Tyler Christiansen, Funnel’s CEO and host of Multifamily Unpacked, sits down with Jessica Beck, CEO of Alfred and leader of RKW Residential, and their most recent acquisition, Quarterra. Beck’s path is anything but typical. She started in consumer tech, made her way into multifamily through what was originally a services business, and now is operating a portfolio of communities at a national scale. 

In this episode, you’ll learn:

This episode blends entrepreneurial grit, operating insights, and a clear-eyed vision for where multifamily goes next.

Episode transcript:

0:00: Multifamily Unpacked: Jessica Beck — The people-first path to property management 3.0

Jessica Beck: Our business is inherently based on trust, and trust is as much about a contract between you and your employee as it is between you and your customer. We chose W-2 employment from day one. In the industry, we’ve often said renters want more: more amenities, more points, more loyalty. I’d actually say renters want less—less friction, less noise, fewer hoops to jump through, fewer apps.

We’re entering, and have the opportunity to create, property management 3.0. In 3.0, it’s the addition of the right tools and workflows—at scale—to serve both the professional institutional client and the mid-market or smaller client.

I’m really bullish on AI. AI is a tool and a partner like any other. I don’t think there will be a management platform that is only AI—at least not until robots can fix toilets and greet you with eye contact in a way that feels amazing. Humans and technology will coexist—and should—in homes. 

1:27: Episode introduction

Tyler Christiansen: Welcome back to Season 4 of Multifamily Unpacked. 

Today’s guest is Jessica Beck, CEO of Alfred, and one of the rare leaders who sits at the intersection of technology and operations.

Jessica’s career started in consumer tech, but her path led her to multifamily, where she’s now running both a technology platform and a large property management company. 

This conversation covers why she believes the future isn’t AI replacing people, but AI empowering people. We’ll unpack how Alfred’s journey, from service app to property management operator, reveals the power of blending empathy, and technology to create better renter and employee experiences. 

Roll the tape. 

2:11: Welcome Jessica Beck

Tyler Christiansen: Welcome to Multifamily Unpacked, and today’s guest is a great friend—and as we were just joking, first time we’ve ever had a PMC and vendor CEO. So you’re gonna wear both the technology hat—literally the Alfred hat—as well as the PMC hat. But welcome to the show, Jess. Really appreciate you being here.

Jessica Beck: Tyler, it’s a pleasure. I’m really looking forward to it, and I think we’re gonna have a lot of fun.

Tyler Christiansen: Jess, I have been a big fan of yours for many years and I remember hearing about Hello Alfred—that’s how I first heard of it when I was at Nestio. So some names that people may not recognize as well anymore. But maybe take us back in time to how you came into the world of multifamily, and we’re asking particularly because we really try to have this podcast be a place for both seasoned multifamily executives, but we also get a lot of listeners that are earlier in their career. So I’m curious if you could share your point of view and how you came into the industry.

3:00: The start of Alfred from tech company to property management

Jessica Beck: So we didn’t intend to be in real estate at all. That’s the headline. When we started Alfred, our goal was really to make the household run itself. So we started as a consumer tech platform in the era of Uber for everything. Our goal was to aggregate everything in one place and set up a system where you—if you lived in a home, and you could have been an owner or a renter—could put your home on autopilot, and all the services that you need from food to dog to home cleaning would happen on a routine and you wouldn’t have to think about it. So: set it and forget it.

We actually built that business for two years direct-to-consumer, and at year two we were approached by some large REITs and owner-operators, and they said to us, “We have all these renters. They are millennials. They seem very into technology and experience. We have beautiful buildings, but we don’t have that.” And this is pre-resident app, pre any rental portal. “Can we buy your consumer tech and service and offer it to our renters as an amenity to add a brand feel to our properties?” We said yes, and that’s how we ended up in real estate.

From there we started looking at what the actual rental experience was and what the resident experience was. We realized that the past-the-front-door portion, which is what we had owned originally, was really the end of the journey. So much happened before you got to the property, or when you were living in the property but not even in your apartment, that impacted resident experience. We started building backward and started building an operating platform for the entire rental journey for residents. And the insight we had from that is: you actually can’t build a resident journey if you don’t build an operator journey also. So almost by accident, we ended up building an operating platform centered on resident experience, but for what it means to live in and operate a multifamily property.

5:03: Becoming an expert in multifamily takes courage

Tyler Christiansen: That’s an amazing story and it’s very inspiring to me. I want to—there’s a bunch of things I’m gonna unpack in terms of the day-to-day today and how you’re running a technology platform that’s also an operating platform, which I think for some folks is a novel thing, but to me it just makes all the sense in the world—they are one and the same.

What I’m really impressed by, Jess, is you are an entrepreneur. You came into a B2C business trying to solve for a pain point. You found an industry that was in need of the services, in need of a differentiated experience. And here—fast forward—you’re running a top-50 management company a decade later. 

One thing I often hear from folks is, “I’m not a subject matter expert.” I look at that experience and say: within 10 years, you weren’t planning to be in real estate at all—let alone multifamily—and now, for those who follow along, you just merged two of the larger multifamily brands in the country.

If I tie that back to early in your career, I’m curious if you always had that sense of adventure—or that combination of humility and courage—to say, “I’m gonna go into an industry I know nothing about,” and actually be willing to grow within that. 

A lot of folks we have on the show started as an assistant community manager, worked their way up to a regional—they are dyed-in-the-wool multifamily operators. You’re the first multifamily operator that started as a tech entrepreneur. Is that something you knew early—that you were willing to go become an expert in things you knew nothing about?

6:36: Bend and expand the norms

Jessica Beck: You’re very kind to call it humble and courageous. My mother would tell you that I’m just crazy and probably took strange career paths. In all seriousness, I grew up in an environment that encouraged being curious and building systems that didn’t exist. 

I don’t know if you know this, but my younger brother David was born with Down syndrome, and part of what that means is as a family, we had to look at all the things that people consider normal household systems and reimagine them for him. It made sense to go to elementary school, but by the time he got to middle school, high school, and even post that, there were really no normal path systems for him.

From the core, I grew up thinking about how we bend or expand norms—how we build systems of help into infrastructure and into homes. That’s inherently risky. That inherently says, “Let me go learn something I know nothing about.” Because at the end of the day, I have to—it’s about the people I love and the communities I’m part of. That’s always more important than not knowing something. Over time, through a lot of failure and challenge, you build the confidence to bet on yourself and have conviction—and know that you have to give it a go, and if it fails, you’ll give it a go again until you figure it out.

8:03: It’s okay to have the unpopular opinion

Tyler Christiansen: I love that, Jess. I did not know that about your brother, but it does explain—I’ve always viewed you as somebody with a tremendous amount of empathy and high EQ. Those who have had to be open-minded and serve and love others who are different—you learn that. You mentioned the ability to look at a situation and have to unpack it. 

You also mentioned there that you’re accustomed to failure—and I share that as an entrepreneur. There are a lot of days you think, “We’re doing everything wrong.” As you look back earlier in your career, what advice would you give to others about resilience? Your career has taken different turns than you anticipated—or than your mother anticipated. There’s this balancing act: you have to be willing to be nimble, and sometimes you have to be stubborn and resilient—“We believe in this even if it’s not popular.” How would you think about: you failed but keep at it and bring grit to the table versus learn a lesson and pivot quickly?

9:09: Hold both truths

Jessica Beck: It’s such a good question, Tyler, and I know I’m talking to a fellow entrepreneur because you asked that in a subtle and nuanced way—it shows in your experience. One of the things I had to learn is that both things have to be true. You have to be able to hold two things that are in tension in the same space.

On one hand, when you’re running a company—particularly when you’re venture-backed—you need to know your burn and when you’re going to go out of business. You have to be sober about that reality and not lie to yourself about the truth. On the other hand, you have to be able to imagine and dream big—and you have to do both at the same time. If you only dream big, you’ll probably go out of business. If you only focus on the hard, cold truth of things, you’ll never build anything inspiring—and many people will run away or err toward one or the other.

The important thing is to hold both truths at the same time: hold resilience and grit, and also hold the grace to be nimble, fail, and move on. Both have to be true. Once you come to that understanding, a lot unlocks.

10:30: Zig when others zag

Tyler Christiansen: I love that. And you’re right—it’s something I think a lot about. I’ve probably said that exact message in three all-hands: there are hard truths and great things going on. We need to understand both.

Let’s stay in the rearview for a second. You mentioned earlier when Alfred came into the market and made the move from a B2C play—similar to Nestio. Originally Nestio was just Urban Apartments. For those who know Nestio, even fewer know it used to be called Urban Apartments. Karen, the founder, and Mike O’Toole, the CTO, were B2C. They made the B2B transition. They like to say they were trying to build a Pinterest for multifamily—finding apartments, pinning them to yourself—which is the underpinning of what we do today.

Similarly, as I understand your origin story, this was the “Uber of X” era. I’m curious about the approach you took then. You fell into real estate because REITs brought you in, but you made a very intentional decision not to follow the pure gig-worker approach. I recall this vividly because I check LinkedIn headcount a lot—and it stood out early that you were people-forward: from day one, Alfred people. Tell me about that decision—zigging when the industry zagged—and any lessons you learned.

12:04: Building a business of trust

Jessica Beck: This was a really interesting set of discussions, particularly in our boardroom early on. So in our original model, you may remember this, we had the tech layer and the app, and we learned we also had to have people in the field on site coordinating and managing the apartment experience. Today, that’s like an area manager or a regional in some way. We’ve always had technology; we’ve always had people.

The trend at the time was: make everyone 1099. Why have any people on your balance sheet? It’ll impact your margins and ability to scale. We took a different view. We actually thought it was the opposite. Our business is inherently based on trust, and trust is as much about a contract between you and your employee as it is between you and your customer. We chose W-2 employment from day one. I don’t think I’ve ever actually had a contractor in a role like that. And part of it was because we couldn’t deliver consistent service or high quality, or train anyone, or actually learn what tools they needed, if we didn’t have that type of relationship with our team member and employee.

More fundamentally, we’ve always bet on people. We’re a tech company—we build technology—but we build technology for people. We set up a foundation of trust, which is core to what we do today as well. We wanted a true employment relationship, career paths, and invest in tools for our team so they could take care of residents and owners and have the butterfly effect and pass it forward.

13:46: Thinking differently about the renter experience

Tyler Christiansen: I love that. And that goes to the previous question. For entrepreneurs listening: you have to be nimble and pivot, and you also have to be willing to be unpopular in your opinions. I couldn’t agree more. When you mentioned the boardroom dynamic, I can just imagine, I’ve been in those board meetings where it’s, is there a possible way for you to scrape a little bit more of, margin off of this? And that’s an unpopular opinion to say, no, we’re gonna be human-centric.

We think that’s our differentiator as a tech company. And I would say. Today that continues to be something that a lot of folks are zigging on, right? They’re saying no. And I actually really love just what you just said of, we build software for humans. This isn’t to throw shade at any one company. There’s a lot of companies trying to solve for this, but I famously heard a, as an entrepreneur say, we don’t build software for humans. And look, that’s a bet, right? Like you and I said, there’s. You make your bets. I think Funnel is aligned with Alfred in that we, we believe there’s going to be humans in the real estate and leasing experience for time and all eternity.

I’m curious if there’s other, bringing it forward to today, because I think if you look at the success that your business has had, I think you’ve made the right bets and I think you’re extremely well positioned for differentiation in the market. But as you think about today’s market, what are some of the, perhaps misnomers or myths that people believe about the service, the multifamily industry and the services related to that that you guys don’t believe? You think differently about be that about the agent experience or the renter experience itself.

15:13: Renter experience vs. operator needs

Jessica Beck: It is a really good question. I’ll start with the renter experience and then I’ll add to it. I think that for a long time in the industry, we’ve always said renters want more. Renters want more amenities, more points, more loyalty. And I would actually say that renters want less, right? They actually want less friction. They want less noise. They want, fewer hoops to jump through, fewer apps. So I think if we take that approach. That, our attempt to impress residents almost gets outweighs the important stuff, which is if you gimme more loyalty points, that’s great. And by the way, I believe in loyalty points. But if my toilet is clogged and it does not get fixed for five days, I’m actually gonna have a much different point of view and be more likely to churn out.

So I’m a very big believer that if we do our job well, a lot of what we do should be invisible. I don’t think this is about adding more. I think it’s about making things more seamless, taking away friction and creating a easier experience. And that often is about less. 

We do this thing in Alfred where we say, what is the one. You only get one. What’s the most important thing? And that’s true. Like everyone in a startup has 5,000 things and they love to tell everyone about their 5,000 things. And I’m like, no, we want less. So I think that’s true in our industry. I don’t think people or renters want more. I think they want less. And that will allow the more the things that are, really important to their experience to stand out. And it’s that balance that I think we haven’t gotten right yet.

On the operating side, I think that there is a. Lot of, there’s a lot of buzz right now. First it was centralization, now it’s AI for all the things. And what I think is interesting is it’s missing the arc of what’s happened in management. I’m no expert in this, as I did not come from this industry, but if you look at the history of property management, a lot of it really starts as a mom and pop business serving buildings that are owned. So you have a lot of smaller owner operators that needed a management company to run their rental properties. And that’s been the majority of what we would consider multifamily and property management 1.0.

When the Greystar/Lincoln era begins, we enter 2.0—the professional manager serving institutional customers, not just themselves. So you have the growth of the professional manager serving institutional customers, not just serving sort of the themselves and the innovation. There is professionalization and scale, and I think that’s where the beginning conversation around centralization happens because they’re like, we have enough scale where we should centralize. I think in order to do all of that, the tools have to be different and the actual workflows have to be different, and the way that we operate has to be different.

So I think we’re entering and have the opportunity to create property management’s 3.0 and in 3.0. It’s the addition of the right tools and workflows with scale to serve both the professional institutional client and the mid-market or smaller client. That’s the era that we’re in, and I think having a clear understanding of why we’ve gotten to where we are. And all the success that has happened to date, but also what has to change in how the industry works and how we operate will help all of us build that future.

18:52: Why did Alfred go into property management?

Tyler Christiansen: I love that. Going back to prioritization—I’m actively working on my H2—we have 5,000 things, but what are the five that matter? Applying that to management: there’s a lot of noise. It’s easy to say “centralization” or “AI,” push the easy button. But many operators haven’t taken the scope you’re describing. There’s a bigger opportunity that will radically change how the industry operates.

You’re not calling it; I will: you have more firsthand experience in this than almost anyone. I’d like to unpack the decisions and learnings for Alfred to go into property management. As a venture-backed startup, the name of the game is more subscription, fewer services, higher margins. You made an intentional decision—one I think is smart—about what elements of service you had to offer. It was surprising when you acquired RKW first, and now you have RKW and, most recently announced, Quarterra coming on board. Go back to the why. And how have your first principles scaled?

20:46: Creating a better resident experience

Jessica Beck: With a lot of heartache, Tyler. In all seriousness, we knew in 2019 that we were going to do this. We didn’t do it until 2022. Here’s the journey in between. One insight we had when selling technology and some services into the industry is that the technology wasn’t going to solve the problem. It was only as good as it would be used or implemented. It would only generate savings for an owner, or benefit for a resident, as the management company was willing to change.

Management companies are busy. There are 50,000 things going on. Support is often not available. The work is noble, important, undervalued. Of course you can’t ask people who are overworked to do more—not because they don’t want to, but because there’s too much going on. We started to see the difference between groups that implemented the full technology and groups that wanted to but, for whatever reason, couldn’t get there. We saw how much was left on the table. 

We knew in 2019 that to get the most value from technology and truly impact resident experience, it was a combination of using the tools but also changing how buildings run: the touchpoint with residents, compensation structure (in a good way) for on-site incentives, and the actual on-site roles. We couldn’t do that as a third party selling it. So we thought we needed to have the ability to influence that as early as 2019. We thought, imagine you were selling into Apple but you never actually got to train the service, the Genius bar, it would never work. 

When we got to COVID—this is for earlier entrepreneurs—one of our core products, the home manager product, no longer worked because it required going into people’s homes, and it was a global health pandemic. We went through the painful process of deprecating our first product and shut it down entirely. 

We had always been people plus technology, and we had the point of view that we wanted the opportunity to influence the management. We decided then to start a management company. We actually thought about starting from scratch. That would’ve been very hard—I have a lot of respect for anyone who’s done it. It’s an amazing amount of work.

We didn’t take that approach. We bought RKW as our test ground to see if we could begin to innovate the operating model. We basically said, “Here are three things we want to measure: resident NPS, property NOI, and the business we’re running.” Could we improve it? We knew we’d need to track it for a long time. So we set up buildings and tracking. For 24 months we tweaked, ran, watched—and we saw trends go in the right direction. Not without heartache, not without work. A lot didn’t work; a lot of missteps and learnings. But it worked enough and gave us conviction to grow and add more.

24:48: Getting partners on board

Tyler Christiansen: Brilliant. I recall in 2019 you were experimenting with these concepts. It’s been cool to watch that evolution. Wearing the two hats—we’ve joked about it—and you graciously put your Alfred hat on so I didn’t look like the only tech vendor in the room who couldn’t dress up for a meeting. 

The things would seem at odds, right? In software, we measure every dollar in COGS—especially people and services. In third-party, I came into this industry because my dad was an asset manager; he wants an institutional manager. He hires people and says, “Handle these assets.” Asset managers want people accountable. Those are at odds on a spreadsheet. On one side we’re trying to build a software company; on the other, a services company. Are they at odds in your world? Has it been a journey to get your board and partners to understand how you can succeed on both fronts?

26:18: The marriage of technology and service

Jessica Beck: I think the fact that they look like they’re at odds is helpful, because when you look at the math, you’d expect it to be different, and that tells you there’s an opportunity. We look at it as one business. There are a lot of things in a services business that are not amazing work—the number of PDFs downloaded, the number of emails sent back and forth. I promise you, if we could take that away from our team, they’d be thrilled. So I think the marriage of technology and service makes service businesses start to look more like tech companies from a margin perspective, and makes tech companies start to look more like services businesses from a customer retention/LTV perspective.

If you think about it a little differently, you get the best of both models in one company. Technology does what it should do; people do what they should do. You get higher retention, hospitality, and customer satisfaction—and you also get higher margins, more efficiency, and a differentiated product. When we thought about what each model could offer, the blended one became exciting.

27:52: Humans + AI

Tyler Christiansen: I really like that and I, it is interesting because as we’ve evolved as a technology company, we’ve not taken the as bold of a step yet, but I think that we’ve done several things to bring that know-how and experience into our business. We’ve hired a lot of former operators, and you’re right, that. The a any given technology product that is core is only enabling the human workflows. And so the vertically integrated concept makes total sense to me. 

Obviously wherever we can automate a way that is a huge win for all stakeholders, right? Renters, like you said, often want less. And that may be, I don’t wanna fill out a form, I just wanna be able to communicate succinctly or self-serve in a beautiful app like Alfred, which I always check. You guys have great reviews in on the app store. Everyone should check. It’s really impressive how you guys have maintained such a quality product. 

So you and I have alluded to, and actually it’s interesting you’ve been at this slightly longer than I have, but we’ve lived through a couple of the hype cycles, right? I can name some companies that have points in time where, you know, the multi-billion dollar companies that kind of came and went. But today’s hype and also opportunity is AI, right? And you alluded to that of, hey, if we can automate away certain conversations. Of course the leasing associates, the onsite associates, they’re excited about that too. So how do you think about that role of, Hey, we are a human-centric services organization, but I also think renters want less and often they just want things to be resolved more quickly, more timely. Where’s the balance? And do you think that certain stakeholders may be leaning too far one way or the other?

29:20: AI is an opportunity in multifamily

Jessica Beck: It’s such a great question, and I think every company, and probably every person, is wrestling with it. I’ll offer an answer; but it could be wrong. I think we’re in the nascent days—for ourselves, for the industry, and as a society. 

I’m really bullish on AI. AI is a tool and a partner like any other. I don’t think there will be a management platform that is only AI—at least not until robots can fix toilets and greet you with eye contact in a way that feels amazing. Humans and technology will coexist—and should—in homes. 

Because of that, I don’t think of AI as replacing people. I think of AI the same way we thought about technology: enabling, empowering, partnering with, and having a hybrid environment. There are AI-native things and human-native things, and together the marriage creates a different product. It should make the rental experience better. It should make the property’s bottom line better. And it should make the operator’s bottom line better. Viewed that way, it’s a huge opportunity.

30:52: What does the future look like?

Tyler Christiansen: Agreed, I love that balance and the humility that we don’t know exactly what the future holds. Looking into the future now: as you think about the scale you’ve achieved, and I know it’s only been a few months that you’ve been operating at this mega scale, how have those acquisitions and the platform you now have reshaped your view of the role Alfred plays in the ecosystem? I ask that in the context of once you were a technology vendor who could only influence through adoption; with RKW and now Quarterra, you have a big seat at the table as one of the largest management platforms. How does that look over the next few years?

31:40: Benefits of technology company + property management business

Jessica Beck: When I think about the acquisitions themselves, I think they clarified the opportunity for us in a way we might not have seen. One benefit of living as a technology company and a property management business is we have a frontline view into opportunities for operators and residents. We can look at a resident experience or the way a team has to function and say, “We need to build for that,” and then build it. The feedback loop is fast. We build for ourselves, which means we eat our own dog food—if our product stinks, it stinks for us, and we need to fix it. We try to practice what we preach and use the different skills in the company to build the product.

From that vantage point, we can reimagine the entire stack—not just the technology stack, but the operating model of residential real estate. I think of it as infrastructure. We get to set a new standard: how we operate, what technology we need, what services are available, how we integrate all of it. We want to build for performance and for experience. Sitting in this seat with the scale we’re building—recognizing we’re building on the shoulders of giants who came first—we can ask, “How should it be going forward?” Take the best of what has happened and imagine what could be, bring them together, and build the next iteration.

33:31: Is Alfred a technology company or management company?

Tyler Christiansen: I love that—and I hadn’t thought about it as infrastructure. Last question on the future: with property management 3.0, should we think of Alfred as a technology platform or as a management company?

34:00: Answer: both

Jessica Beck: I’m going to answer: both, Tyler. I think that’s the point. In the world we’re in today, you don’t have to choose—and you shouldn’t. Both are necessary. The future isn’t just operations or just digital; it’s operations AND digital. Companies that win will blur those lines in a way that works for their business model. That’s the role we can play. It’s counterintuitive—we have a history of doing things against the grain—and I think it’s the right bet to make at this moment in time. 

34:41: The future of multifamily is uncharted and earned

Tyler Christiansen: I like that—and I think it shows leadership. Early mobile days required “mobile-only,” now some say “AI-only.” Saying “both” plants your flag in a great place. Thank you for this time, Jess. We like to end these interviews with a couple of get-to-know-you questions. We’ve got a billboard sitting outside my office—if we gave you the space, what phrase or mantra would you put on it?

Jessica Beck: Can I give you two?

Tyler Christiansen: Sure.

Jessica Beck: “Stay in the arena.” And: “Empathy is a superpower.”

Tyler Christiansen: I’m going to do both as well, per your previous answer. I can sense the empathy from you—I’ve always sensed it. On “stay in the arena,” this is my crazy idea: there are a lot of museums for heroes. I love the “man in the arena” quote. I’ve always thought there should be a museum for the people who were famously wrong—the people who said Winston Churchill shouldn’t be Prime Minister, or the person who didn’t draft Michael Jordan—because staying in the arena is really what matters.

In addition to the empathy I sense from you, I sense—like you mentioned earlier—a deeply embedded passion for serving that comes from your childhood. If you were to step away and work full-time in philanthropy, what cause would you choose?

Jessica Beck: It’s such a good question. It’s probably about re-imagining work and service—and the dignity of it. I believe there’s so much untapped potential in people, and if we design better systems, we can access that. I’m biased; I grew up in a world where we did that. But I think it’s true for everyone.

Tyler Christiansen: I love that—and you and I both as parents think about the world for our kids. I worry sometimes when my kids have it too easy. I grew up fortunate and didn’t understand how blessed I was until I lived out of the country. I lived in an impoverished place in Peru and came away with the sentiment that people weren’t lazy—they didn’t have the systems or opportunities I was given. The dignity of work and opportunity resonates. Looking forward: this country needs more apartments, more housing. It’s a great industry to serve. 

Our tagline is renter-centric. What does “renter-centric” mean to you?

Jessica Beck: I think it means if we started by looking at what it meant for the resident and swearing that questions and building backwards from there, what would the answer be. 

Tyler Christiansen: In multifamily it’s not start with why, it’s start with resident and you figure out how later. 

Finish this sentence: The future of multifamily is…

Jessica Beck: Uncharted and earned. 

Tyler Christiansen: I like it, you guys are earning it. 

What’s a value you refuse to compromise on. 

Jessica Beck: Integrity, especially when no one is watching

Tyler Christiansen: That’s an important one, it’s the in-between moments that matter. 

Lastly, how do people follow along with this Alfred journey? 

Jessica Beck: We try to share regularly on LinkedIn, other than that you can check out our website, or send us an email. We are looking for friends, partners and like-minded people to build with.