9×90 Episode 21

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About this episode

In this episode of 9×90™, Adi Soozin sits down with Amir Emacha, founder of Microhub, to discuss a revolutionary solution to one of the biggest headaches for property managers and tenants alike: package delivery. From transforming how multifamily properties handle the influx of daily deliveries to reimagining high-value lobby spaces, Amir shares how Microhub is solving logistical challenges and enhancing resident satisfaction.

Adi and Amir explore the intersection of real estate development, technology, and tenant retention, diving into the benefits of Microhub’s model for property owners and managers. With insights into Miami’s dynamic neighborhoods like Wynwood and Brickell, they highlight the growing demand for efficient, last-mile delivery solutions.

Whether you’re a real estate investor, property manager, or simply interested in how innovation is reshaping urban living, this episode delivers fresh perspectives and actionable insights. Tune in to learn why Microhub is a no-brainer for modern apartment communities.

Adi Soozin visits Amir Emacha’s first Microhub location in December 2024

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Would you like to know how Microhub can transform your building’s package delivery into a true luxury. Download their pitch deck below to learn more about how it can enhance operations, save costs, and create a better experience for you (or your tenants).

The Transcript

Adi Soozin: Hello, everyone, and welcome to another episode of 9×90. Today, we have a very special guest with us—Amir Emacha. This is technically his fourth startup, but it’s considered his third.

Amir Emacha: Yeah, it’s the third because it’s technically the same company, but we pivoted the business model. So, third it is.

Adi Soozin: I met Amir a few weeks ago at an exclusive event for unicorn startups. Ladies and gentlemen, I was in a room filled with venture capitalists managing anywhere from $100 to $200 million in assets, and the unanimous takeaway was that Amir’s mind operates on an entirely different level. If you ever have the opportunity to work with one of his companies or invest in one, don’t miss it. Amir is not only brilliant but also approachable—a combination that’s rare. He and his brother have built ventures that are truly transformative, and today we’ll be diving into their latest company, MicroHub.

Amir initially started with robots, pivoted to address immediate market demands, and is now working toward reintroducing robots to the mainstream in a way that’s seamless and comfortable for society.

Amir Emacha: Thank you, Adi. It’s a pleasure to be here and share what we’re working on. At the heart of it, we’re focused on creating solutions that make life easier for communities, residents, and end users.

Adi Soozin: So why the pivot?

Amir Emacha: We began as a robotics company back in 2020. Our initial goal was to automate food delivery for residents in mid-tier apartment buildings—places without dedicated concierges. We developed a fully autonomous Level 5 robot named Lou, capable of navigating elevators, opening doors, and delivering food directly to doorsteps.

But we quickly realized the market wasn’t ready for this level of technology. What residents really needed was a solution to the chaos in package management. High-rise buildings, in particular, struggle with managing the surge of deliveries from platforms like eBay, Amazon, and Uber Eats. That’s where MicroHub comes in—an off-site package management facility designed for residential communities and condominiums.

Adi Soozin: That makes sense. I imagine cities like Tokyo are more open to robotics, whereas in the U.S., we tend to be hesitant about adopting new technology. But what you’ve done with MicroHub feels like the perfect balance—meeting immediate needs while paving the way for the future.

Amir Emacha: Exactly. MicroHub is solving today’s problems while laying the groundwork for the reintroduction of robots in 2026. For now, we’re focusing on cargo bikes and human delivery, which reduces traffic congestion in cities and enhances package delivery experiences. Residents can, for the first time, schedule exactly when they want their packages delivered.

Adi Soozin: That’s a game-changer.

Amir Emacha: Right now, when you buy something online, you’re told it’ll arrive between, say, 8:00 a.m. and 4:00 p.m., leaving you waiting all day. MicroHub eliminates that uncertainty.

Adi Soozin: And for people like me—parents who travel with young children—it’s a lifesaver. When I forget essentials like a white noise machine or car seat and have to order one on Amazon, the fear of porch pirates is real. MicroHub completely mitigates that.

Amir Emacha: Exactly. In the U.S., 1.7 million packages are reported lost or stolen daily. That’s a staggering number—comparable to the economy of a small country in Latin America. MicroHub eliminates this problem by acting as a dedicated receiving department. Packages are securely stored for up to 60 days, and residents can either pick them up at their convenience or schedule a home delivery.

Adi Soozin: For our listeners in suburban areas, MicroHub is currently available in major cities like Miami, New York, Madrid, and Milan—places where high-rise living creates unique logistical challenges.

Amir Emacha: Absolutely. Our hubs are always within walking distance of the communities they serve. We aim to elevate the resident experience by providing a seamless, white-glove service. Our app works like Uber Eats but for packages, giving users the flexibility and convenience they need.

Adi Soozin: That’s revolutionary.

Amir Emacha: Thank you. Ultimately, our goal is to give people back their time. Imagine having 10 extra minutes each day—what would you do with that? For us, that’s the impact we’re striving for: making life a little easier, one package at a time.

Adi Soozin: And that’s what innovation is all about—solving problems and giving people the gift of time. Amir, thank you for joining us today and sharing your incredible journey.

Adi Soozin: You’re saving people hours every month. Today, so many people have pets. The other day, I was in Wynwood, and I saw a woman carrying a 25-pound bag of dog food to her apartment. I turned to my friend and said, “I can’t imagine spending an hour every month walking to a pet store, buying dog food, and lugging 25 pounds back home.”

Adi Soozin: It’s amazing what we can get delivered now. But that final mile—taking the package from being delivered to actually getting it to your apartment—makes all the difference.

Adi Soozin: Another thing that makes Microhub a no-brainer is how you structure the billing. You don’t charge per package delivered; you charge the building.

Amir Emacha: Yes, that’s correct.

Adi Soozin: So all the residents have to do is convince their building management to make it a line item in the budget. It’s a no-brainer.

Amir Emacha: Exactly. But it’s less about convincing and more about collaboration. Buildings already know they have a problem—they just need a solution. We work with property managers to understand how many packages they’re receiving and the building’s unique needs. Some require cargo bikes to park in specific places or mandate certain elevators for deliveries.

Adi Soozin: Yeah, every building is different.

Amir Emacha: Our goal is to elevate the resident experience while easing the burden on property managers. At the end of the day, it’s about working together to streamline the process: receive the package, schedule delivery, and ensure residents are home to receive it.

Adi Soozin: Absolutely. For those investing in multifamily properties with 400 or 500 units, adding Microhub is a no-brainer. It keeps tenants happy, makes property managers look good, and boosts retention. Investors are always looking for ways to increase property value and tenant retention—this is such an easy way to do that.

Amir Emacha: Exactly. Property managers tell us they lose, on average, six hours a week resolving package issues—checking cameras, talking to residents about stolen or lost packages. That’s time they’ll never get back. It also strains the manager-resident relationship.

Amir Emacha: Think of how food delivery has evolved. Twenty years ago, you called Domino’s, ordered a pizza, and that was fine. Now, we have apps that elevate the experience with door-to-door delivery. It’s time to elevate package delivery the same way.

Adi Soozin: You’re solving a massive space issue too.

Amir Emacha: Yes! Most buildings weren’t designed for the volume of packages they receive today. One building in Miami with 700 units built a 1,500-square-foot package room in its lobby.

Adi Soozin: And I bet it’s filled every day.

Amir Emacha: Exactly. They’re transforming that space now—leasing it for a spa or another revenue-generating purpose. With Microhub, they don’t need that storage space anymore.

Adi Soozin: That’s smart. Instead of wasting high-value lobby space on packages, they’re turning it into a cash-generating area.

Amir Emacha: The aesthetic matters too. There’s a building in Brickell—a beautiful, luxury property with a $20 million lobby. But it looks like a logistics center with packages piled everywhere. It’s not the experience residents expect when they walk into their home.

Adi Soozin: That’s a great point. The packages ruin the whole look.

Amir Emacha: And some buildings don’t even have front desks. In Wynwood, for example, packages are often left on the sidewalk outside, creating chaos.

Adi Soozin: Especially in a neighborhood like Wynwood. For those unfamiliar with Miami, Wynwood was historically a rough area. About 20 years ago, an American billionaire bought up properties, commissioned murals, and artists began moving in. Now it’s a trendy, bougie area for 20- to 40-year-old tech executives and thought leaders, but it’s still surrounded by struggling neighborhoods.

Adi Soozin: Wynwood is beautiful and up-and-coming, but it’s not a place where you can leave packages outside and expect them to still be there. It’s not like Barrio Salamanca in Madrid, where you could leave a toddler on the street, and they’d be perfectly safe.

Adi Soozin: That’s huge that you’re operating in Wynwood and expanding to Brickell—the finance epicenter of Miami.

Amir Emacha: Brickell has about 50,000 units right now, with another 15,000 coming in the next five years.

Adi Soozin: I believe it. Miami’s real estate market is booming—it’s the gateway between Latin America and Europe.

Adi Soozin: People often joke that Miami isn’t part of the United States—it’s more like an international city. New York is the hotbed between Silicon Valley and London, but Miami is a gateway to Silicon Valley, Latin America, and all of Europe.

Amir Emacha: Absolutely. Miami is often called the capital of Latin America. It’s not in Latin America, but it embodies its essence.

Adi Soozin: And in Europe, they call Miami an international city. They say, “It doesn’t belong to the United States; it just happens to be located there. It belongs to the world.”

Amir Emacha: Exactly. The culture here is unique, and it’s growing into something extraordinary. I love Miami. I’m proud to live here and to have founded MicroHub in this city because it’s not just growing—it’s thriving.

Adi Soozin: Completely agree.

Amir Emacha: There’s this incredible momentum. People here are living in the moment, and in 20 or 30 years, they’ll look back and say, “Wow, we all built this together. Miami is a great city now because of what we created.” You can see that pride everywhere—at government events, private gatherings—everyone has the same attitude: “Let’s make Miami the best it can be.”

Adi Soozin: It’s amazing to witness.

Amir Emacha: It’s inspiring to be in a city with such energy and ambition.

Adi Soozin: In New York City, there’s this sense of “old money.” When I walk in somewhere, people immediately recognize me by the family I come from. The experience is formal—the owner of the restaurant comes down to greet us, there’s wine, and everything is steeped in tradition. Miami isn’t like that yet. It’s a young city, full of ambition. People here are excited to build a society, to create a global city, and to be part of something transformative.

Adi Soozin: Right now, Miami feels like Austin, Texas, a decade or two ago—a frontier for innovation and growth. Tech talent is pouring in. I remember eight years ago when I was trying to hire developers, I had to look internationally, hiring people from places like Kazakhstan. But now, tech talent is coming here because they realize they can code in the morning and hit the beach in the afternoon. Plus, there’s no state income tax, unlike Silicon Valley’s 40%. It’s Miami’s time.

Amir Emacha: From a tech and startup perspective, Miami still needs a hero. Cities like New York, San Francisco, and Chicago have iconic companies that shaped their ecosystems. Miami doesn’t have that yet. But I believe MicroHub can be one of those heroes.

Adi Soozin: Definitely.

Amir Emacha: MicroHub isn’t just solving logistical issues. We’re creating something larger—something that represents Miami’s growth and ambition. We’re a 305 company, headquartered and funded here, and we’re proud to be part of this city’s future.

Adi Soozin: Miami’s entrepreneurial spirit reminds me of my great-grandmother. She fled persecution in Russia, moved through Poland, and eventually made her way to the United States. She opened a general store at a time when women didn’t run businesses. People told her she couldn’t do it, but she refused to listen. She spoke seven languages and would translate documents for customers after they bought something. She was unapologetically determined to succeed.

Adi Soozin: That same spirit exists in Miami today. I walked into a Ukrainian bakery a few months ago, and the woman who owned it had just moved here. She was determined to make it work. I thought, “This must be what it was like for my great-grandmother.” That’s Miami—startup city.

Amir Emacha: It’s the embodiment of the American Dream, happening in real time.

Adi Soozin: Exactly. Cities like New York and Silicon Valley have matured; they’re no longer startup hubs in the same way. Miami, on the other hand, is wide open. MicroHub is already claiming its place as one of the big tech players of the future.

Amir Emacha: And it’s not just about solving problems—it’s about creating a company with a meaningful culture. At MicroHub, our team operates with the mindset that they’re building their company, not just working for someone else.

Adi Soozin: That’s so powerful.

Amir Emacha: One of our core values is that the best idea always wins. It doesn’t matter if it comes from a rider doing deliveries or from me as the CEO—every voice matters. We’re building a culture that prioritizes collaboration and innovation, and that’s what makes MicroHub special.

Adi Soozin: You’re cultivating something incredible, and that will ripple out into society. It’s inspiring to see how intentional you are about building not just a company but a community.

Amir Emacha: Thank you. It’s an exciting time to be part of Miami’s story.

Adi Soozin: You have to create the manual.

Amir Emacha: First, because we’re solving a huge issue. And second, because we need clarity—there’s no manual yet that says, “Here’s what to do next.” We have to build it. But once you have a clear path and everyone shares the same vision and mission, you’re all on the same page, and you can build out that framework together.

Amir Emacha: For me, the team is the most important thing—especially the first 20 hires. A few years ago, I heard something impactful: if the executives at the top don’t communicate well, the customer will feel it. They’ll sense the disconnect. That’s why when you talk to your coworkers, you need to treat them like customers—because the customer experience will reflect how your team interacts internally.

Adi Soozin: Absolutely.

Amir Emacha: The user experience is always the top priority for us. That’s why we’re constantly thinking about it. Some companies have great products or services, but no internal culture. And what happens? They can’t adapt to issues or evolve with the customer. They might have three or four great years, but then they collapse.

Amir Emacha: When it comes to hiring, we take our time. Skills are important, but for us, common sense and adaptability are even more critical. Skills can be learned, but having good judgment and drawing on diverse experiences are invaluable.

Adi Soozin: I completely agree.

Amir Emacha: Imagine putting all those diverse experiences in one room, brainstorming together, and always choosing the best ideas. Ego has no place at that table. If someone’s ego is a problem, it needs to be addressed. We tell them, “Leave your ego at the door—it’s bad for relationships and progress.”

Adi Soozin: Exactly.

Amir Emacha: Sometimes, despite our best efforts, we’ll hire someone who isn’t a great fit. Within a few months, they naturally move on because the company culture doesn’t align with them.

Adi Soozin: That makes sense—it’s just not the right match.

Amir Emacha: It’s hard to explain, but the way we work here just filters out people who don’t fit.

Adi Soozin: In consulting, we call that a “cancer.” There’s a saying: “A-players hire A-players.” A-players are obsessed—they’re cheerleaders, coaches, and high performers. They inspire others to be better. But when you hire a B-player, they often lack skills and are insecure. Instead of learning, they sabotage others. They triangulate and pit people against each other because they’re threatened by those who are better than them.

Adi Soozin: We call them a cancer because if they stay too long, they poison the team. They chase away A-players, productivity tanks, and the whole team suffers. That’s why it’s crucial to cut out the cancer quickly before it spreads.

Amir Emacha: Absolutely. And you have to act fast. The real game isn’t about money—it’s about time. Efficiency, measurable goals, and persistence are everything.

Adi Soozin: Yes, you can’t waste time.

Amir Emacha: Stress doesn’t come from hard work—it comes from procrastination. If you tackle tasks immediately, there’s no stress. We’re a zero-stress company because we stay focused and push forward.

Adi Soozin: That’s a fantastic approach.

Amir Emacha: I love soccer—or football in Spanish. You can see when one player on a team of 11 isn’t performing—it’s evident within 90 minutes. It’s the same in a company. If someone isn’t contributing, it becomes clear quickly.

Adi Soozin: I use that metaphor all the time!

Amir Emacha: If you’re the coach and notice someone dragging the team down, you have to make a change. And it’s not just the coach—it’s the team too. They’ll step in and ask, “What’s going on? Do you need help?” We have that openness and clarity because there’s no ego in our culture.

Adi Soozin: That’s such a strong foundation, especially since this is your third company and you’ve launched everything with your brother. Having a solid CEO-CTO relationship is like a marriage. You don’t just meet in the boardroom—you share meals, you have each other’s backs, and you align as battle buddies.

Adi Soozin: I once worked with a tech company that was perfectly positioned for success. The CEO was close friends with a General Electric executive, and they were set for a great exit. But internal greed—between the CFO and CTO—led to them ousting the CEO. They thought it was a smart move, but it destroyed the company. Everyone left, and when they tried to launch something new years later, no one trusted them.

Adi Soozin: That’s why a healthy relationship in the C-suite is critical. If there’s tension, go out for coffee, play a round of golf, or surf—whatever it takes to align. I’d rather be on a winning soccer team than a solo all-star any day.

Amir Emacha: Exactly. Communication is everything. It’s not about complaining endlessly—that becomes toxic. It’s about being direct, solving issues, and staying aligned.

Adi Soozin: Absolutely.

Amir Emacha: There are millions of ways to reach the same destination. But if you share a mission and vision, you’ll always find the best path together.

Amir Emacha: Picture the things that happen when you start discussing the different approaches. You might say, “No, I think we should do it this way,” or, “I believe we should go that way.” The key is finding the best method to reach where we want to go. If we share the same mission and vision, those discussions about the approach won’t ever become detrimental. They’ll only strengthen the outcome.

Adi Soozin: Yeah, absolutely.

Amir Emacha: I hope I’m explaining this clearly—it’s really about alignment.

Adi Soozin: No, you’re making perfect sense. There’s a saying: Be firm on your goals but flexible on how you achieve them. Startups are like a soccer game. People ask me, “What’s your plan?” But startups are not golf, where you aim for a single, unchanging target. Startups are like rugby—dynamic and unpredictable. You have to play asymmetrical warfare. While you’re focused on scoring, there’s another team actively trying to stop you.

You need alignment as a team and the ability to adapt. Plans are essential, but unexpected events like the 2008 crash, COVID, or even the October 7th crisis can hit. Take, for example, the Ukrainian-Russian war—my software company had developers in both regions. Overnight, my team couldn’t communicate. The same happened to many of my peers.

In the startup world, resilience is critical. You need to be prepared to adjust while staying true to your ultimate goals. And this level of adaptability requires trust—trust in your team and your collective vision.

Amir Emacha: Yes, touch on Plan B when necessary, but always come back to Plan A.

Adi Soozin: Exactly. You have to be ready for emergencies, but the mission remains the same. So, you’re already funded?

Amir Emacha: Yes, we are.

Adi Soozin: And you’re not accepting more investments at this time. If someone wants to invest in the next round, will they need to follow your lead investor?

Amir Emacha: The strategy isn’t public yet. We’ll start talking about it early next year, providing details on how to proceed.

Adi Soozin: For those listening who think, “Your company sounds amazing; I want in,” where should they go for updates? LinkedIn?

Amir Emacha: If someone is interested, they can reach out to me on LinkedIn for now. When the time comes, we’ll make official announcements on our website.

Adi Soozin: Perfect. So, LinkedIn for investors, and your website for those interested in bringing your solution to their buildings. Any final thoughts?

Amir Emacha: I always say this: We don’t solve every problem, but when it comes to technology, I’m a firm believer in creating real solutions for real challenges. Many startups focus on flashy tech, but I’m devoted to addressing day-to-day issues. Automating life in meaningful ways is key. Don’t fear AI—it’s a tool to help us, not replace us. It will streamline our work and make life better.

Adi Soozin: Exactly. AI doesn’t replace people; it helps them do their jobs faster.

Amir Emacha: Correct. That said, I’m more concerned about quantum technology.

Adi Soozin: Quantum technology is going to revolutionize humanity. Imagine stepping into a scanner that can analyze your entire body, identify every ailment, and recommend the foods you should eat for optimal health. Preventative medicine will become extraordinarily precise. After quantum computing becomes affordable and widely implemented, I believe humans will remain healthy and active well into their 150s.

Amir Emacha: For me, quantum technology is like discovering fire. Fire wasn’t just a tool—it was transformational. It changed how we ate, purified our water, and defended ourselves. It extended life expectancy and elevated our existence. Quantum computing will do the same. It’s the next fire.

Adi Soozin: That’s a perfect analogy. Fire gave humanity the ability to fend off predators and access better nutrition. Life expectancy doubled from around 20 years to 40-50 years. Quantum computing could propel us to live healthy lives to 150 or even 200 years.

Amir Emacha: It’s monumental. We need to prepare ourselves, as individuals and as a society, for this shift.

Adi Soozin: Agreed. Once quantum computing is controlled and guided by ethical leadership, it will elevate humanity to another level.

Amir Emacha: That’s the hope. But we must ensure it’s introduced responsibly.

Adi Soozin: And it will be. Look, pre-quantum computing, we live to 90. Post-quantum, lifespans of 150+ will become the norm. We’ll look back on this era as revolutionary.

Amir Emacha: It’s incredible to think about.

Adi Soozin: It’ll happen in our lifetimes. Ten years from now, we’ll see quantum computing used by major corporations, and within 30 years, it will be mainstream.

Amir Emacha: Thirty years feels like the right timeline.

Adi Soozin: By then, we might not even be using tools like Zoom anymore. We’ll be interacting in virtual realities far beyond what we can imagine today.

Amir Emacha: Absolutely. And we’re already seeing the beginnings of this with smart physical products. The next wave of innovation is just around the corner.

Adi Soozin: Did you hear two podcasts ago…
Adi Soozin: What was his name? Kuram—he invented a modern-day Jarvis, like from Iron Man. He actually created it and came on the podcast.

Amir Emacha: Nice.

Adi Soozin: So, when you talk about seeing futuristic things happening now, he’s a perfect example. I’ll send you the link—I’ll email it to you. It was really cool.

Amir Emacha: Nice.

Adi Soozin: We’re living in it—the future is happening now.

Amir Emacha: Thank you, Adi.

Adi Soozin: Of course. Thank you. Take care. Bye.

Amir Emacha: Bye.

This transcript was generated by AI & edited by ChatGPT.

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