Boutique Design - November 2019 - 106

FAIRMONT ROYAL YORK

EXECUTIVE DIRECTOR, INTERIOR DESIGN,
NORTH & CENTRAL AMERICA-
LUXURY DIVISION, ACCOR

lounge, a guestroom, we need to truly understand how
our inclusion of technology in our designs impact the
convenience and enjoyment of our guests' stay.
HOW DO YOU GET OWNER BUY-IN?

WHAT'S DRIVING DESIGN FORWARD?

With the explosion of design being showcased and
accessible on multiple platforms-TV shows,
websites and social media-our guests are no longer
"wowed" by a nice hotel or a pretty lobby. Over-thetop designs and concepts are expected; they're the
norm. Anyone with internet access can see a hotel
lobby without ever setting foot in it. So, we tend to
lose the element of surprise that guests used to experience when they walked into a hotel for the first
time. As a result, it's vital that we don't just give our
guests big "awe" moments (such as the grandeur of
high ceilings and voguish chandeliers) but that we
are focus on little details that can be appreciated
only in the moment, such as cohesive accents
throughout the property and a design concept that
flows from arrival through all aspects of the guest
journey, subtly tying together the whole experience.

It's important to understand the brand executives' and
owner's vision and anticipate any challenges and questions associated with getting buy-in for major changes
you've proposed. It's essential to tell them a compelling
and convincing story that takes them on a journey of
the overall design experience and addresses how the
changes will differentiate the space in question from
the competition. At the same time, you need to come
prepared with other solutions that don't completely
disrupt the overall concept of the project-just in case
you need to keep the design momentum moving
forward. You have to be honest, not only about the
concept you want to achieve, but the costs and timelines. Over the years, I have been fortunate to work with
owners that have come to trust my vision because they
know I'm there to make their investment not only look
its best, but also align with their business objectives
while upholding the brand's design pillars. Most importantly, you must believe in what you're pitching and
support what's in the best interest of the overall vision.

WHAT ARE THE NEW MUSTS?

From a design perspective, incorporating well-being
platforms and healthy F&B offerings into design.
Restaurants continue to evolve beyond places that
serve a specific purpose to destinations that provide an
experience. That said, we're aiming to provide restaurant and bar design that has longevity-so nothing
that's simply trendy. To achieve that, we're specifying
higher quality materials, finishes and furniture that are
well-made and durable. We're also seeing the guestroom as more of a private retreat away from the energetic F&B areas. It's also important to recognize the
impact of technology. When we look at a lobby, a
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NOVEMBER 2019

WHAT'S IN YOUR PIPELINE?

Accor's luxury brand portfolio is so robust. We're
working on projects ranging from icons such as the
Fairmont Banff Springs to the upcoming Raffles
Boston Back Bay Hotel & Residences, which will be
the first Raffles mixed-use property in North America.

project brief from the very onset of a project. These
combined documents set the trajectory and tone of
the design direction. All properties are individuals
and must have a customized design specific to
their location and operational needs.
So, basically: Do your homework, know the brand,
be collaborative. Don't present a concept not aligned
to the project vision, scope or work or budget, present
off-brand concepts or be afraid to ask questions.
WHY DID YOU LEAVE FAIRMONT HOTELS &
RESORTS TO TAKE THE POST AS DUNDEE | 360
CORPORATION'S DIRECTOR OF INTERIOR DESIGN
IN 2012 AND WHY DID YOU JOIN ACCOR IN 2015?

One of my strengths is building and maintaining relationships. One of Fairmont's ownership groups that I
had worked with previously asked me to join their
team. So, while I may have left Fairmont for a few
years, I was still in charge of the interior design vision
for eight Fairmont properties. It was after the renovation of Fairmont Le Château Frontenac and my work
on that project-pushing the Fairmont brand design
in Canada further than it had gone before-that I
received a call to come back to Fairmont, which had
been acquired by Accor. No matter which hat I'm
wearing, on the ownership, brand or interior designer
side of things, I definitely enjoy aligning all key stakeholders to push interior design forward under the
Accor vision. It's a designer's dream to have the opportunity to have such design diversity within Accor's
portfolio where no two brands or projects are alike.
WHAT WILL YOUR JOB LOOK LIKE IN FIVE YEARS?

HOW DO DESIGNERS GET ON YOUR SHORT LIST?

We always like to see that the interior design firm
has created a concept presentation that works
within the existing structure of the brand documentation such as the design brief, stylebook and

I'd like my job to have a bigger emphasis on the
evolution of design and branding. Currently, I am
the Global Fairmont Brand Design Champion and
I'd like to continue pushing the design evolution of
the brand from a global perspective.

COURTESY OF ACCOR (SMITH, FAIRMONT ROYAL YORK)

STEPHANIE SMITH

http://www.boutiquedesign.com

Boutique Design - November 2019

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