The design Piggy In the Middle
Take it from me, being the interior designer for a luxury hotel project, where the ‘brand’ desires one thing, and the developer wants another can be an uncomfortable place to be. But years of experience have taught me how to navigate this complex balancing act so that everybody, including me, wins.
See and understand all of the perspectives
Firstly, it helps to recognise and understand the perspective of everyone in the project team. Broadly speaking, hotel developers are focused on the financial aspects of the project, looking to maximise profitability and keep costs controlled. They want a design that’s cost-effective, can be completed on time and appeals to guests. Developers might prioritise materials, layouts and finishes that optimise the return on investment.
In contrast, hotel brands have their own carefully constructed identity and standards. They want the hotels under their name to deliver a consistent experience and reflect their established brand values. This can mean certain design elements, materials or layouts are required to align with their brand’s image, sometimes regardless of cost. Whilst a hotel brand may insist on high-end finishes, custom designs or certain types of fixtures and fittings that are more expensive or require complex installation, a developer may want to economise. As a design studio, we are expected to find ways to create the brand’s look within the developer's budget, which can be challenging and require creative problem-solving.
Find a way to satisfy both the short term aims and long term goals
From experience, hotel brands are often focused on a long-term strategy, looking to build guest loyalty and maintain a particular reputation over many years. Developers, meanwhile, may have a shorter-term outlook if they plan to sell the property once it’s operational. Brands might insist on certain aesthetic or experiential features to stand out to guests, like elaborate lobbies or unique room layouts. Developers, however, are often concerned with the operational efficiency of the space—how well it will function, how easy it will be to maintain and how quickly it can be turned around. As designers, we sometimes find ourselves in the middle, needing to produce something that satisfies both perspectives, which might not always align.
Aesthetic and operational needs are both valuable
Navigating aesthetic and operational needs is one of our Studio’s strongest areas of expertise. What’s increasingly apparent, is the circular design principles that underpin our studio’s design ethos also serve as a practical guide in how to navigate the territory between brands and developers ensuring everyone, including the planet, wins. Essentially, it’s about creating value. Value in terms of function and form and value in terms of financial sustainability. Whilst traditionally sustainability has been seen as a trade-off between cost and design, I would argue that it does the opposite. As designers, we find ways to infuse local or historical contexts or unique touches, without straying too far from the brand’s standards. We look at the architecture and layout of a building and make intelligent suggestions on what fixtures and fitting can be retained from the original incarnation, cutting both time and cost. We use materials that can be reused, recycled, refurbished down the line, again saving time and future capex.
There’s no getting away from the fact that to be a good hotel designer, you need a great deal of both design and operational knowledge, as well as a bucket load of diplomacy. Between the brand and the developer, we often play a mediating role. And that role is so much easier when you’re able and pleased to give everyone what they want.