1. What defines a design that truly works for guests in real life, not just on paper?
For me, a design truly works when guests do not have to think about it. The experience feels effortless, intuitive, and memorable because every detail has been designed around real human behaviour, not just aesthetics.
At Accor, we often talk about the principle of SSI: Smart, Simple and Intuitive. A smart design solves problems before they arise. A simple design removes unnecessary complexity and clutter. An intuitive design allows guests to naturally understand how to use and navigate a space without needing instructions.
Beautiful renderings are important, but real success happens when design performs in everyday life. Can guests easily orient themselves? Does the room support the way they actually move, work, relax, and sleep? Is there enough lighting where it matters, sufficient storage, the right level of privacy, and technology that enhances the experience rather than complicates it?
Beyond functionality, hospitality design must also create an emotional connection. Guests may not remember every material or piece of furniture, but they will remember how the space made them feel. The best designs evoke a sense of comfort and belonging, tell a story about their destination, and offer moments of delight while remaining operationally efficient.
Ultimately, great hotel design sits at the intersection of beauty, functionality, and experience. If a space is Smart, Simple and Intuitive, and guests leave feeling comfortable, inspired, and wanting to return, then the design has truly succeeded.
2. In your experience, what does a strong collaboration between brands, designers and suppliers look like in practice?
The strongest collaborations happen when everyone stops thinking in silos and works towards a shared vision for the guest experience.
Brands bring the strategy, standards, and understanding of what the experience should feel like. Designers translate that vision into spaces that are functional, emotionally engaging, and commercially viable. Suppliers contribute technical expertise, innovation, and practical solutions that make great ideas achievable.
In practice, successful collaboration is built on transparency, trust, and early involvement. The best outcomes happen when suppliers are brought into the conversation from the beginning, rather than simply being asked to price a finished design. Their knowledge of materials, manufacturing, sustainability, and lead times often helps refine and elevate the design.
Equally important is maintaining open dialogue and being willing to challenge each other constructively. Hospitality projects are complex, and there are always constraints: budgets, timelines, and operational requirements. The objective is not for one party to win, but for everyone to collectively find the smartest solution.
3. How do you ensure global brand standards feel locally relevant rather than replicated?
This is one of the most important challenges in hospitality design today. Guests increasingly travel in search of authentic experiences, not standardised ones.
For me, brand standards should provide a framework, not a formula. The role of the brand is to define the core principles, values, and guest experience that must remain consistent wherever you are in the world. The role of the designer is then to interpret those principles through the lens of the local culture, context, and destination.
The key is to move beyond superficial references. Local relevance is not achieved by simply adding a traditional pattern, a piece of artwork, or a decorative object. It comes from understanding the stories, materials, craftsmanship, colours, lifestyles, and cultural nuances that make a place unique, and translating them into a contemporary hospitality experience.
At Accor, we often talk about creating a strong sense of place. Whether a guest is staying in Istanbul, Cairo, Riyadh, or Dubai, they should immediately recognise the quality and values of the brand, but they should also feel connected to the destination they are visiting. The experience should feel authentic to that location and impossible to replicate elsewhere.
The most successful projects strike this balance. They are globally recognisable yet locally rooted, creating spaces that feel both familiar and distinctive. That is where hospitality design becomes memorable and where a hotel develops a genuine identity rather than becoming just another branded property.
4. When you review a project, what signals tell you it will deliver a strong guest experience?
When I review a project, I always ask myself one question: Can I intuitively imagine the guest journey from arrival to departure?
The strongest projects are those where every design decision is rooted in how people actually experience the space. I look for environments that are SSI: Smart, Simple and Intuitive. Guests should naturally know where to go, how to use the space, and feel comfortable without needing explanations.
There are usually a few clear signals. The arrival experience is welcoming and easy to navigate. The layouts flow naturally and eliminate friction points. Guestrooms support real behaviours with the right lighting, storage, work areas, and places to relax. Public spaces offer choice and flexibility, allowing guests to socialise, work, or unwind depending on their needs.
I also look for an emotional dimension. Does the project have a clear story and a strong sense of place? Will guests remember how the space made them feel? The best hospitality experiences create moments of discovery and connection while remaining effortless to use.
Finally, I assess whether the design works operationally. Great guest experiences are only sustainable when the spaces also function well for hotel teams. The strongest projects achieve that balance between aesthetics, guest experience, and operational efficiency.
When a project feels intuitive, emotionally engaging, and operationally sound from the very first review, it is usually a very good indicator that it will deliver an exceptional guest experience in real life.
5. What is one piece of guidance you wish more designers and suppliers understood when working with hospitality brands?
I wish more designers and suppliers understood that, in hospitality, we are not simply creating beautiful spaces or specifying products—we are designing experiences. Every decision should improve the guest experience and work in real life. A product or design element may look beautiful, but if it is uncomfortable, difficult to maintain, or complicates operations, it is not the right solution.
I also encourage designers and suppliers to think beyond their individual scope. The best projects happen when everyone collaborates openly and understands the bigger picture. We are not just delivering spaces or products; we are collectively creating experiences that guests will remember.
Read it. Loved it. Now what?
More ideas, naturally. Explore more insights from INDEX, or discover the latest thinking shaping hospitality and workplace design from The Hotel Show and WORKSPACE. Better yet, experience all three industries under one roof at Dubai World Trade Centre, 1–3 June 2027. One registration. Three shows. Zero difficult decisions.
