types of experiences?

Tanseela: Yes. I think that. Consumers and people in general are pretty savvy and you're right.

They get used to a product to the capabilities of the product and they want more and more. And what I often find, you know, my [00:20:00] discovery research is that the low hanging fruit is not terribly exciting, hence low-hanging right. But what's more exciting is the promise of the future. So the pet door is a good example.

Uh, you know, yes, the convenience factor is there. And with the camera, you could, you have the knowledge factor and the security factor in the, uh, sort of blue sky thinking concept. We had things like, uh, perhaps the data of coming and going, uh, can be sent to your. So they can see how much fresh air they get or how often they're going to relieve themselves, or, you know, that's, that's above and beyond access that's above and beyond, uh, just coming and going.

But there's that it feeds a higher purpose of, um, wellbeing of my pet. That

Dave: is exactly. Yeah. That's exactly what I'm talking about now. I'm thinking about [00:21:00] like the ring doorbells, Amazon. And then they added on the security, security aspect of it, where they networked the neighborhood and, um, created a security element so that they can contact the police.

If anything goes wrong, who would have thought that a doorbell of all things would be a security camera? That's basically what's happened. Um, it's that it's that ability to continue to evolve, to get more an integrated, to use the data, to solve additional problems that I think, uh, is very strategic and often leads to additional revenue streams for the organization.

I'm glad you guys are thinking about those types of things.

Tanseela: Yeah. And I think that that's really where the exciting, uh, uh, excitement is, uh, [00:22:00] not only just for Chamberlain, but for myself too. I think that that's really the more interesting, uh, piece of the puzzle to solve. How do we make our products and our services, um, more valuable to the consumer.

Um, and I, and you did bring up wellbeing. And I, I, I liked that because. Um, you know, just personally being interested in wellbeing and not wanting to make products, just to have another product, I'm always looking for ways to, for products to be something more. Um, and I would actually love to hear what you and, um, Aransas have to say about, you know, micro wellness, moments and services.

So even for access, how can we, what do you think? How could we create a deeper connection with micro-moments?

Dave: Yeah. So this idea of micro-moments was really popularized by Google. Um, Google really understood that people were doing things like [00:23:00] shopping in these micro moments. Uh, they're kind of breaking it up in between different things.

Micro-moments are really interesting to study and to understand, but I think that there is, and we've kind of talked about this a little bit. Greater opportunity to think about the consumer in terms of modes. And so wellbeing. For example, if I'm in. A mode where I want to be about wellbeing. Um, there's some real opportunities there, things that are ANSYS is talked about on a regular basis.

Like how do you motivate people to be in a particular mode, a positive mode, move them out of a negative mode. Uh you're you're absolutely right about. Uh, saying that the person in the morning who's waking up is not the same person who's coming home from work. But part of the reason for that is because [00:24:00] waking up is a mode that you get into.

And so if there's a way to support them, like my wife is not a morning person, typically she does not like getting up in the morning. I'm I get up and I can kind of get on my way, but we have two totally different modes when it comes to getting up in the morning. If you can support the consumers' well-being in the mode that they're in.

Wow. Talk about intimacy, talked about being, Louid talk about being able to really connect in with the customer in a powerful way. Um, and the interesting thing for you as a technology creator, uh, company, is that. The language of modes should fit perfectly with what? The types of products like, uh, you know, what kind of modes are we going to support with the pet door?

What kind of modes are we going to support with the garage? I think it makes complete sense [00:25:00] for you to be thinking about these modes.

Aransas: Yeah, I think along with the modes and this idea of micro-moments, there is a really interesting space for triggering habit attachment or habit stacking. And this idea that if we have one well-formed behavior that has become habitual, that we can sort of layer others on top of it.

And, and to Dave's point about meaningful motivation. Most often, not about motivating people to do big, giant, expansive pervasive tasks, but rather teeny tiny little things over and over again. And then stacking those sort of on top of one another until there is a powerful routine built for someone. And that to me feels like a really interesting place for you all to play, especially because you're working with.

Moments that are highly motivated. [00:26:00] So people's morning commute. I imagine certainly before COVID, but I think even now are probably super habitual and highly motivated, right? Like I'm going to get out the door at 7 45. Otherwise I have to deal with the kids' school calling and I have to deal with my boss complaining and I have to be late for the meat.

Right. So this it's in a highly motivated state and it's highly routinized because we do it five days a week. Right. And so. Motivated routinized moments are. Just about the most powerful assets that a behavioralist can play with. And so to start to think about ways you can stack other moments on top of it and create triggered reminders to help people attach perhaps wellness behaviors.

Along with those. I mean, I have so many silly [00:27:00] examples of this in my life before I get into the shower each day, because I have. Good plantar fasciitis, like every other old lady runner. And, um, I have a little ledge on my shower and so. I shower every day. I've been practicing that routine for my entire life pretty much.

So it's well embedded, highly motivated because I don't want to stink all day. Um, and I feel much cleaner, right? So it's got both positive and negative and, um, inspiration behind it. But as I get into my shower, this highly structured routine. I leaned my heels off the ledge of the shower and I do 30 little heel lifts.

Well, to add 30 heel lifts to my life arbitrary. Research at my own personal experience shows that wouldn't have happened. Right. I would have been an idea. It wouldn't have been a practice. It wouldn't have been a fixture [00:28:00] in my life. And my plantar fasciitis would just would've gotten worse because I wasn't doing the exercises.

So by attaching it to the habit of getting in the shower and. Intercepting an existing behavior. I formed the habit pretty quickly and I've been really consistent about it for months now. And now I'm at the point where it would feel weird not to do it. So, I mean, yeah, it doesn't sound like Chamberlain's doing anything in the shower space, but they're coming and going through a doorway.

Whether there's a threshold or a human, right. Those thresholds that your, your tackling are well embedded and right. For habit attachment. I

Tanseela: absolutely. Yeah, that is, that's a great concept. I love that idea. I hadn't really thought of it like that to. [00:29:00] Think about the habits that are already there. And then how might we actually attach another micro behavior to that to make it.

And what did you call it? Stalking behaviors, stacking habit stacking. I love it. That's awesome.

Dave: Um, this idea of thresholds, of course, thresholds building on, on the idea that Aransas has provided, uh, thresholds have been associated with ceremony and ritual for years. There's religious thresholds. There's all kinds.

When you think about access, I love this idea that. Uh, you can somehow connect something that's associated with your wellbeing with entering into a new space. Um, yeah,

Aransas: especially when you think about the mode transition. Right? So if I'm going from boss lady mode to mom mode, Is it as simple as a triggered reminder [00:30:00] to take 10 deep breaths and set an intention for my evening, with my family or for my work in the morning.

Right. And, and some of those things. The evidence and the research that's been done. I mean, there are multiple randomized clinical trials that have been run to validate the impact of a few deep breaths at a moment of threshold. And so to, to leverage some of that existing research to, to, to validate the work could be really.

Interesting to target.

Tanseela: That's that's another great idea. I, I, what I love about that also is that you're taking kind of, to almost disparate sounding, um, themes, you know, like access and wellness, and you're bringing them together in a way that could be super interesting. And at the end of the day, perhaps more meetings.

For, for [00:31:00] our consumers. I don't want to call the consumers for, I I for, I don't know. What's another nicer way of saying consumers, people and just people.

Aransas: Yeah. I mean, that's what I like about it too, is this idea of bringing meaning into something that is historically just been function. And tactical and it's like, it either works or it doesn't.

And that's the differentiation, right? Does, is it functional? And you have the potential to. Wildly differentiate yourself by bringing meaning into the equation for your Europe people.

Dave: You know, if the thought just occurred to me that, um, you know, we've been talking about smart technology so much, um, but, but there's a tactile component to, um, closing the garage door.

I mean, the way you slap the, um, button is really kind of [00:32:00] interesting. Um, it's. You know, there's a commitment that you're making to opening the garage door. Right. And I'm wondering about that particular micro moment, um, or that particular activity. And if there's not a way to associate it with celebration with wellness or customization, allow people to pick, uh, the way that their garage door opener looks or something along that line decals.

There's a lot of different things that I just wonder. If they couldn't make that very analog dated experience into something that's a little bit more powerful.

Tanseela: That's an interesting question.

Aransas: I will, I am feeling a lot more excited about garage doors and pet doors after this conversation. It's not [00:33:00] something I spend a lot of time thinking about and, um, I've never purchased one, in fact.

So I don't even know what that purchase journey is like to Dave's point. It's something that I have historically thought of. You use until death do us part and it comes with the house or if you're building that right, like this was a very rare decision. But to build in these differentiators in the emotional connections, feels like a whole other world of opportunity.

So as we start to wrap up our conversation here, do you have any other questions for us?

Tanseela: I would. I would like to know how do you even measure? So at the end of the day, you know, uh, we have to have some kind of return on investment for creating these services and products. And how can I measure some of these, you know, that they [00:34:00] seem almost, you know, like, let's say we decided to say, we're going to celebrate crossing the threshold from home, from the garage to home.

Like in some way, how can I measure that? Sort of, it's almost like an intrinsic feeling. How do I say to my senior leadership? Hey, this is the, the return on investment is going to be great and it's measurable and it's meaningful. How do I do that?

Dave: Well, to say upfront that the return on investment is going to be meaningful.

You're not going to be able to measure that per se, because you're having to tell them upfront what you can do, and I'm sure you do. It is as a part of your pilot program, you can do, um, testing, uh, to, um, see how people are responding. And, uh, what the uptake is. We have a process. We call first indicators, which we use [00:35:00] on a regular basis to try to evaluate and project what the likelihood of uptake is.

The next thing to keep in mind is you don't have. All of these innovations all at the same time. So you incrementally add where you can add now that you're not just a hardware company, you're a software company as well. Um, there's the opportunity to. It had elements along the way. Um, and so, uh, that, that, that really shifts the mindset of the organization.

You need to be able to update things. You need things can't stay the same over the long term, otherwise, uh, People are going to replace your product with something that will give them feedback. And if they're, if they're getting feedback, then your getting feedback right as well. So you're seeing usage associated [00:36:00] with these technologies.

And that's fantastic. Uh, in some of our other podcasts, we've talked about the importance of time well spent. And some of the work that we're doing right now is around, uh, how to measure time, well spent, how to think about it and so forth. So there are measurement techniques, but those are some of the key things that I think you want to keep in mind.

Aransas: Yeah, I think to returning to your primary research and looking at the felt shifts that people were hoping for and measuring those pre-post. If people are looking for greater, a greater sense of trust and safety, They can tell you if they're feeling a greater sense of trust and safety. And so, so often I've used pre post felt sense research to help me understand if the needs to be met, were getting addressed by the product or service and the experience.

Dave: Absolutely. You should research [00:37:00] should be an ongoing. Part of what you're doing with these experiences, because these, these experiences are growing and evolving over time. And so you should be tracking as a part of your research.

Aransas: Totally agree. All right. 10 lesson. So as you know, this podcast is for experienced strategist.

Some of them are researchers, some of them are experienced designers. Some of them are senior executive experience leaders. What, based on this conversation, what do you believe experienced strategist should remember based on your work and what we've discussed today?

Tanseela: I would say there's, uh, two things. So one is really just to dig deeper into what's driving behaviors and thoughts.

So, um, I as a researcher, you learn kind of like the five whys, you know, ask why five times until you get to [00:38:00] that deep, really the thing that is driving the behavior motivation. But the other side of that is just to not, don't take no as an answer. So instead ask what should be different about a potential solution that might actually be the real driver behind the adoption of that product or service.

So, you know, cause the respondent might just say no at every point. Reframe the question so that you're understanding why are they saying no? What is it underneath? It that's really driving that thought process. So that's one. And then the second one would be really trying to understand, um, I'm going to quote unquote trends.

I know wellness is not a trend, but it's something that has really bubbled up to the surface in the last four or five years. Uh, really so much more in the last two, but look at something that maybe on the outset looks maybe fleeting or, you know, uh, not in your [00:39:00] immediate sphere and dig into how that might, you might actually be able to use.

And, uh, help bring that to life in your own products in a different way to, um, to bring that trend to life, uh, and again, you know, develop those connections. So those are two things that I would say. And again, I just, again, it focuses on digging really deep.

Aransas: I love that. It's also good to know. Parenting 11 year old says no to every idea.

A little deep, random either. Yeah. Good, good life advice there, Cynthia. Thank you. Any other experience, strategy takeaways you want to

Dave: add? You know, from a strategic level, uh, Chamberlain is going through a transformation. Um, you're becoming. Uh, a company that is focused on smart technology, instead of [00:40:00] focusing on the mechanics of opening and shutting something, I think you're really on the right path.

And I think you're asking the right types of questions. And I love the fact that you have opened yourselves up to playing a role in people's lives that is much broader and bigger, but also playing. It's not like you're going to take all over wellness altogether, but you're going to play a role in that particular piece and Amazon's going to play a role and Google's gonna play a role.

And, uh, Whoever is making, um, other technologies going to play a role and you're going to be a good citizen. You're going to help the consumer, the person who's using all of this, um, these technologies, uh, to be more successful in their lives and to be empowered, to have almost like super powers to be able to open.

The [00:41:00] door for your dog without coming home. That's a superpower. I love that. And you're, I think you're on the right path, uh, forward. Uh, but you're gonna, you're gonna feel and look like a very different company when you come out on the other side.

Tanseela: Well, thank you so much. I appreciate the conversation and, uh, I hope that folks have learned from us.

And I know that I have learned from you. Uh, both of you today in our conversation, I've been taking copious notes as well. Um, so thank you. Thank you for the opportunity for the discussion and thank you for this.

Aransas: Thank you. Tanzila so inspiring to hear about the work that you're doing. And like I said, I'm a heck of a lot more energized.

Um, wonder where is it, how they open and close. Thank you so much for being here. Have a wonderful day.

Tanseela: Thank you. You guys.

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