Hotel Design - Midpoint Thesis Book

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HOTEL GUILD“REVITALIZING HISTORY”
REBECCA JENSEN. 03707124.
ACADEMY OF ART UNIVERSITY.
GRADUATE SCHOOL OF INTERIOR ARCHITECTURE & DESIGN
JULY 19, 2013

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TABLE OF CONTENTS
Autobiography 3
Philosophy 4
Resume 5
Statement of Professional Goals 6
Abstract 7
Site Analysis 8
Building Analysis 14
Primary Research 20
Interview: Twitter 21
Interview: CBRE 24
Case Study: St Regis, SF 27
Case Study: W Hotel, SF 30
Case Study: The Mosser 33
Case Study: Hotel Zetta 36
Case Study: Hotel Palomar 39
Secondary Research 42
User Profile 52
Inspiration 53
Design Concept 59
Program Statement 69
Program Details 70
Preliminary Bubble Diagrams 82
Preliminary Floorplans 83
Timeline 86
Portfolio 87
References 92

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AUTOBIOGRAPHY
I’m the go-getter.
I’m the one who asks too many questions. I’m the one who’s always busy. I’m the one with the itinerary.
I am an artist and a businesswoman. And I’m a grad student, intern, entrepreneur, food blogger, fitness
advocate, jewelry artist, world-traveler, best friend, girlfriend and family-kind-of-girl.
To date, my family has played a significant role in my life’s current direction. The story is: my parents own
and operate their own collection of enterprise hotels and residential estates along the West Coast. My
father specializes in the portfolio and management of assets, while my mother single-handedly executes on
the exterior and interior designs for all new and existing properties. My brother recently started his own
investment consulting company, where he hopes to expand the Jensen portfolio as well as new clientele
portfolios. The question for me has always been: how do I fit in and what will happen to the family
business once my parents are gone?
On one hand, I hold a business marketing undergraduate degree from Cal Poly San Luis Obispo and -
prior to pursuing my MFA degree at the Academy of Art – I held a respectable, ascending career at one of
the largest marketing agencies in the world. On the other hand, my mom was tirelessly asking for my help
on her latest projects, the two Holiday Inn Express PIP renovations.
As mentioned above, I’m a sucker for family. And in the end, I chose happiness. In seeking my dreams,
I confidently chose change. I chose the opportunity that allows me to tap into my passion to fulfill my
creative aspirations. I applied to the Academy of Art University to both set my design foundation as well as
advance my momentum towards becoming a leading entrepreneur in the design industry.
It is my ultimate goal to own my own interior design firm, where I do great work not only for the family
business, but for other businesses as well. I want to be a design thought-leader that fosters innovation
and drives business impact. As I prepare myself for this goal, I’m carefully prioritizing and managing my
time. In my first year at the Academy of Art University, I’ve already had two internships: one more focused
on innovative design and the other more focused on project management, codes, competitive bidding
and fiscal goals. I’m proactively learning and laying out all the puzzle pieces so that I can maximize my
education and future successes as a business owner.

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PHILOSOPHY
Past. Present. Future.
I am notably familiar with hotel and real estate management, as I come from a
family of hospitality-related entrepreneurs. This, combined with my past focus
on advertising and market research has shaped me into a strong proponent of an
evidence-based design process.
Design Approach.
I believe in balancing good, innovative and functional design with smart,
educated, research-based decisions. My goal is always to create a great design that
will ultimately increase the value of the property, business or home over time.
Personality.
Fortunate to live the big city lifestyle from the most beautiful place on Earth, I
balance my professional life with the arts, outdoor activities, good wine, friends,
family and cat, India. I am a strong advocate of “Carpe Diem” as I believe there’s
always more to learn, love and laugh about life.

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RESUME
FEATURED PROFESSIONAL EXPERIENCE
INTERN, Ramsey Purchasing. Summer 2013 - Present
- Develop and maintain Flame and Code Certificate and the Care and Maintenance notebooks for specific hotel
furnishings projects, as well as other projects related to hotel FFE procurement
- Help organize and update hotel specifications, competitive bidding and scheduling
- Maintain correspondence with various vendors and manufacturers to keep track of project progress
DESIGN ASSISTANT, Kensington Design. Spring 2012 - Present
- Create floor plans and design strategy plans for commercial hotel projects, working closely with hotel GM’s
- Assist principle designers with project management, concept development and material selections
- Attend hospitality related tradeshows to include HD Design Show and IHG Owner’s Tradeshow
DESIGN ASSISTANT, Applegate Tran Interiors. Summer 2012 - Spring 2013
- Assisted with concept development, space planning, material selection, custom furniture design and installations
- Helped progress the status of various high-end apartment, large-scale home, showroom and retail projects
- Collected and kept track of material and furniture prices, estimates, requirements and memos
MARKETING STRATEGY COORDINATOR, Rosetta Marketing Agency. Summer 2010 - Spring 2012
- Developed and coordinated brand marketing programs, positioning and messaging for the agency
- Planned and managed mixed media campaigns to include display, print, email, search and social
- Expanded business development methodologies, lead nurturing and inbound marketing programs
FEATURED PROJECTS
2013 SAN FRANCISCO DECORATOR SHOWCASE HOUSE, TEEN BEDROOM. Spring 2013
- Worked with the design team to develop a final floor plan, design custom furniture, fabric, carpet, wall covering,
ceiling and lighting pieces as well as help manage all invoices, deliveries and installations
HOLIDAY INN EXPRESS - PIP RENOVATION. Fall 2012 - Present
- Helped coordinate space planning, FFE material selections, landscaping, logistics and punchlists for two Oregon
Holiday Inn Express hotels, following IHG’s Project Improvement Plan and Design Standards
BEST WESTERN - BREAKFAST ROOM RENOVATION. - Present
- Currently working on a renovation for a larger dining area, which has required staff and GM interviews, guest
survey analysis, brand standards research and profit margin analysis (prior to the design phase)
EDUCATION
- MFA: Interior Architecture and Design, Academy of Art University, San Francisco. (Expected to graduate in 2014)
- BS: Business Administration, Marketing Management - Cal Poly, San Luis Obispo. Class of 2010, Cum Laude
- London Study Abroad Exchange Program - Kingston University, London. 2008-2009
TECHNICAL SKILLS
Revit | Adobe Photoshop/Illustrator | Google Sketchup | Microsoft Office | Hand Sketching & Rendering
To see my portfolio visit RAJENSEN.com | San Francisco, CA | rebecca@rajensen.com | 831-402-3814

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PROFESSIONAL GOALS
My ultimate career goal is to own, operate and manage my own interior
design firm. Tailored to the commercial field, I foresee this firm’s philosophy
focused on a “return on design investment” mentality where each design
decision is well researched, educated and strategically planned.
Upon graduation, I plan to work with my mother’s design firm, Kensington
Design, to help complete renovations, new-builds and design updates for
our family’s hotels, multi-unit properties and residential assets. From there,
I plan to eventually take ownership of the firm, partner with my brother’s
investment company, and expand my service offerings to a broader range of
commercial industries.
In preparation for these short and long term goals, I’ve chosen a hotel
project for my thesis. I believe a project of this caliber will familiarize me
with today’s hotel standards, trends, requirements, guest and community
expectations and market opportunities - which are all critical lessons that
will contribute to my long-term aspirations.

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ABSTRACT
Through AAU coursework and internships over the past year, I’ve really grown to enjoy commercial design.
I am drawn particularly to the hospitality industry, as my parents have been hotel-owners my entire life. I’ve
chosen to design a modern, upscale lifestyle boutique hotel property in downtown San Francisco to use for
my thesis project, as I believe it will provide the sort of challenge, opportunity and flexibility for a strong,
meaningful and relevant design.
While working through my thesis project, my goal is to be realistic, innovative and very hands-on. I want
to make this a “learn by doing” experience, where I learn and make strategic decisions alongside realistic
stakeholders, vendors, city officials, community members and other key players.
Trying to imitate a real-world situation, I reached out to CBRE, a commercial real estate firm, to find a
site that’s currently for sale and that can be converted into a hotel property. I plan to conduct case studies,
interviews, focused market research, sketching, materials research, space planning and other tactics learned
this past year. I believe that my past and future AAU coursework combined with hospitality-related
internships will help me deliver an effective, results-driven hotel design that will contribute to San Francisco’s
business and leisure travel industry as well as enhance the face of San Francisco’s lower Market Street
community area.
The hotel will be a first-class, full-service, 8 story boutique hotel with 82 rooms and a 5,160 sq ft rooftop
restaurant and bar lounge. Located in a growing business tech and shopping neighborhood near Union
Square, Moscone Convention Center, Yerba Buena Gardens and Civic Center, the project should
accommodate convention attendees, individual business travelers and leisure travelers. Facilities will include
a lobby bar lounge, grab-and-go restaurant, rooftop restaurant and lounge, fitness center, business center and
conference room.
Looking for a concept that would both pay tribute to the area’s history as well as the city’s effort to revitalize
and sustain San Francisco’s unique artistic culture, my concept will balance San Francisco’s old “Theatre
Row” with today’s new “Technology Row.” What used to be the old Guild Theatre is now replaced with an
influx of tech companies, sharing spots with companies like Twitter, Yammer and Spotify. My goal is to subtly
symbolize a revitalization of the city’s historic art culture with today’s modern technology.

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SITE ANALYSIS
I look forward to working on this project because my site is in a location that will challenge me. It’s not an
easy neighborhood, as history has proven it to be quite volatile. It’s a place that’s had a rough reputation
and fights a bit of an uphill battle. However, there’s so much opportunity for revitalization, and I believe
my hotel project will contribute to the growth and progress of the area and help change the face of one of
San Francisco’s most difficult neighborhoods.
My proposed hotel project is located in San Francisco’s Mid-Market area. Today, the Mid-Market
neighborhood is quickly emerging with an influx of technology companies, which presents a large scale
of hotel revenue opportunity in the business travel market. Tech neighbors such as Twitter, Yammer,
Zendesk, Zoosk, One Kings Lane, CallScoket, Dolby, Benchmark Capital and most recently, Spotify
have followed Twitter into the area. The site is also centrally located, as it’s very close to the BART/
Muni station, Civic Center, Union Square, Moscone Convention Center, Yerba Buena Gardens and the
Financial District. Due to its close proximity to both Union Square as well as new technology companies,
there is an opportunity to create a mid-high end luxury hotel that can accommodate traveling business
executives as well as leisure travelers.
While the neighborhood is slowly rebranding itself as a “new technology hub” – the area still has several
patches to clean up. The SF Gate writes, “It wasn’t always that way. Just a few years ago, Mid-Market was a
seedy urban desert plunked in the middle of the city’s signature boulevard. Then-Mayor Gavin Newsom
and current Mayor Ed Lee worked to create tax breaks and incentives to bring in businesses to replace the
empty buildings, boarded-up storefronts and cheesy retail shops that contributed to the area’s dangerous,
down-at-the-heels vibe.”

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SITE ANALYSIS
Back in January 2010, the San Francisco Office of Economic and Workforce Development (OEWD)
launched the Central Market Partnership – a public/private initiative to renew and coordinate efforts
to revitalize Mid-Market and the larger Central Market neighborhood. There are still some gritty
parts of the Mid-Market neighborhood; however, the past three months have seen the largest visual
transformation of Mid-Market in decades:
• The influx of technology companies has played a major role in reviving the area.
• The tech-driven office market resurgence is now spurring residential and retail improvements as
well to include Dottie’s True Blue café, Pearl’s Deluxe Burgers, A Temporary Offering and Off
The Grid.
• The recent 30% increase in police staffing along Mid-Market has made a noticeable difference.
• The demolition at the CityPlace (now Market Street Place) shopping center site on the south
side of Market between 5th and 6th is nearly complete. It’s a six-level, 250,000-square-foot retail
center scheduled to open in 2015 that promises an enhanced streetscape, prominent street
presence for retailers, and a large, open floor plan.
New Market Street Place Shopping Mall - Rendering

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SITE ANALYSIS
• The Federal Government has decided to invest resources into fixing up the area as well. While
federal aid to cities has declined dramatically over the past decade, the feds have spent millions
restoring its long neglected historic building at 50 UN Plaza.
• The destruction of the last vestige of the former Del Webb Townhouse at 8th and Market has
begun for the new Trinity Plaza.
• The nearby Renoir Hotel at 7th and Market is undergoing a $40 million upgrade.
• The long vacant site at 950-970 Market finally has a new owner, who recently bought and is
renovating the Warfield building as well. It will be at least three years before construction of the
planned “950 Market Center for Arts and Education” breaks ground, but this is another long
troubled site now on the road to revival.
• Parts of Market Street were recently repaved.

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SITE ANALYSIS
The Mid-Market Revival Initiative also has a strong focus on preserving and spotlighting San Francisco’s
arts community. The effort is intended to build upon the area’s existing strengths, including an emphasis
on arts-based economic development initiatives. The city has been trying its best to maintain those
efforts, by adding arts-related businesses around the area. For example:
• Spotify will move into the Warfield
Theatre in July 2013. Spotify is both a
technology and a music company, and
so it plays nicely in the old rock-and-roll
theatre.
• Apex, otherwise known as Ricardo
Richey, a San Francisco street artist
whose spray-paint abstracts are featured
in museums around the world, is
moving into a co-working space at 42
Turk St., in the Tenderloin, along with Holy Stitch Denim Social Club, “an off-the-grid powered
manufacturing center” - primarily of jeans - “that triples as a school and community center.”
• Phantom Coast Gastropub and Brewery, which is taking up 5,000 square feet on Turk and
Taylor streets will involve the rehabbing of four storefronts. The pub will also have a heavy focus
on live music.
• ACT is converting the nearby Strand Theater (950
Market) into another performing space, planning
to use the new center for administrative and
education efforts.

• The Mayor’s Office on Economic and Workforce
Development is working to bring “pop-up” arts and
retail uses to Mid-Market to activate ground floor
space while building renovations occur.

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SITE ANALYSIS
950 Market St. - Center for the Art & Education
Demolition at Trinity Plaza
While all this growth is advantageous to the
area’s redevelopment, some local arts community
members see this as a threat. Small arts
organizations fear they’ll be priced out of the city
in the next five years. As SFGate puts it, “A years-
long effort to build a performing arts and education
center at the intersection of Market, Turk and
Mason streets could collapse now that an out-of-
town property owner has ended talks with the
project’s backers and put the lots up for bid.”

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BUILDING SELECTION: 1095 MARKET STREET

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BUILDING SELECTION: 1095 MARKET STREET

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BUILDING ANALYSIS
I’ve selected 1095 Market Street because it is currently for sale, unoccupied and is located in market with a
need for a modern hotel. The situation is realistic and opportunistic. In addition, it is one of only a handful
of permit-ready hotel projects in San Francisco.
BUILDING DETAILS
Building Location
• 1095 Market Street, San Francisco, CA
• Mid-Market (MidMa) Neighborhood
Square Footage & Details
• 76,000 total square feet
• Riveted steel frame and unreinforced brick
• Window lines on all 4 sides of the building
• 360 degree views from the roof
Building Height
• Eight-story, 60,171 RSF (currently)
• Ground floor height of 22 feet, slab to slab
height of 14 feet on floors 2-8
• 90‐X Height and Bulk District
Zoning
• Located between 6th and 7th Streets on
Market and sits on an 8,250sf site zoned
C-3-G (Downtown General Commercial)
• Office, retail, residential, entertainment and
institutional uses are permitted. Wholesale
and some light manufacturing uses are
permitted in some C-3 districts. Hotels are
a conditional use.
Owners
• 1095 Market Street Holdings, LLC
• Real Estate Rep.: Mark McDermott, CBRE

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BUILDING ANALYSIS
Building History
• Originally constructed between 1902 and 1905, the
1095 Market Street building (often referred to as the
Grant Building), is one of the few properties to withstand
the 1906 earthquake.
• More recently, the building was a 61,000sf commercial
office building falling under the Category I (Significant)
Building
Existing Conditions
• Currently, the building is unoccupied and listed for
sale.
• The building is currently seismically unsound, and it
could be detrimental to the health, safety and general
welfare of persons within the building. As a result, I
would like to seismically retrofit the building, as this
would significantly improve the health, safety and
welfare of the incumbents.
Future Plans
• In 2010, the owners made a proposal to the city
to convert the building into a 42,000sf, 94-room R1
occupancy hostel. The hostel would include a 2.500sf
commercial restaurant, 3,500sf nighttime entertainment
and two rooftop terraces that total 8,500 sf. The original
planners proposed rehabilitating the building, while still
preserving the architecture of the historic building.
• After a multi-year approval process, the owners
achieved full entitlements for the new hostel/hotel
project and recently vacated the final tenants in the
building.
• These original future plans fell through the cracks and
now the building is for sale.

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Primary Research
In Person Interviews
To get a better understanding of the Mid-Market area and user needs, I
interviewed two major stakeholders involved in the hotel development decision. I
interviewed an associate who handles hotel bookings at Twitter as well as a hotel
management and real estate consultant.
On Site Case Studies
I selected and visited a range of hotels in San Francisco to get a better
understanding of today’s market trends as well as Hotel Guild’s future
competition. In my observations, I determined things that I believe worked
well and things that did not work well with each hotel’s overall design and hotel
operation.

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INTERVIEW
Dan Kim
TWITTER
Former Lead International and M&A Recruiting Coordinator
What kind of work do you do at Twitter?
I just transferred into the university recruiting department, but prior to the department change,
I was the lead international and M&A recruiting coordinator. A big part of my job was handling
all of the travel arrangements for any new candidates or new hires that come into Twitter for
interviews. I worked with a third party travel agent to arrange air travel and hotel bookings for
the candidates.
What types of candidates were you usually booking hotels for?
At Twitter, we usually book air and hotel travel for high level executives, VPs and manager
type businessmen. We don’t usually book hotels for the younger, fresh out of school entry-level
candidates, as we tend to recruit in nearby areas for those positions. If I had to estimate, I’d say
about 75% of our hotel bookings are for men, and their ages vary anywhere from 29 to 50. I’d
guess that about 30% of our candidates are international; coming anywhere from Dublin to
London to Brazil to Japan.
What are some of the candidate’s most common requests as it relates to hotel bookings?
The most important thing we look for in a hotel is proximity to the Twitter office. We prefer to
book our candidates in the city, since they’re often here for just one night; however, we’ve had to
make arrangements in the SFO area simply because all the hotels are full for other conferences
or meetings.
What are some concerns you have when selecting a hotel for candidates?
Most importantly, we want our candidates to feel comfortable. We know that our office is not in
the safest part of the city, and we want to make sure the hotels are safe, reliable and clean. Public
transportation can be hard for someone who’s never been to the city, so we like to find hotels
that are within walking distance to the Twitter office.
What types of hotels do you usually book for these high level executives?
Most times, we’re looking for a hotel that is cost effective, probably somewhere between the
$$-$$$ range. Because we’re often hosting high-level executives, we still want a certain degree
of luxury; there has to be some sort of factor that will still impress them. Price, cleanliness and
safety are all very important factors when selecting hotels for our guests. We usually try to
book hotels in the Mid-Market area, but there aren’t very many options that fit our needs, so
sometimes we book hotels in other parts of the city as well.
How long are most hotel stays?
In my department, candidates usually stay for just one night. Twitter also hosts business
executives for meetings and conventions as well (not related to the recruiting department) and
they could be traveling to Twitter for a one-hour meeting or an entire week-long conference. It
varies.

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INTERVIEW
Dan Kim
TWITTER
How often do your guests mix business with travel?
Some candidates will ask to stay a few more days. For example, if their interview is on Friday,
they might ask to stay through the weekend, which we’re happy to book for them as long as they
pay for the additional nights. The candidates rarely bring spouses or family members.
What do most candidates do during dinnertime?
Sometimes we take our candidates out for happy hour drinks and dinner somewhere near Union
Square, the Financial District or Fisherman’s Wharf. I’m not sure where they go to eat for dinner
when we’re not taking them out; if they’re staying the Mid-Market area, we usually try to direct
them towards the Union Square side of town.
Shifting gears, how much time do Twitter employees spend in the Mid-Market area when they’re
not working?
Twitter has done a really great job providing all the amenities we might need, all in-house. We’re
offered breakfast, lunch and dinner and we have an awesome rooftop balcony. Sometimes we go
out for Happy Hour after work.
Speaking of Happy Hour, where do you guys normally go?
I like to go to Chambers at the Phoenix Hotel because it’s close. At our old office, we used to go to
this place that had an awesome outdoor area and sometimes we still go there. Or sometimes we
just have a few drinks at the office. We like places that are nearby, but sometimes we head to the
FiDi or Union Square. We usually only stay for drinks; dinner is usually relocated to a different
place.
How many people from your office go to Happy Hour?
Groups can range from 6-7 people or as large as an entire department of 40, it varies.
If a hotel in the Mid-Market area opened up a rooftop lounge area, would you and your colleagues
consider going there?
Absolutely! I feel like any place in SF that has an outdoor terrace or lounge area is advantageous,
because being outdoors is such a big part of the San Francisco culture. If it’s closer to my office
and has a reputable name, I would for sure consider going there for drinks after work.
Any last words or comments?
There is definitely a need for some modern, updated hotels in the Mid-Market area. Twitter
and the rest of the technology companies are trying their best to help revitalize the Mid-Market
area, but I think tourism plays a major part in that effort as well. I feel like bringing more
tourism into the area would help revitalize the area significantly, and that starts with nicer, more
luxurious hotels. It definitely won’t happen overnight, but with all the recent renovations and
redevelopments, its maybe something to look forward to in the next 5-6 years.

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INTERVIEW TAKEAWAYS
Dan Kim
TWITTER
There is currently a need for a new, safe, business-
travel hotel near Twitter.
Proximity to the office is very important when
booking a hotel for guests.
Twitter likes to send it guests to boutique-type
hotels that are semi-upscale.
Twitter employees would enjoy a nearby rooftop
lounge with a good happy hour.

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INTERVIEW
Robert Jensen
KENSINGTON MANAGEMENT & INVESTMENTS
Former CBRE Senior Associate in Commercial Real Estate
What’s your background in real estate and hotels?
I used to work as a broker in commercial real estate with CBRE San Francisco, but recently left
CBRE to start my own investment consulting company. In addition to this, I’m a partner with
Kensington Management, which is a hotel management company that operates a few Holiday
Inn Express and Best Western franchise properties on the West Coast.
From a real estate perspective, what’s your overall take on the Mid-Market area?
It is often considered a very volatile area. Every time San Francisco heats up, Mid-Market
has always been the first neighborhood to react. It has constantly been an area of obvious
gentrification, but as soon as there’s any flinch in the market, Mid-Market is the first to sort of
feel the effects. If you’re buying or renting a space in the area, you have to hope that the real
estate market will remain strong.
Can you describe what you mean when you say “strong?”
I think the 2nd Street Corridor is a great example of an area that’s done really well. Like Mid-
Market, there’s been an influx of technology companies in that area. A big difference is that there
are two main forms of transportation. Tech companies can bring in employees as far as Mountain
View with the Caltrain.
Do you think the Mid-Market neighborhood is capable of being “strong” and cleaned up?
Yes, I do. In real estate, we often refer to San Francisco as being a model city in terms of
what local government should be doing. San Francisco has tremendous pro-government
encouragement. Our mayor chased Twitter and offered a tax exemption just to keep them
around. That’s direct government action and as a result, many more technology companies have
followed. With this momentum, the government should keep trying to offer those incentives.
Another good sign is the fact that there are a lot of new residential buildings going up. It’s
the residents that will change the neighborhood. When people live there, they are a lot more
proactive about crime and problems. In addition, we’ve seen a significant shift in property
ownership. Ownership change is a big deal. New owners and developers have been able to
successfully accumulate and convert scalable projects, which will help change the market
significantly.
With the influx of new technology companies, do you think that there’s a need for a mid-high tier
luxury hotel?
Yes, I do. There’s a sort of gentrification happening in the Mid-Market area and there’s a lot of
activity happening in that part of town. You’ve got Twitter, Square, One King’s Lane and bunch of
other tech companies moving into that area and they’re working on a new shopping mall called
the Market Street Place.

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INTERVIEW
Robert Jensen
What type of hotel do you think would do well there?
I think a boutique or lifestyle hotel under a corporate flag would do well; something like a Hyatt
Place, Indigo or Aloft. That way, you can tap into their loyalty programs. I’d even consider doing
an extending stay product as well. There’s a lot of consultants that probably work with Twitter
that need to stay for a couple of weeks for training or what not. With extended stay, you don’t
need as much visibility; they can be on a side street. It’s more of a destination.
How do you think a developer would perceive 1095 Market Street specifically?
I would think a developer might get in and get out because they’re looking at it from a capital
investment perspective. I could see someone buying, repositioning, stabilizing and selling the
property.
As a designer, how do you suggest I factor in that perspective, while still being sustainable?
I would try and predict future market needs and design the floor plan in way where things can be
converted or shifted in the future. For example, our hotel management company tells us that the
pool is the top amenity asked for among guests; yet, the pool never gets used. It’s sort of a waste
of real estate space. Right now, fitness centers are really popular, but they only get used for a few
hours a day. I think it’s important to have a fitness center, because guests expect it, but maybe try
to design a fitness center that can be converted into whatever the next amenity “trend” might be.
Do you recommend focusing on business centers and conference rooms?
I think meeting space is important, but I wouldn’t go too heavy on it; maybe no more than 5,000-
10,000 square feet. With a building like that where space is limited, you want to consider the
value of the real estate. You should ask yourself, “which parts of this hotel will offer the greatest
return.” I might consider trying to maximize guest room space when possible.
Any other important areas you think I should consider?
I think it’s really important for your hotel management to have a sales director, who manages
group and corporate bookings. His job would be to create contracts with the local businesses,
and he’ll likely need either an office or meeting space somewhere on site.
Realistically, do you think I’m up against some major challenges with this neighborhood?
It’s such an interesting and opportunistic area with so much potential. They just need some
cleaning up. I’m very interested in these types of projects because yes, it is a challenge. Mid-
Market has always been a sore spot in one the most vibrant, dense cities. Why is that, and how
can we fix that? If we can figure out exactly why it’s like that and be part of the movement to
transform the area – that’s an accomplishment to be proud of.
Robert Jensen

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INTERVIEW TAKEAWAYS
Robert Jensen
There’s a lot of new developments and there is
demand for a hotel in the Mid-Market area.
The Mid-Market area is volatile, but it’s headed in a
good direction with local government support.
Consider maximizing square foot real estate return
on investment.
Design a space that can be flexible with future
hotel amenity trends.

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CASE STUDY
St. Regis, San Francisco
“What does a high-end luxury business & leisure hotel look like?”
Hotel Type: Luxury
Price: $$$$
Location: 3rd & Mission St – across from the
Metreon Convention Center & MoMA
Number of Floors: 20
Number of Rooms: 260
Built: 2005
Parking: Nearby Garage
Amenities:
• Air-conditioned public areas
• Ballroom(s)
• Bar/lounge
• Coffee shop or café
• Fireplace in lobby
• 3 Restaurants
• Swimming pool - indoor
• Fitness Center
• Remède Spa
• 24-hour business center
• 9 Meeting/conference rooms
• Wired (high-speed) Internet access
FOOD SERVICES
AME
Intimate L-shaped dining room. 300-bottle
wine cellar and dinner nightly.
VITRINE
Light-filled, 74-seat restaurant on the fourth
floor, with terrace seating available. Breakfast
menu changes seasonally. Breakfast and lunch
and served daily; open for brunch on Sundays.
LOBBY BAR
Bar menu and full bar. Open late morning to
late evening.
ROOM SERVICE
Available 24 hours.

2828
Initial Observations:
• Atmosphere: Upscale, modern, classy, semi-professional
• Observed Demographic: A good mix between young tech businessmen and women and older
baby-boomer businessmen. Late 20’s/early 30’s all the way up to late 50’s. Nearly everyone seemed
to be in town for a tradeshow at the Metreon across the street.
• Floor Plan: At the entrance of the hotel lobby, the user is greeted with a spacious, inviting lobby
lounge area. There were lots of little areas for people to sit, conduct meetings or socialize. The
lobby extended into the lounge/bar area with an open floor plan, which then extends into the guest
check-in desk. Bathrooms and elevators were in the back. Conference and banquet rooms are on
the second level and guest rooms on the upper levels.
CASE STUDY

2929
Things That Worked:
• The ambiance matched the demographic: modern
fireplace, classical piano music, chic furniture, upscale
chandeliers and fancy cocktails
• They created an effective social space: this hotel did
the best job at creating a comfortable lobby “social area.”
There was plenty of seating and electrical outlets for
laptops, as nearly 50-75% of the guests were on an electric
device (laptop, ipad or smart phone). I saw many meetings
between groups of 2 and 4 people. At the same time, the
relaxed vibe made guests feel okay sitting alone while
sipping on a glass of wine. The focus was on the social
space, rather than the hotel check-in.
• Open floor plan, while maintaining privacy: While there
were no physical walls to divide the different areas, the
hotel still managed to unobtrusively separate the spaces
with glass dividers, long fireplaces and other hanging
design features. The seating furniture had taller backs and
sides, which helped create intimacy and privacy for small
group meetings.
• Consistency throughout all floors: the feeling of luxury
remained consistent throughout elevators, corridors, guest
rooms, fitness center and spa.
Things That Didn’t Work:
• Plenty of unused, unoccupied space: some areas were
crowded with people (such as the social lobby lounge),
while other areas seemed abandoned and under-utilized.
The hotel could probably rearrange some areas to
reorganize high and low traffic areas.
• Lots of extra staff standing around
• Small hotel check-in desk: this could become problematic
when lines get long during a major tradeshow
CASE STUDY

3030
Hotel Type: Luxury Boutique
Price: $$$$
Location: 3rd & Howard St – across from the
Metreon Convention Center & MoMA
Number of Floors: 31
Built: 1999
Parking: Valet & Garage
Green: LEED certified
Amenities:
• Ballroom(s)
• Bar/lounge
• Coffee shop or café
• Pool table
• Restaurant
• Swimming pool - indoor
• Video library
• 24-hour fitness facilities
• Bliss Spa
• Small & medium conference rooms
FOOD SERVICES
LIVING ROOM BAR
A newly re-designed bar. Live DJs provide
a variety of lounge music Wednesdays to
Saturdays.
TRACE
Breakfast, lunch, and dinner daily. Décor
includes soaring ceilings, plush booths, and
portholes of colored glass along one wall.
UPSTAIRS BAR & LOUNGE
A chic bar located on the mezzanine level
overlooking the restaurant. Serves cocktails and
a la carte items.
ROOM SERVICE
Available 24 hours.
CASE STUDY
W Hotel, San Francisco
“What does a boutique hotel look like? How do they create social spaces?”

3131
• Atmosphere: Young, modern, hip, semi-professional
• Observed Demographic: Lots of young tech businessmen. Many seemed to be traveling for business,
as there were lots of groups. I also saw young leisure travelers, particularly couples as well. Ages ranged
from early 20’s to late 50’s.
• Floor Plan: The first thing you see when you walk into the W Hotel is the bar/lounge “Trace.” The
entrance is almost overwhelmed with places to sit in groups of 2, 4, 6 or even as big as 12. Trace extends
into a more casual “sofa” seating area which then extends into the official hotel registration desk. Trace
goes up three floors, with a balcony that overlooks levels 1 and 2. Conference rooms are the second floor
and the gym/spa is on the fourth floor. Guest rooms are on the upper levels.
CASE STUDY

3232
Things That Worked:
• Casual Social Lobby: Given the fact that many were
here for a conference, there were a lot of young tech-
looking people on their laptops and mobile devices. I even
overheard one talking about free wifi and USB sticks,
which indicates the customers are clearly tech-savvy.
The younger (30’s) guests gravitated towards the large
sofa nooks, which were arranged in a U-shape. There
were about 4-5 U-shape pods along the wall that people
enjoyed for meetings, social gatherings or even couple’s
dates. Each pod had tall back cushions, which helped
create privacy in each section.
• Well-targeted Decor: The décor definitely targeted
a very specific market, and I think they did a good
job articulating that market. Bright colors, young, hip
patterns, shapes, modern, funky furniture, colored lights,
interesting light fixtures and club-like music almost makes
you feel “cooler” if you’re staying here.
• Small, Cramped Reception: There isn’t much room for
a line if there are more than 5 groups waiting in line to
check-in.
• Social Lounge Didn’t Cater to Technology: I did not
see any plugs for people to plug in their computers, and I
actually saw people searching behind curtains looking for a
place to charge their computers during casual meetings.
• Inconsistency Across Floor Levels: Guest room levels
were underwhelming once the elevator doors opened. The
lobby, restaurant and bars had invested so much into the
design, and then the guest room corridors were completely
underwhelming compared to the other public spaces.
CASE STUDY

3333
Hotel Type: Budget Friendly
Price: $$
Location: 4th & Market St
Number of Floors: 8
Built: 1913
Amenities:
• Bar/lounge
• Restaurant
• Concierge services
• Doorman/doorwoman
• Laundry facilities
• Use of nearby fitness center (discount)
• Recording Studio
• Complimentary Wi-Fi
FOOD SERVICES
ANNABELLE’S BAR & BISTRO
Serving contemporary California cuisine with
a focus on fresh seafood. Open for lunch and
dinner.
LOBBY FOOD SERVICE
Complimentary coffee and muffins are served
in the lobby each morning.
ROOM SERVICE
Available 24 hours.
GUESTROOMS
The Mosser offers compact, comfortable guestrooms
with private or shared baths. All rooms are non-
smoking and include platform beds, complimentary
wireless Internet access, multi-line phones, CD
players, waffle-weave bathrobes, and ceiling fans.
Telephones come with voice mail. TVs offer
pay movies. Budget-friendly rooms with shared
bathrooms have in-room vanity sinks.
CASE STUDY
The Mosser Hotel, San Francisco
“What does a mid-tier business hotel look like?”

3434
• Atmosphere: Budget, Convenient, “Trying to be a boutique but not quite there”
• Observed Demographic: Young adults in their late 20’s to early 40’s. I saw three middle-aged men
sitting alone in the lobby on their smartphones, a group of 5-6 young tech men from a conference and
two international middle-aged tourist women. It was a mix of conference go-ers who couldn’t afford a
fancy hotel and young/middle-aged tourists looking to explore the city.
• Floor Plan: Lobby, reception sundry room and business center were on the first floor and all
guestrooms on the upper levels.
CASE STUDY

3535
Things That Worked:
• Decent First Impression For A Budget Hotel: They
invested dollars in the lobby, as it well designed compared
the upper-level floors. It leaves a decent first impression
for the guests and visitors.
• Incredibly Cramped: Overall, everything felt cramped:
the hallways, stairs, bathrooms, corridors, business center,
etc.
• Inefficient Use of Space: The “business center” and sundry
room were incredibly small (almost smaller than a closet;
see picture on right), while there was an expansive area for
luggage carts and it looked like people don’t actually use
the carts. The upper level guest room floors had shared
baths (which were not ADA compliant) that were too small
and there was nowhere to wash hands; a tall male would
barely be able to get in. I would take the compromise to
trade one guestroom to make a decent, operable larger
bathroom.
• Poor Acoustics: You could hear people walking/talking
upstairs as well as lots of noise from the outside areas.
CASE STUDY

3636
Hotel Type: Viceroy Boutique
Price: $$$
Number of Floors: 8
Built: 2013
Parking: Valet
Amenities:
• Bar/lounge
• Billiards or pool table
• Conference rooms
• Free Wi-Fi
• Luggage storage
FOOD SERVICES
LOBBY BAR
Bar menu and full bar. Open late morning to
late evening.
ROOM SERVICE
Available 24 hours.
GUESTROOMS
• Plush pillow-top beds covered with down
comforter and imported linens  
• Docking station with Bluetooth and
streaming capabilities, compatible with all
mobile devices 
• Illy espresso coffee machine 
• Neil George bath and body amenities and
terry waffle bathrobes 
• Double-paned windows to ensure a quiet
environment 
•Individually operated climate control
CASE STUDY
Hotel Zetta, San Francisco
“What level of luxury does Twitter book for their traveling guests?”

3737
• Atmosphere: Boutique, Casual, Chic, Hip, Modern, Fun
• Observed Demographic: Late 20’s to early 50’s – mostly dressed business casual. Saw a mix of young
(late 20’s/early 30’s couple) as well as single businessmen in their middle ages as well as small groups of
early 30’s men having tech-related meetings. All guests seemed to have a stable income, observed from
attire as well as choice in martinis and specialty cocktails.
• Floor Plan: Open floorplan. Modern, spacious business center at the front window, casual bar with
seating by the front window as well as lots of seating dispersed throughout the entire first level (for social
lounging). Reception was also mixed in with the seating on the first level. Second level was the kitchen,
conference rooms and “playground,” fitness center on fourth floor and guestrooms on all upper floors.
CASE STUDY

3838
Things That Worked:
• Comfortable, Approachable Social Space: Entrance
lobby was very inviting, bright and relaxed. Each table
was in good proximity to the other; good, mixed use
of furniture (which helped encourage different types of
social gathering, subtly indicating you could sit here for
a business meeting or there for a social gathering, casual
drink or any other occasion).
• Clear Design Concept: Concept was consistent
throughout. There were indicators of a concept inspired
by youth and nature; colors, textures, space planning and
design features were all very interesting and of consistent
quality.
• Technology-Savvy: Computer hook-ups, flat screen
TV’s, tech-ready conference rooms, etc. The Wellness
Studio features a TRX fitness program, a yoga and fitness
channel, and virtual personal-training programs.
o Ineffective Use of Valuable Real Estate: The second level
had a large “playroom” meant for board games, TV, pool,
etc. Yet, I only saw one couple in the huge space: most
guests flocked to the lobby social area instead. I’m not sure
that they even knew the area upstairs existed, and it didn’t
seem to work for this business-oriented demographic.
o Several Abandoned Spaces: I saw lots of unused,
awkward spaces at the end of corridors as well as on
guestroom floors. For example, once the elevator door
opens to the guest room floor, the spotlight is on a random,
single chair.
o Inefficient (Perceived) Adjacencies: The kitchen was on
the same level as the playroom (2nd level) but there weren’t
actually any food operations on the second level. All food
operations were on the first level in the lobby, so it seems
difficult to carry trays of food back and forth.
CASE STUDY

3939
Hotel Type: Kimpton Boutique
Price: $$$
Number of Floors: 5
Built: 1907
Amenities:
• 24-hour business center
• 24-hour fitness facilities
• Bar/lounge
• Free Wi-Fi
• Restaurant
• Meeting facilities size (feet) - 3000
• Number of meeting/conference rooms - 4
• Spa services on site
• Coffee/tea in lobby
• Complimentary newspapers in lobby
• Express check-in/out
FOOD SERVICES
FIFTH FLOOR RESTAURANT & LOUNGE
Full service menu with award-winning chef.
ROOM SERVICE
Available limited hours.
DESIGN CONCEPT
The theme is Art in Motion.™ The art of the
Hotel Palomar is not obvious via the usual
display of carefully placed pieces throughout
the space. The art is found in even the practical
facets of the hotel, such as the rich persimmon
geometric pattern headboards, gunmetal and
brass registration desk. Art is also afoot in the
imaginative and playful flooring, blurring the
lines between guest and art.
CASE STUDY
Hotel Palomar, San Francisco
“How does an upscale luxury hotel manage a small space?”

4040
• Atmosphere: Old-age, vintage, high-end, historical, tourist-oriented
• Observed Demographic: I saw lots of international tourists in the lobby and in the elevator. Though,
it appeared that there were several business functions occurring in the meeting rooms, which led me to
believe this property also attracts business executives as well.
• Floor Plan: Very small, intimate lobby with a focus on the front desk and elevators. Guestrooms are
located on the upper floors, and the restaurant and conference rooms are mixed throughout the floor
levels.
CASE STUDY

4141
Things That Worked:
• Ideal Location: The property is conveniently located
next to tourist attractions as well as business attractions –
striking a balance between leisure and business travelers.
• Good Use of Small Space: This hotel is on the smaller
side, and they did a good job of balancing their space
throughout the various levels. Their restaurant was located
on the 5th floor, and its operations did not interfere with
the nearby guestrooms sharing the same floor.
• Flexible Design: They were able to transform their spaces
effectively. While visiting the site, they had to relocate
their happy hour from the restaurant to the hotel lobby.
Meanwhile, they re-arranged furniture in the restaurant
for a charity banquet: chairs were cleared for a buffet-
style dinner and seating was rearranged in the back of
the restaurant. The hotel also reconfigured the elevator
landing area and transformed it into a welcome desk
reception area for the charity banquet.
• Strategic Adjacencies: I noticed that all the conference
rooms had private doors that led to small bus-boy stations
in case meetings were catered. The large kitchen was
placed on the same floor as the conference rooms.
• Poor Way-Finding: There was very little signage or
intuitive direction as to where the meeting rooms, fitness
facility and restaurant were unless you got in the elevator
and saw the description next to the elevator buttons.
• Difficult Vehicle Loading Zone: There were only 1-2 spots
for vehicles to load/unload, which can be problematic
during rush hour or peak check-in/out times.
CASE STUDY

42
SECONDARY RESEARCH
TYPICAL HOTEL AREA PROGRAM

4343
SECONDARY RESEARCH
GUESTROOM STANDARDS
• Important Definitions:
o Key: A separate, rentable unit
o Guestroom bay: the typical guestroom module
o Suite: combination of living room, kitchen or and one or more bedrooms
• Typical room sizes
o King: 350 (1 bay)
o Double-double: 350 (1 bay)
o Conference Suite: 700 (2 bays) – connects one K or DD to kitchen, boardroom or living room
o Deluxe Suite: 1050 (3 bays) – connects to K and DD
o Presidential Suite: 1400 (4 bays) – connects to dedicated K & DD; includes pantry or conference
room
• Hotels of different types can vary from 200 SF per room to over 1,000 SF because of the different mix of
facilities.
SAMPLE GUESTROOM FLOOR PLANS:

4444
SECONDARY RESEARCH
SPACE PLANNING STANDARDS: GUESTROOM LEVELS
• Guestrooms and suites generally represent between 65 - 85% of the total floor area in a hotel
Organize the plan so that the guestrooms occupy at least 70% of the gross floor area
• Plan corridor width at a minimum of 5’; 5’6” is optional
• Design guest bathrooms back-to-back for plumbing economies
• Locate disabled-accessible guestrooms near guest elevators
• The program requirements for the guestroom floors are relatively few: a designated number of
guestrooms or suites, conveniently located public and service elevators, exit stairways to meet the
building code and provide safe egress, adequate linen storage and vending area, and small electrical
and telephone equipment rooms.
• The most efficient configurations are those where circulation space is kept to a minimum – either
the double loaded corridor slab or the compare center core tower
SAMPLE FLOOR PLANS FOR GUESTROOM LEVEL FLOORS:

4545
SECONDARY RESEARCH
FITNESS CENTER CONSIDERATIONS
Risk management within the fitness center begins in the early stages of the design phase. Consider where
the facility will be placed in relationship to the rest of the property:
o Placing the fitness center close to the main entrance/front desk area will not only help to promote
the facility but will increase accessibility in the event of an emergency response.
o Installing HVAC systems with automatic climate control will keep the room at a safe workout
temperature and guard against dangerous overheating injuries to your guests such as dehydration and
heat stroke.
o Lighting should be installed that allows guests to easily read all signage and equipment instructions
while lighting the entire space.
o Flooring choices within the facility should be designed around the function of each space and guard
against slip and fall injuries taking into consideration 1) issues such as sweat falling on slick floors
and creating hazards, and, 2) transition elevation differences in rooms with two or more different
types of flooring.

4646
SECONDARY RESEARCH
HOTEL OPERATION STANDARDS
• Parking: Most city hotels lease parking from a nearby facility and use valets to park the guest’s car
upon arrival. Where possible hotels should provide .4 to .8 parking spaces per room in large cities,
and 1.2 to 1.4 spaces in smaller cities.
• Public Access: Off-street loading docs are needed and frequently mandated in city hotels. The
problem that arises on tight urban sites is in locating the loading area with its odors and noise as far
away from the hotel entrance as possible.
• Back of House: Most back-of-house and administration offices are located on the ground floor
(loading dock, employee entrance, housekeeping and main kitchen) and in the basement (admin
offices, storage, and mechanical equipment).
• Rooftop Access: Case Study - The James Hotel, SoHo, New York, New York
o The locally popular rooftop venue, which accommodates up to 140 guests, is accessed from
a separate entrance on a side street in order to avoid interference with hotel operations.
SAMPLE ELEVATIONS:

4747
SECONDARY RESEARCH
RESEARCH ON DESIGNING A PROFITABLE HOTEL CONCEPT
1. Segment your customers according to their behavior
a. Which customers stay in this hotel mainly because of its convenient location?
b. Which customers require a business center?
c. Which customers want in-house evening dining options?
d. By focusing on what drives your customers rather than on simple demographics, you will be
able to develop a more coherent concept that avoids stereotyping.
2. Identify your protectable assets
a. The landscape, the history, the location, the building itself, the unique mix of customers and
your own specific know-how are all attributes that can serve as the basis of a strong concept.
3. Take social interactions into account
a. Hallways, restaurants, lifts and lobbies are all environments that trigger social interactions.
b. Does the lighting encourage people to talk together?
c. Does the layout of the lobby ensure that people have enough privacy?
d. Can guests easily establish eye contact if they are seated at the bar?
4. Focus on the brand story, not the design
a. A compelling brand story is infused into all aspects of the guest experience, giving more
depth and substance to the hotel product.
5. Maximize revenue per square meter
a. Which areas will generate the most revenue?
b. Dormant areas such as oversized lobbies, empty gyms or space-consuming decorations
should be converted into points of sale when possible.

4848
SECONDARY RESEARCH
HOTEL INDUSTRY TRENDS: TECHNOLOGY
• Technology is not an option anymore.
A full two-thirds of travelers now have some kind of smartphone, and 31 percent own a
smartphone as well as some sort of tablet.
• Customers expect WiFi, and it should be free.
According to HotelChatter.com, “WiFi is just as important of an amenity as TVs and minibars.
Probably more important.”
• Power outlets are critical.
Hotel guests are traveling with a minimum of two gadgets that require
plugging in. So the need for more power outlets in the rooms is very
real. Extra bonus points for hotels who put them in functional places
like armrests.
• Provide functional furniture.
Case Study: Hyatt House Outfitting Chairs With Power Outlets
• A new chair design inspired by automotive and airline
seating that addresses both social flexibility and an “always-
on” lifestyle.
• The piece has power-outlets on the chair. It may also
feature a fold-out tray for laptops, a reading light, reclining
back, a cup holder and heating option, providing ultimate
comfort for working.

4949
SECONDARY RESEARCH
WHAT IS THE “SOCIAL” HOTEL LOBBY?
“The Social Lobby” is seeing trends in three areas:
Technology:
• The desks, computers and printers that used to be in the hotel business center are finding their
way into the open space. Electrical outlets are no longer hidden behind the curtains or sofas —
instead, they’ve become part of the furniture, incorporated into tables and lamps.
• The Marriott chain of hotels is installing touch screen “Go Boards” that offer guests quick
access to local maps, weather, events and nearby restaurants – information that was once
provided by a concierge.
Entertainment:
• Many hotel lobbies now offer flat screen televisions and plenty of seating so guests can gather to
watch sporting events or movies together.
Food and drink:
• Hotels are breaking down the walls that used to separate full-service restaurants from the rest
of the hotel, and are turning the spaces into less formal cafes.
• Le Meridien hotels launched a “hub” lobby concept, which is a coffee-inspired space during the
day and a wine-inspired space at night.
• Marriott Courtyard’s “Bistro” offers cooked-to-order egg sandwiches for breakfast, and
sandwiches and salads the rest of the day.
• At Starwood’s new Element hotels, there’s an evening reception four nights at week that
includes free beer, wine and hot or cold snacks.

5050
SECONDARY RESEARCH
THE “SOCIAL” HOTEL LOBBY
Case Study: Holiday Inn “HUB”
o The Holiday Inn chain began rolling out a new lobby
concept called “The HUB” which “integrates the lobby, bar
and restaurant space into an area with multiple places for
guests to eat/drink, connect, relax and have fun”.
Case Study: Hyatt House’s Multi-Functional Social Spaces
o The Hyatt House’s Great Lounge will be operational for
18 hours a day. Along with sitting, home entertainment
and individual work areas, the multi-functional H bar will
transform from a breakfast bar in the morning to a cocktail
bar in the evening. In the backyard, there are areas that can
be used for sun bathing during the day or as an outdoor
lounge during the evening, with a built-in guest kitchen and
conversation areas around a fire pit.
Case Study: Sheraton Social Hour
o Sheraton has been changing things up with their exclusive
(and very popular) Sheraton Social Hour. The program,
which partially debuted last year in select Sheraton hotels,
allows guests to sample top-notch wines that have been given
the thumbs up by Wine Spectator magazine.
o Social Hour has officially been rolled out to all 430 Sheraton
hotels around the world.

5151
SECONDARY RESEARCH
INNOVATIVE TECH IDEAS IN HOTELS
Mobile Check-in
o Marriott Hotels now offers mobile check-in for mobile
travelers
High Tech Room Designs
o Case Study: Paris’ Novotel Vaugirard-Montparnasse
has teamed with Microsoft to unveil a room kitted out
with electronic perks such as a Sensorit digital mirror, a
multitasking piece of decor that allows guests to primp as they
simultaneously check news.
o Other touches include an Xbox Kinect, and the Windows
Phone 7 and Nokia Lumia.
Technology Everywhere
o Hotels are switching their LCD TVs (liquid crystal display)
to LED TVs (light-emitting diode), which have clearer
images.
o Interactive content. On Samsung TVs, you can log on to
Twitter, Facebook, Skype, Google+ and other social networks.
You can also look at a listing of local attractions, order room
service or get messages from the hotel.
o Syncing of mobile devices or tablets with the TV. Buy a
movie from the hotel and watch it on your tablet at the lobby
bar, or watch a show on the hotel TV that you downloaded
onto your tablet before you checked in.

5252
USER PROFILE
The combination of my research findings led me to believe that there is scalable opportunity for a hotel
geared towards young businessmen and businesswomen (who need a place to stay while visiting the
various tech companies) as well as leisure travelers visiting the city. San Francisco also has a high level
of international travelers, and that will be factored into the design strategy as well. The hotel would
accommodate a younger, active and modern demographic; between the ages of 25-50.
The hotel operation will target short and long-term business travelers who are looking for a close,
convenient and safe place to stay while visiting a nearby tech company, tradeshow or other nearby
business meeting. Due to its proximity to Union Square, BART and Civic Center, the hotel operation will
also target domestic and international leisure travelers.
The rooftop lounge operation will target overnight guests as well as employees of nearby tech companies
to include Twitter staff, Spotify staff and One King’s Lane staff. Targeted age ranges from mid 20’s to late
50’s.
The hotel and restaurant will also include secondary users, such as hotel staff, employees, managers,
security personnel, delivery companies, garbage management, housekeeping, etc.
Hotel Guests - Some Noteworthy Needs:
• Social lobby experience
• Access to outlet plugs in public spaces
• Access to conference rooms
• Free Wi-Fi
• Fitness center
• Security personnel
Rooftop Lounge Guests - Some Noteworthy Needs
• Separate elevator door and entrance to lounge
• Protection from wind/cold weather
• Rooftop views
• Acoustical protection
• Security personnel

53
INSPIRATION
Ian Schrager: Real Estate Developer, Hotelier & Interior Designer
I’m inspired by Ian Schrager because of his approach and philosophy as it relates to hotel design. As a designer
of some of the world’s most revered hotels (to include Gramercy Park Hotel, Morgans Hotel, Royalton Hotel,
Paramount Hotel, Delano Hotel, Mondrian Hotel and Clift Hotel), Ian Schrager is considered an innovative
leader who’s always pushing the envelope.

5454
INSPIRATION
Ian Schrager
In doing research on Mr. Schrager, there are several facets of his
approach & process that I’m inspired by:
He’s an innovative thought leader
Ian Schrager is considered the pioneer of the “boutique hotel
concept” and his model has set industry standards and has been
replicated throughout the world. He invented and successfully
executed concepts such as:
• “Lobby Socializing” where the hotel lobby became a
new kind of gathering place for guests and local residents
alike.
• “Cheap Chic” where affordable luxury was offered in a
stylish and sophisticated environment
• “Urban Resort” where the hotel’s amenities like spas and
elaborate fitness centers make it a destination point amid
metropolitan bustle
He leverages a unique skillset
Not only an innovative interior designer, Ian Schrager also
owns, develops and manages hotels, residential and mixed
use projects as well. By getting involved in the ownership and
management of hotels, he’s sees and utilizes an entirely different
perspective. Being exposed to the daily hotel operations
provides valuable insights that lead to better design decisions.
He’s always looking for new opportunities
Ian Schrager constantly leverages his network of contacts to
create and seek new opportunities. For example:
• He’s created his own brand of hotels. PUBLIC Chicago,
which opened on October 11, 2011.
• He’s recently partnered with Marriott. Marriott’s
EDITION Hotels marks the next chapter in the lifestyle
hotel story.

5555
INSPIRATION
Ian Schrager
He has a clear vision
• He considers his design approach the antithesis of trendy.
It may be provocative, it may be out there on the edge, but
if it’s well done it will stand the test of time, and be just as
relevant in thirty or forty years.
• He believes the biggest driver in hospitality is Product
Distinction. He says, “[Mainstream hotels] got obsessed
with reservation systems, locations, and all those kinds of
criteria, which are important and part of the business, but
we took our eye off the ball and forgot that what customers
want is the best experience in the most distinct property.”
He takes a hands-on approach
For example, Mr. Schrager does a superb job at connecting a
design with the area’s culture. He says, “You do it by getting in a
car, or hopping on a bike, and traveling around the city. You get
the feeling and the vibe of what that city is all about. To me it’s
critical, giving a sense of place, but also giving a sense of time.
That’s what the other forms of entertainment do: music, film.
They give a sense of time.”
Throughout my thesis project, I’m inspired by his approach. Like Ian Schrager, I strive to become a new
thought leader in the design industry, by creating innovative concepts of my own. I also plan to leverage
my own network of related professionals, such as other hotel owners, operators and management
companies to better understand the needs of today’s hotel customers - which will ultimately help make
better informed design decisions. I too, would like to take a hands-on approach to solving problems by
putting myself out there and seeing things for myself.

5656
INSPIRATION
San Francisco’s Mid-Market History
I’m also inspired by San Francisco’s past, present and future, particularly as it relates to art in the Mid-
Market neighborhood. The following tenants will also serve as sources of inspiration throughout the
design process:
Mid-Market’s Has An Incredible Art History
• 1095 Market used to house writers, performers,
musicians, nonprofit groups, socialists and entrepreneurs
for almost a century. Also labor organizers, detectives, a
satiric magazine and a socialist quarterly.
• There were countless theaters throughout the Mid-Market
neighborhood. These theaters, big and small, survived years
of ownership and name changes. Some played movies, live
shows and even games (such as Ten O Win, Bingo, Spin
The Wheel). Below are just a few that I’m inspired by:
• Orpheum Theatre – 939 Market St. formerly
Panatages Theatre
• Guild Theater - 1069 Market St. formerly Egyptian
Theater, 1924; Studio Theater, 1943; Guild Theater,
1947; Pussycat Theater, 1974.
• Strand Theater - 127 Market St. formerly the Jewel,
1917; Sun, 1920; College, 1920; Francesca, 1921.
• St. Francis Theater - 965 Market St.
• Embassy Theater - 1125 Market St.. formerly
American Theater, 1907; Rialto, 1916; Rivoli Opera
House, 1923; Embassy Theater, 1927; Warner Brothers,
1932-1933.
• Market Street Cinema - 1077 Market St. formerly
Grauman’s Imperial, 1912; Imperial, 1916; Premier,
1929; United Artists, 1931; Loew’s, 1970; Market Street
Cinema, 1972.
• Centre Theater - 1071 Market St. formerly Round Up
Theater, 1944; Centre Theater, 1947.
• Granada Theatre - 1066 Market St. formerly
Paramount Theater, 1930
• Pompeii Theater - 1046 Market St. formerly Regal
Theater, Bijou Theater, L A Gals.
INSPIRATION

57
INSPIRATION

5858
INSPIRATION
Today’s Innovative Technologies
Lastly, I’m inspired by the influx of new technology companies replacing the old theaters.
Expanding on this idea, I’m inspired by the innovations brewing at the California Institute for
Telecommunications and Information Technology (Calit2).
• Calit2 co-mingles digital arts with digital science and
engineering. They experiment in global digital cinema,
television, and Internet media; immersive telepresence;
gaming and game culture; machine improvisation;
embodied interaction; distributed and participatory
performing arts; digital art history; ethnography;
archaeology and other areas.
• For example, Calit2 was able to use an endoscopic
probe to uncover one of Leonardo Da Vinci’s lost paintings
hidden beneath another mural; Calit2 introduced an
instrument that scans old, painted-over walls without
any physical contact and then maps any color or pigment
hidden under old, ancient murals.
• Augmented Reality: Calit2 created a smartphone app
that can select pages of a magazine, and allow access to
video interviews and other multimedia content typically
only available to website and tablet readers.
• The Spidersonic Sound System is a blueprint for
collaborative electronic music, with computer-based
audio, providing musicians with real-time access to virtual
instruments.
• Ad Infinitum³ is a 55-person video game built as a
theatrical group experience. Any HTML5-enabled device
(smartphones, tablets, ipods) can be a controller (smaller
is better), and each player fully controls their own visually
and aurally unique in-game character.
• Virtual Performing Arts: Imagine a Taiko Drumming
performance with motion capture, EEG technology and
bio-sensors for visualizations throughout the performance.

59
DESIGN CONCEPT
“Revitalizing History”
My concept is focused on revitalizing the area’s theatre history with today’s new, innovative technologies.
What used to be known as the “Theatre Row” is now transforming into a new “Technology Row” and I hope
to symbolize a marriage between the old with the new.

6060
DESIGN CONCEPT
DIGGING DEEPER
Looking for a concept that would both pay tribute to the area’s history as well as the city’s effort to
revitalize and sustain San Francisco’s unique artistic culture, my concept will balance San Francisco’s
old art history with the new San Francisco as a technology melting pot. Specifically, I’m inspired by
San Francisco’s old historic theatre lifestyle and today’s entrepreneurial culture revolving around new
technologies. What used to be the old Guild Theatre is now replaced with an influx of tech companies,
sharing spots with companies like Twitter, Yammer and Spotify. My goal is to subtly symbolize a
revitalization of the city’s historic art culture with today’s modern technology.
San Francisco has always been different because it’s a major city where progressive activists and artists
have had a real and sustained impact. With hopes of keeping that culture alive, I did extensive research
on the Mid-Market’s history and found that the site is located in a historic theatre neighborhood. With
recent new developments, much of that history has been lost. I foresee my concept evolving into a sort of
museum that captures the essence of historic Mid-Market area, only delivered in new forms of media.
I will use this concept as inspiration for design features throughout the space. For example, I imagine
technologically advanced conference rooms inspired by each of the various historical theaters. The
lobby could feature an interactive LED ceiling panel that plays some of the old neighborhood’s most
famous films. Or, I could design each of the guestrooms based off the different types of tenants that used
to occupy the existing building. I visualize the rooftop lounge playing on the old theatre floor plans.
I foresee a mobile app with a user interface inspired by a game of old-fashioned bingo. I also plan to
leverage Calit2’s most innovative technologies and finding ways to incorporate them into my concept.

6161
DESIGN CONCEPT
2011 – 20152011 – 2015 2015 – 20252015 – 2025 2025 +2025 +
(2011)
now
Conductive
energy
Traveling
wavereactor
Fuelcells
Predominantuse
ofrenewables
Smart
grids Biomechanical
harvesting
Smart
meters
Localpower
production
Solar
thermal
Artificial
photosynthesis
Piezo-
electricity
Nano-
generators
(GREEN)
ENERGY
Private
spaceflight
Space
tourism
Space
elevator
Lunar
outpost
SPACE
Crowd
funding
Mobile
payments
Cash-less
society
Virtual
currencies
MONEY
Smart
toys
Appliance
bots
Self-
driving
vehiclesDomestic
robots
Swarm
robotics
Utility
fog
ROBOTICS
Wearables
Pico-
projectors
Fabric-
embedded
screens
Skin-
embedded
screens
Electronic
paper
Spimes
Holography
Projectedaudio
Speech
recognition
Haptics
AR
Gesture
recognition
Multi
touch
Machine
vision
Telepresence
Tabs&
Pads
Boards
NUI
(SOFTWARE)
Retinal
displays
3D
UBICOMP
(HARDWARE)
Cyber-
warfare
Exoskeletons
Metamaterial
cloaking
UAVs
WARFARE
Wetware
(biofeedback)
Optogenetics
Biomarkers
Stem-cell
treatments
Syntheticmeat
Verticalagriculture
PGS
Personalized
medicine
Artificiallimbs
Telemedicine
BIOTECH
Machine-based
high-frequencytrading
ANNs
Software
agents
Machine
translation
Recommendation
engines
Medical
diagnostics
ARTIFICIAL
INTELLIGENCE
Naturallanguage
interpretation
NFC
Social
graph
Linked
data
Pico-
cells
4G
5G
Sensors
Smart
infrastructure
Cloud
computing
Pervasive
videocapture
PAN
Interplanetary
internet
INTERNET
(CONNECTIVITY)
HAPs
Programmablematter
3D
printing
Memristor
Carbon
nanotubes
Nanowires
Metamaterials
Printon
demand
MATERIALS
Learn more:
Contact me:
Follow me:
Envisioning the near
future of technology
michellzappa.com
michellzappa@gmail.com
@mz BY SA
meeting people is easy
Last updated: 2011-02-25

6262
DESIGN CONCEPT
DIGGING EVEN DEEPER
In addition to this, there are many striking similarities in energy between the Mid-Market area’s old art
culture and new art culture that my concept is inspired by:
1. The energy is contagious and unyielding:
a. San Francisco’s old theaters survived Market Street with great fortitude. With an effort to keep
the theaters around, the theatre names survived dozens of ownership and name changes. Today,
the new tech companies are moving in, one after the other, just like the theaters once did on Mid-
Market Street.
b. This would be represented by colors, textures and materials to flood and spread across the
space. Like a virus, I can visualize some design elements flooding quickly or slowly, in large scale
(representing the larger tech companies) or small scale (representing the smaller tech companies).
Right off the bat, I visualize watercolor patterns expanding, material overlaps and the mixing of
colors to represent the contagious energy.
2. In both eras, there is a strong balance between “work hard, play hard”
a. This allows me to place contradictions throughout the hotel. Some elements would be structured,
serious, neutral, while others would be colorful, bright and playful – all while maintaining a sense
of mature luxury. Functionally speaking, I see a business center with professional computers
accented with a touch of color on the cords and breakout conference rooms with whiteboards and
playful furniture. The juxtaposition of a rooftop night lounge and the business center is a prime
example of the contradiction.
3. The energy involves curiosity and the unexpected
a. I find that many of these young start-up entrepreneurs and tech companies are naturally curious.
With this, I could create a bit of mystery by use of colors, lights and space planning. Unexpected
historic art elements, interesting new developments in technology, unique verbiage on signs and
unconventional shapes, temperatures, textures and spatial arrangements are elements that play off
this curiosity.

6363
PRELIMINARY CONCEPT SKETCHES

6464

6565

6666

6767

6868

69
PROGRAM STATEMENT
The hotel will be a first-class, full-service, 8 story boutique hotel with 82 rooms and a 5,160 sq ft rooftop
restaurant and bar lounge. The project will include 50,965 sq ft of usable, design space. Located in a
growing business tech and shopping neighborhood near Union Square, Moscone Convention Center,
Yerba Buena Gardens and Civic Center, the project should accommodate convention attendees, individual
business travelers and leisure travelers. Facilities will include a lobby bar lounge, grab-and-go restaurant,
rooftop restaurant and lounge, fitness center, business center and conference room.
GUESTROOMS
The guestrooms will cater to business travelers and leisure travelers. I plan to offer three different room types that
will vary by size: standard, deluxe and premiere rooms, where king, double double and ADA rooms will be included.
Rooms will be equipped with technologically advanced amenities and fixtures, and each guestroom floor will have a
different design concept relating to the “revitalizing history” concept.
LOBBY
Inspired by Ian Schrager’s “lobby socializing” concept, the lobby will incorporate technology, entertainment and a
food and beverage service. The lobby serves as the main hub of the first level floor, branching off to the conference
room, extended lobby bar area, business center, grab and go restaurant as well as guestroom elevators. It will be a
comfortable, social setting that encourages guests and visitors to relax in a safe, casual environment.
GRAB & GO RESTAURANT
The 530 square feet grab and go restaurant is meant to serve both hotel guests as well as public foot traffic. Accessible
from both the interior lobby as well as public sidewalk, this eatery is meant for travelers who need a quick, pre-made
or pre-packaged breakfast or lunch on the way out/in the door. Cuisine will be light, healthy, local and sustainable.
ROOFTOP RESTAURANT AND LOUNGE
The 5,160 rooftop lounge is meant to target hotel guests, foot-traffic tourists and employees from the nearby tech
companies. Seen as “the place to go for happy hour,” the rooftop lounge will become a place to eat and drink with
spectacular 360 degree views of the city. The lounge will require a separate elevator entrance, security, wind and rain
protection, acoustical protection and extra warmth. Guests can sit at standard tables or relax in a private bungalow.
The restaurant’s design concept will focus on the old historic theaters on Mid-Market Street.

7070
PROGRAM DETAILS
* Square footage does not include corridors, elevators and stairwells.

7171
PROGRAM DETAILS
* Square footage does not include corridors, elevators and stairwells.

7272
PROGRAM DETAILS
Guestroom Breakdown

PROGRAM DETAILS
Public Spaces
GUESTROOMS
• Approximately 30,670 SF of designed space
• The scope of this project will include a total
remodel of the space
• New space plan throughout
• Approximately 82 rooms
Requirements:
• Connecting/adjoining rooms available
• Plenty of access to wall and furniture plugs
• Eco-efficient HVAC and appliances
• Local, sustainable materials when possible

PROGRAM DETAILS
Public Spaces
GUESTROOMS (cont...)
Standard Guestroom
o Approximately 350 SF
o A single king or double-double bed arrangement
o Private bathroom with shower
o Desk work station
Deluxe Guestroom
o A slightly larger guestroom with an added parlor
o Desk work station
o Parlor
Premier Guestroom
o The largest guestroom, which has the best city view
on the corner of the building
o Desk work station
o Parlor

PROGRAM DETAILS
Public Spaces
LOBBY
Requirements:
• Reception desk near entrance
• “Lobby socializing” floor & furniture plan
• Sufficient lighting
• Central Location
• Sufficient flow area
• Luggage storage area
• Access to street level
• Bellman area
• Restrooms towards the back
• Security

PROGRAM DETAILS
Public Spaces
CONFERENCE ROOM
• Approximately 385 SF of designed space
Requirements:
• Work area large enough for at least 5 people
• Web-conferencing capabilities
• Whiteboards and digital TV hook-up
• Acoustical insulation
• Appropriate lighting
• Close to lobby

PROGRAM DETAILS
Public Spaces
LOBBY EXTENSION: BAR & LOUNGE
Requirements:
• Must be close to lobby
• Open, easy transition from lobby to lounge area
• Full bar area
• Small kitchen for light appetizers
• “Lobby socializing” floor & furniture plan
• Access to basement kitchen & storage
• Sufficient daylighting
• Local, sustainable food and beverage options

7878
PROGRAM DETAILS
Public Spaces
GRAB & GO RESTAURANT
Requirements:
• Small private kitchen
• Ordering area
• Cold cut display case area
• Dry display case area
• Pay station
• Small seating area
• Access to street and hotel interior
• Local, sustainable food options

7979
PROGRAM DETAILS
Public Spaces
BUSINESS CENTER
Requirements:
• Work area large enough for 2 computers stations
• Close to lobby
• Security location, not close to entrance
• Web-conferencing capabilities
• Sufficient lighting
• Acoustical insulation

8080
PROGRAM DETAILS
Public Spaces
FITNESS CENTER
Requirements:
• 3 cardio machines (at minimum)
• 1 weight set (at minimum)
• 1 strength training machine (at minimum)
• Sufficient wall space for mirrors
• Sufficient & appropriate floor material
• Card-swipe door entry
• Emergency phone
• Drinking fountain

PROGRAM DETAILS
Public Spaces
ROOFTOP LOUNGE
Requirements:
• Separate elevator entrance
• Back kitchen
• Open kitchen
• Bar area
• “Social” floor and furniture plan
• A flexible, convertible space depending on events
• Protection from wind, rain and other elements
• Access to service elevator
• Energy efficient HVAC and appliances
• Sufficient lighting and heating
• City views
• Restrooms

8282
PRELIMINARY BUBBLE DIAGRAMS

8383
PRELIMINARY FLOORPLANS
47'-1"
156' - 6"
18' - 0" 70' - 0"
387 SF
Meeting Room
659 SF
Kitchen
1163 SF
Extended Social
Lobby w/ Bar Area
280 SF
Rooftop Bar
Entrance & Service
Elevator
493 SF
Admin Offices
203 SF
Business Center
462 SF
Loading & Storage
1956 SF
Social Lobby
522 SF
Grab & Go Deli
345 SF
Additional Lobby
Seating
8' - 0"
14'-6"15'-0"
18' - 3" 24' - 0" 24' - 1" 24' - 0" 23' - 11" 24' - 0" 23' - 9"
342 SF
ADA K
399 SF
Jr. Suite
437 SF
Jr. Suite
458 SF
Suite
350 SF
Room
350 SF
Room
349 SF
Room
349 SF
Room
350 SF
Room
349 SF
Room
26'-10"20'-2"
15'-10"
137 SF
Storage
408 SF
Jr. Suite
161 SF
Vending Deluxe GR Deluxe GR
Deluxe GR
Premier GR
LEVEL 1
LEVEL 2
SCALE: NTS
SCALE: NTS

8484
399 SF
Jr. Suite
340 SF
Room
349 SF
Room
350 SF
Room
349 SF
Room
349 SF
Room
350 SF
Room
458 SF
Suite
342 SF
Room
350 SF
Room
427 SF
Jr. Suite
407 SF
Jr. Suite
88 SF
Vending
342 SF
Room
458 SF
Suite
399 SF
Jr. Suite
340 SF
Room
349 SF
Room
350 SF
Room
349 SF
Room
349 SF
Room
350 SF
Room
427 SF
Fitness Center
88 SF
Vending408 SF
Jr. Suite
350 SF
Room
Deluxe GR Deluxe GR
Deluxe GR
Deluxe GR Deluxe GR
Premier GR
Premier GR
LEVEL 4
LEVELS 3, 4, 5, 6, 7, & 8
SCALE: NTS
SCALE: NTS

8585
358 SF
Restrooms
504 SF
Open Kitchen
329 SF
Bar Area
4470 SF
Lounge Seating
704 SF
Kitchen
169' - 6"
14'-10"16'-8"13'-0"
53' - 8" 18' - 10"
1115 SF
Service Kitchen
737 SF
Kitchen Storage
486 SF
Electrical
Swithboard
153 SF
Elevator Machine
Room
1031 SF
Mechanical Room
1544 SF
General Storage or
Office Space
170 SF
Kitchen Office
283 SF
Generator
397 SF
Housekeeping
Storage
420 SF
Laundry Storage
790 SF
Laundry
126 SF
Telephone
Equipment
ROOF
BASEMENT
SCALE: NTS
SCALE: NTS

86
TIMELINE & NEXT STEPS
SUMMER 2012
IAD 602 Construct. Tech/Doc. | Suzan Swabacker
IAD 603 Perspective Sketching | Kathleen Roche
a Learn about Midpoint
Start thinking of project ideas
FALL 2012
IAD 600 Concept, Theory, Process | Kathleen Roche
IAD 608 Digital Imaging | Tobi Adamolekun
IAD 609 Sketching for Design | Kathleen Roche
IAD 640 Light and Color | Ken Frieders
IAD 625 Survey Sustainable Design | Michael Sammet
a
Decide on a Midpoint project
Select a site
Preliminary Pre-Programming
Prepare for Midpoint Workshop
SPRING 2013
IAD 610 Spatial Design | Archibald Woo
IAD 611 BIM | Edward Pertcheck
IAD 612 Material Use | Stephanie Smith-Haenel
GLA 602 Art/Ideology 20th Century | Susan Sutton
a
Midpoint Workshop
Programming & Site Analysis
Primary & Secondary Research
Prepare for Midpoint Review
SUMMER 2012
IAD 613 Sustainable Design | Tobi Adamolekun
GLA 606 Crossing Borders | Lisa Federa MIDPOINT REVIEW
Begin Schematic Design
FALL 2013
IAD 604: Lighting Design
IAD 621: 3D Modeling with 3DMax
IAD 801: Program/Space Planning
IAD 801-10: Concept Development
Finalize Programming
Design Concept Development
Finalize Features and Amenities
Develop Final Floor Plans
SPRING 2014
IAD 801-11: Material Use
IAD 801-7: Design Development
GLA 634: Professional Practices for IAD
Select Finishes & Materials
Develop Furniture Plan
Develop Renderings & Elevations
Finalize Designs & 3D Modelings
SUMMER 2014
IAD 801-16: Thesis Implementation & Presentation THESIS REVIEW
Prepare & finalize for review
A
A-
A
A
A
A-
A-
A
A
A-
A

8787
PORTFOLIO
Restaurant Design: Left v. Right Brain Concept
IAD 612 MATERIALS USE, Spring 2013
This was an interior redesign project for an existing restaurant in San Francisco, Ella’s Restaurant. With
a focus on codes, sustainability, durability, maintenance and aesthetics, I selected materials that were
commercial-grade and relevant to my design concept. My concept was inspired by the differences
between the left and right sides of the brain. I contrasted elements of the left and right brain by mixing
chaotic and organized patterns, bold and neutral colors, curved and straight lines, etc.

8888
PORTFOLIO
Retail Design: 7 Deadly Sins Concept
IAD 610 SPACE PLANNING, Spring 2013
My assignment was to create a retail shop for a new line of Phillipe Starck home goods products. Inspired
by the 7 deadly sins, I created 7 individual, unique rooms. Through each room’s colors, patterns, textures,
shape and product selection, I tried to recreate each sin without being blatantly obvious. For example:
the gluttony room featured kitchen products, the vanity room featured bathroom products with lots of
reflective mirrors and the lust room featured a bed with red and black soft textures.

8989
PORTFOLIO
Ad Agency Design: Adhering to a strict program
IAD 610 SPACE PLANNING, Spring 2013
After conducting in-depth office design research, I focused on perfecting this advertising agency’s
program requirements. I spent a lot of time refining the adjacencies, trying to create as many spaces for
collaboration and technology as possible. My concept was inspired by “Velocity” which is the name of
a book written by the agency’s CEO. Design features included an office-wide pneumatic tube message
system as well as patterns and shapes inspired by images of speed and velocity.

9090
PORTFOLIO
2013 San Francisco Decorator Showcase House
TEAM MEMBER, INTERNSHIP AT APPLEGATE TRAN INTERIORS, May 2013
While working at my internship, I helped design a teen bedroom at the Decorator Showcase House in
Pacific Heights. The room is inspired by the teenage inhabitant, Jay, who is a rebellious, liberal, free spirit
trying to define her identity. I helped with the proposal presentation boards, ceiling design, desk design,
artwork design, nightstand furniture designs and overall space planning and installation.

9191
PORTFOLIO
Personal Website
RAJENSEN.COM
To better showcase my work, I created a personal website, www.rajensen.com. My website features all
of my mock projects created at school, as well as real-life design projects created at various jobs and
internships.

9292
REFERENCES
Hotel Design, Planning and Development. Penner, Richard; Adams, Lawrence; Rutes, Walter. 2013
Time-Saver Standards for Interior Design and Space Planning. DeChiara, Joseph; Penero, Julius; Zeinik, Martin. 2001.
https://www.cbremarketplace.com/1095market/
https://www.cbremarketplace.com/listings/11499/Internal%20Documents/1095%20Market%20Street.pdf
http://sf.curbed.com/archives/2010/01/11/grant_building_slated_for_hotel_with_club_resto_and_rooftop_bar.php
http://sf-planning.org/ftp/files/Commission/CPCPackets/2009.1100ch.pdf
http://www.sfgate.com/bayarea/nativeson/article/Mid-Market-only-partway-on-road-to-success-4360688.php#photo-1786863
http://sf.curbed.com/archives/2012/11/09/is_the_midmarket_arts_district_still_a_distant_dream.php
http://www.sfgate.com/default/article/Mid-Market-arts-center-at-risk-amid-boom-4342332.php
http://blog.sfgate.com/bottomline/2013/05/28/spotify-joins-the-tech-move-to-s-f-s-mid-market/
http://www.sfchronicle.com/business/bottomline/article/Spotify-moving-into-Warfield-building-4555216.php
http://www.beyondchron.org/news/index.php?itemid=11288
http://www.sfredevelopment.org/index.aspx?page=151
http://sf.racked.com/archives/2013/06/10/midmarket-revamp-begins-with-signs-of-market-street-place-shopping-center.php
http://www.beyondchron.org/news/index.php?itemid=11460
http://www.sfgate.com/news/article/Grant-Building-Renovations-Force-Eviction-of-3302701.php
http://upfromthedeep.com/mid-market/
http://www.metropolismag.com/Point-of-View/June-2013/Q-A-Ian-Schrager/
http://www.publichotels.com/chicago/about-us/ian-schrager/
http://www.calit2.net/research/culture_thrust.php
http://www.calit2.net/newsroom/release.php?id=2111
http://www.hospitalitynet.org/external/4061182.html?utm_source=360&utm_medium=email&utm_
campaign=Hospitality+Net+360+Thursday+%7C+June+20&utm_content=rajensen00%40gmail.com
http://www.hotelchatter.com/story/2013/5/16/0737/42827/hotels/Sheraton_Social_Hour_Is_Now_Happening_All_Over_the_World
http://www.hotelchatter.com/story/2013/5/7/73723/63030/hotels/Guess_the_Hotel_That_Turns_Keycards_Into_Art
http://www.hotelchatter.com/story/2011/12/23/103119/16/hotels/10_New_Year%27s_Resolutions_We_Wish_Hotels_Would_Stick_to_in_2012
http://www.hotelchatter.com/story/2011/10/12/14755/375/hotels/Hyatt_House_is_Outfitting_Their_Chairs_With_Power_Outlets_%28And_Other_
Awesome_Design_Details%29
http://hotelexecutive.com/business_review/1336/five-crucial-hotel-fitness-center-liability-issues
http://readwrite.com/2011/09/27/hotel-lobbies-become-more-soci#awesm=~oaQwuVakrRF8Mz
http://www.sci-tech-today.com/news/Hotel-TVs-Get-More-Interactive/story.xhtml?story_id=012001GT2F6C
http://www.hospitalitynet.org/news/global/154000353/4061342.html
http://m.hospitalitynet.org/news/4061165.html?utm_source=360&utm_medium=email&utm_
campaign=Hospitality+Net+360+Wednesday+%7C+June+19&utm_content=rajensen00%40gmail.com
http://continuuminnovation.com/work/holidayinn/
http://www.hyattdevelopment.com/brands/hyatt_house/brand_guidelines.html

Hotel Design - Midpoint Thesis Book

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