Boutique Design - May/June 2011 - 18

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b o u t i q u e

Jessica Ahnert
Wilson Associates

b i g g es t ac h i evemen t the completion of the MGM Grand at Foxwoods in Connecticut. this project had an enormous scope, and i was able to take part in designing all aspects of the project, from the casino to the hotel rooms to the 4,000-seat theater, ballroom and pre-function spaces. the project took over three years to complete and i took part in leading our team of designers, helping deal with on-site issues and working with the client, contractor, vendors and purchasing agent to get the project done on budget. it was a huge challenge to take our design and valueengineer it to the limited budget but still maintain our intended aesthetic.

b i g g es t c h allen g e With fewer projects happening domestically, we’re dealing with more overseas clients with different cultures, working styles and timelines. As the u.S. economy picks back up, we’ll continue to deal with a new way of working even on domestic projects, with tighter budgets, faster timelines and a more streamlined approach. in many cases, while the projects are domestic, the owners and clients will be still be based overseas. it’ll be our job as designers to adapt to these new standards and continue to deliver quality end products.

Yajaira Arenas
ForrestPerkins

b i g g es t ac h i evemen t My work on the JW Marriott San Antonio hill Country Resort & Spa. this project, the largest JW Marriott resort in the world, encompasses 1,002 guest rooms, five restaurants, 140,000-sq.-ft. of meeting facilities, a 25,000-sq.-ft. spa and a 12,000-sq.-ft. golf club house. i was one of four ForrestPerkins interior designers who worked on the project, where our responsibilities included full interior design and interior architecture services from schematic design to construction administration, the coordination and management of consultants and the FF&e installation. this experience exposed me to the full design process.

b i g g es t c h al l en g e balancing budgets while meeting client expectations. Clients are more cautious now with allocating their money, but their expectations are still the same as when budgets were 30 to 40 percent higher. Managing client expectations not only affects the profits we see on a current project, but often also affects future business because so much of what ForrestPerkins does is additional work for the same clients. interior designers will need to become even more efficient than we already are in terms of time and money management to meet current budgets.

Larissa Burden
WCi inc.

b i g g es t ac h i evemen t the opportunities to work on such a wide variety of hospitality projects nationwide, alongside an amazing team of design professionals. two of the boutique hotels i’ve been working on are opening this May: Los Arboles (shown), a historic renovation of a Palm Springs, Calif., haciendastyle property, and McMenamin’s Crystal hotel, an eclectic rock-and-roll themed hotel in a historic downtown building in Portland, ore. Finally witnessing all of the hard work come to fruition is a huge achievement as well. Seeing a guest enjoy a space that i had a part in creating is a wonderful feeling and gives a much greater value to the entire design process.

b i g g es t c h al l en g e As designers, it’s our responsibility to create spaces that are environmentally and economically responsible, technologically advanced and that appeal to the evolving expectations of the guest. i think the biggest combined challenge designers will face in the next five years will be continuing to successfully meet the above criteria. Several times a year i make it a point to read online reviews for properties i’ve designed. this is a great tool that i think every designer can benefit from. Seeing first-hand what today’s designsavvy travelers have to say about the aesthetics and functionality of a space can be quite valuable.

Boutique Design | May+June 2011

Boutique Design - May/June 2011

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