how to run successful hotel projects
When I work closely with hotel project teams, there are some recurring issues that seem to crop up and, in this journal post, I want to share the themes that seem to arise and what can be done to mitigate them before it sends the project off course.
Knowing how your suppliers work is critical
It sounds obvious, but even the world’s most luxurious hotels are still businesses, and fit outs need to come within budget to make the project viable. Managing cost control of projects whilst maintaining the desire for on-brand or luxurious furnishings can be a potential source of tension in the project team. When we specify materials, particularly materials that are custom made or bespoke to the project, there has to be a firm eye on both cost and the timelines it takes to source the products. This is where knowing your suppliers is crucial and understating how something is installed is key. Our job as interior designers is to be able to advise the project manager of these aspects of the design so that they can fit within the strict construction schedule. And needless to say, even the most switched-on manufactures and artisans can overrun their schedule. I’ve learnt that the best thing to do in this scenario is pick up the phone immediately to the project manager and talk through the options so that they can reschedule works if necessary. And of course, leaning on the supplier to meet their deadline is also crucial.
Scope creep - Does everyone understand the relationship between cost, quality and time
It’s true that ‘scope creep’ can kill a project budget and that’s why clear communication with the client and learning how to manage them within their preferred communication style is key. It’s also good to understand who influences the client’s viewpoint. They may agree to a certain material or layout one day, but after consultation with their partner, best friend or colleague, change their mind to something completely different the next. It’s good to know whose opinion your client trusts and gauge whether they will want to consult that person before a firm decision can be made.
From the outset, it’s imperative to help the client understand that even a small change to a specification can have a profound knock-on effect to both the project budget and timescale. It’s rare to find a client who doesn’t understand the relationship between cost, time and quality, but when it comes down to it, the client wants what they want. They are paying after all. That said, I have sat in many project meetings where no one is prepared to challenge the client on a point that has the potential to really send things off course. Being able to communicate respectfully, openly and challenge a client is an important part of being a good designer and it’s something that I and my team foster from the outset.
You need to take your client (and team) on the journey with you
It’s human nature to change our mind, particularly when it comes to the aesthetic aspects of a project, that some people just can’t visualise until everything’s in situ. With our big luxury hotel and retail projects, we’ve honed our process to support our clients in getting their best possible result, creating a “design journey” with mood boards, hand sketches, material boards and then, when those have been approved, creating a realistic 3D render of the space. This engages and assists the client with understanding how the aesthetic of a space will develop, while also allowing them to explore options and ideas. I believe our approach to design concept, development in the early stages is one of the core reasons we help keep projects on track. By the time we’ve created rendered images of the key spaces, clients have been part of the process and are comfortable with signing it off. Whilst this approach isn’t foolproof, it goes a long way to helping clients make key decisions that are less likely to be changed down the line.
Understanding compliance and regulations is not optional
Many times, I have heard the cliché that it’s ‘operational functionality vs aesthetics’ when it comes to the relationship between project teams and designers. This is a trope that I often find myself challenging. A core aspect of any good designers’ job is to ensure that the space works both for the guest’s delight and comfort and just as well for the people operating within it. Good design considers both aspects and it’s where we can really add value to luxury hotels by advising on this key aspect.
It’s easy to think that as designers, we deal purely with how a space looks and feels. But we absolutely have to be across compliance, regulations and brand standards when we specify rooms. Everything from accessibility to fire codes as well as legal and operational requirements have to be given consideration. The most successful projects consider these essential issues from the start and incorporate them into the designs. Problems occur when designers fail to understand or act on their responsibilities, and issues such as emergency lighting, and escape signage are crudely added rather than seamlessly integrated through a sophisticated, designed solution.
Things will go wrong but communication is the key to successful project delivery
In some circles, interior design can be thought of as somewhat fluffy. But I think it’s the exact opposite – it’s highly technical, skilled and multi layered. Yes, creativity and a ‘good eye’ is key, but without understanding technical rigour, materials, compliance, psychology, communication, time management and planning, the beautiful spaces on the drawing board have little hope of coming to life, or at least not on time or within budget. As all the examples above show, it’s good communication that sits at the core of a successful project. Things will inevitably change and go wrong, but if you can understand what everyone in the team needs and how to communicate well with them, you’ll go a long way towards being part of a successful project.