So well said, my friend! We have run into this situation many times: we are handed a "completed" space, and then we are supposed to be off to the races to make it function, only to find all the spatial issues.
To the general public reading this - THIS is why we started Precursor Hospitality - to work with owners/developers and the design team, including the architect of record, to avoid the trap of prioritizing beauty over function. Our goal is to identify and address any potential design issues that conflict with the day-to-day realities of operating a space.
FORM + FUNCTION = harmonious space
And of course, there are the financial implications of not getting this correct, right out of the gate. According to a large AIA analysis of 18,229 completed U.S. building projects, change orders increased project cost by an average of approximately 3.2%–5.04%, depending on project size. However, the upper boundary of the “typical” middle 80% of projects was approximately 13%–16%, meaning a 10%+ result is not remotely unusual.
10%+ on average!?
For example, on a project with $30 million in hard construction costs:
Controlled project at 5%: $1.5 million total change-order exposure
Typical hospitality allowance at 7.5%: $2.25 million
Fast-track or poorly coordinated project at 10%: $3 million
That is the total cumulative exposure, not the expected cost of one change.
Not to mention the potential loss of revenue due to staff frustrations (the cost of recruiting, hiring, and training), non-optimized traffic patterns (meaning more time between tasks), inventory controls... It goes on and on, like having a leak in your plumbing, the operation slowly (or quickly) misses out on revenue.
The cheapest time to solve an operational problem is before it is built. The most expensive time is after opening, when every correction disrupts staff, guests, and revenue.
That is why operators need a seat at the table early—not after the space is “finished.” Our role is to pressure-test the design against the realities of daily operations and ensure the property performs as well as it photographs.
Because hospitality is not a rendering. It is a living, working operation.
This is so true. I worked housekeeping during some summers, and my mom created the housekeeping handbook for our company. Chains are a bit easier to standardize than independent properties with such ops conversations, but now housekeeping is one of my biggest areas of judgement for hotel. A room turned after 11 am shows me they have a staffing issue.
Thanks, Anne Marie. Housekeeping is one of the clearest reflections of how well a hotel is actually designed and operated. I think it's one of the most overlooked departments in our industry, yet one of the biggest drivers of the guest experience. I appreciate you sharing!
Great article, MarcAnthony. Having worked with you over the years on the Hotel on Rivington and the Walker Hotel, I've seen firsthand how much thought goes into creating great hospitality experiences. I especially liked your point that the most expensive design mistakes are often the ones guests never see. Bringing operations into the design process early just makes sense. Congratulations to you and Justin on launching Precursor Hospitality. I wish you both tremendous success.
Clearly written by someone who not only deeply understands hotels but also has a genuine passion for great hospitality. Beautiful aesthetics entice people in, but it's a well-functioning operational framework that keeps guests coming back. And not to mention retaining great staff. The hotels I've looked up to the most have always been the ones with staff that have stayed at the property for many years. It's usually a strong sign that something is being done right behind the scenes. I always enjoy reading your articles - looking forward to hearing your next piece of industry wisdom.
So well said, my friend! We have run into this situation many times: we are handed a "completed" space, and then we are supposed to be off to the races to make it function, only to find all the spatial issues.
To the general public reading this - THIS is why we started Precursor Hospitality - to work with owners/developers and the design team, including the architect of record, to avoid the trap of prioritizing beauty over function. Our goal is to identify and address any potential design issues that conflict with the day-to-day realities of operating a space.
FORM + FUNCTION = harmonious space
And of course, there are the financial implications of not getting this correct, right out of the gate. According to a large AIA analysis of 18,229 completed U.S. building projects, change orders increased project cost by an average of approximately 3.2%–5.04%, depending on project size. However, the upper boundary of the “typical” middle 80% of projects was approximately 13%–16%, meaning a 10%+ result is not remotely unusual.
10%+ on average!?
For example, on a project with $30 million in hard construction costs:
Controlled project at 5%: $1.5 million total change-order exposure
Typical hospitality allowance at 7.5%: $2.25 million
Fast-track or poorly coordinated project at 10%: $3 million
That is the total cumulative exposure, not the expected cost of one change.
Not to mention the potential loss of revenue due to staff frustrations (the cost of recruiting, hiring, and training), non-optimized traffic patterns (meaning more time between tasks), inventory controls... It goes on and on, like having a leak in your plumbing, the operation slowly (or quickly) misses out on revenue.
The cheapest time to solve an operational problem is before it is built. The most expensive time is after opening, when every correction disrupts staff, guests, and revenue.
That is why operators need a seat at the table early—not after the space is “finished.” Our role is to pressure-test the design against the realities of daily operations and ensure the property performs as well as it photographs.
Because hospitality is not a rendering. It is a living, working operation.
This is so true. I worked housekeeping during some summers, and my mom created the housekeeping handbook for our company. Chains are a bit easier to standardize than independent properties with such ops conversations, but now housekeeping is one of my biggest areas of judgement for hotel. A room turned after 11 am shows me they have a staffing issue.
Thanks, Anne Marie. Housekeeping is one of the clearest reflections of how well a hotel is actually designed and operated. I think it's one of the most overlooked departments in our industry, yet one of the biggest drivers of the guest experience. I appreciate you sharing!
Great article, MarcAnthony. Having worked with you over the years on the Hotel on Rivington and the Walker Hotel, I've seen firsthand how much thought goes into creating great hospitality experiences. I especially liked your point that the most expensive design mistakes are often the ones guests never see. Bringing operations into the design process early just makes sense. Congratulations to you and Justin on launching Precursor Hospitality. I wish you both tremendous success.
Clearly written by someone who not only deeply understands hotels but also has a genuine passion for great hospitality. Beautiful aesthetics entice people in, but it's a well-functioning operational framework that keeps guests coming back. And not to mention retaining great staff. The hotels I've looked up to the most have always been the ones with staff that have stayed at the property for many years. It's usually a strong sign that something is being done right behind the scenes. I always enjoy reading your articles - looking forward to hearing your next piece of industry wisdom.