For many emerging designers, having a mentor is more than just professional guidance—it’s a lifeline. Whether it’s answering questions, offering feedback, or modeling leadership, strong mentorship can define a designer’s path, instilling confidence and sharpening skills.

Below, nine individuals from the 2025 New Design Professionals class share how mentors have played a vital role in their growth, the lessons they’ve learned, and the kind of mentorship they hope to receive—and offer—as they continue to evolve in their careers.

“Strong mentorship has been a crucial part of my growth as a designer. My mentor’s insights have shaped my skills, while their encouragement has given me the confidence to push boundaries and explore new ideas. It’s rare to find someone who genuinely invests in your journey, and I’m incredibly grateful for their guidance in helping me become the designer I am today.” —Alex Tyer, Sims Patrick Studio

“As a new designer, mentorship has cultivated my growth. I am incredibly grateful to have a senior designer who not only answers my laundry list of questions, but also takes the time to explain and guide me through the day-to-day challenges of life as a designer. I am a more confident and knowledgeable designer because of the mentorship I have received throughout the beginning of my career. —Ayesha Sanders, Avenir Creative

“Mentorship has played a significant role in my professional growth, and I am appreciative for the invaluable guidance. As designers, we often rely on our eye for aesthetics and visual sensibility when it comes to the creative aspects of our work. However, a comprehensive understanding of the industry’s operations, processes, and technical tools is cultivated through mentorship and hands-on experience. As I continue to grow in my career, I would be grateful to welcome further mentorship to guide me through new challenges, expand my perspective, and refine my skills. I believe mentorship involves a mutually supportive relationship that creates a foundation for teamwork.” —Claire Cover, Baskervill

“Mentorship has been incredibly important to me. Having someone guide you through the process while offering encouragement has played a crucial role in shaping the designer I am today—and will continue to shape me moving forward. I always say that one is never too experienced to benefit from a mentor. We should embrace the opportunity to learn from one another, no matter where we are in our careers.” —Marlee Frances Young, BLUR Workshop

“The guidance and collaboration I’ve received here have been instrumental in boosting my confidence and expanding my capabilities, both as a designer and as an individual. Collaboration is not just a process—it’s a philosophy that turns good designs into exceptional ones. I am thankful for the mentors who have shared their expertise with me, and I look forward to continuing to learn from others.” —Abby Sturtecky, Design Poole Inc

“Having gracious mentors that share their learned experiences with me allows me to learn things that I may not have encountered in my career yet. I appreciate this wealth of knowledge and resources that are available to me, as they foster feelings of support and preparedness when looking towards future goals. Mentorship can present itself in many ways, and I appreciate mentorship that builds a meaningful relationship in tandem with day-to-day work and skill building.” —Eleanor Baker, Gensler

“Meyer Davis’ formal mentorship program has been a great opportunity to have dedicated time to meet with my mentor. In addition to the formal program, I’m also grateful to the designers I work with daily, who have shared invaluable knowledge and experience [with me]. I appreciate the relationships I’ve built over the past couple of years.” —Anna Mariotti, Meyer Davis

“Being able to see things from another perspective and be taken under the wing of someone with so much experience has been so helpful for me. Mentorship to me is taking the time to explain the reasons why, letting you make mistakes and learn from it, and being a guide in this industry. Everyday is different so having someone that can help you navigate that is priceless.” —Mattie Huband, Studio Partnership

“Mentorship has been invaluable in shaping my growth and confidence as a designer. An ideal mentorship for me would involve open dialogue, hands-on learning, and exposure to real-world projects.” —Donita Jamae Mercado, Cadiz Collaboration

The 2025 New Design Professionals class is made up of 34 individuals with three to five years of industry experience, who were nominated by exhibitors to attend HD Expo + Conference for the first time in May.

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Each year, Boutique Design recognizes 18 emerging hospitality designers for their notable contributions and achievements.

These rising stars will be highlighted in the Fall 2025 edition of Boutique Design magazine, and honored in November at the Gold Key Awards ceremony and during Boutique Design New York (BDNY). The deadline for submissions is Friday, August 1st.

Submit your nominations to celebrate the industry’s future leaders!

Eligible Boutique 18 nominees should have approximately five to 10 years of experience in the hospitality industry and be actively engaged in the design and/or architecture process.

Nominees can be part of the nominator’s firm, another design firm or brand, or have recently started their own studio. The selected class will be announced in September.

The 2024 Boutique 18 class at the Gold Key Awards ceremony in New York

Read about last year’s Boutique 18 class in BD’s Fall 2024 issue.

For more information or questions, contact Keisha Byrd, vice president and brand director, Hospitality Design Group, at keisha.byrd@emeraldx.com.

More from BD: Submit to the 2025 Gold Key Awards!

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Sonesta International Hotels Corporation has signed a definitive agreement with AKEN Hotels & Resorts, marking a key step in its global expansion strategy.

The strategic alliance will bring an initial six AKEN properties under the Sonesta umbrella this fall, while additional hotels are expected to follow soon after.

The move, which adds a collection of lifestyle- and wellness-focused properties to Sonesta’s expanding portfolio, represents the hotel company’s targeted push into the high-growth Latin American region.

Headquartered in Miami, AKEN Hotels & Resorts is known for its conscious luxury philosophy that places a strong emphasis on wellness and meaningful travel experiences. The brand operates boutique hotels in Argentina, Colombia, Ecuador, Costa Rica, and Mexico.

For guests, the alliance also brings enhanced benefits through the Sonesta Travel Pass loyalty program. Members will be able to earn and redeem points at participating AKEN properties, enjoy exclusive rates, and accelerate their membership status through stays at new regional destinations.

Bio Habitat Hotel, AKEN Soul Collection, in Costa Rica

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The post Sonesta Forms Strategic Alliance With AKEN Hotels & Resorts appeared first on Hospitality Design.

CERSAIE, the International Exhibition of Ceramic Tile and Bathroom Furnishings, is set to take place in Bologna, Italy—the heart of the Italian ceramics industry—September 22nd-26th.

With 600-plus international manufacturer exhibitors, attracting more than 100,000 visitors from over 160 countries annually, CERSAIE offers hospitality design professionals a first-to-market preview of groundbreaking trends and new cutting-edge ceramic and porcelain tile products, plus the opportunity to engage directly with leading manufacturers in the industry.

From ultra-thin ceramic slabs to sleek, wall-mounted porcelain sinks and washbasins, attendees can expect to discover thousands of new introductions that cater to high-traffic hospitality environments—including luxury hotels, resorts, restaurants, and more—and prioritize durability, hygiene, and high-end design.

Supreme Hedonism by Flaviker

New products at this year’s show will also coincide with the latest designs and colors currently dominating the industry. Expect bold colorways, sculptural textures, and patterns inspired by nature, heritage craft, and geometric precision. Italian tile also continues to evolve with expressive, contemporary styles—like Art Deco-inspired motifs, technologically-advanced backlit slabs and finishes, and full-wall cladding that delivers visual drama with minimal maintenance.

With sustainability top of mind, Italian tile also stands out as one of the most eco-conscious, health-forward, and highly durable surfacing options for hospitality projects. Crafted from natural raw materials and free of PVC and VOCs, it offers a responsible, long-lasting solution without compromising on performance or design.

Italian manufacturers are also at the forefront of sustainable production, implementing closed-loop recycling systems, water and energy conservation practices, and meeting rigorous standards through certifications such as LEED, EPD, Greenguard, and Declare. An increasing number are also achieving B Corp certification, reinforcing the Italian ceramics industry’s deep commitment to both environmental stewardship and social responsibility.

Miniature Rima by Marca Corona

In addition to product previews, CERSAIE offers an expertly programmed seminar series, with a robust slate of learning opportunities from acclaimed international speakers. As the only international design fair to have hosted 13 Pritzker Prize-winning speakers, the 2025 edition will once again feature programs like Building, Dwelling, Thinking, which offers a dynamic lineup of conferences, panels, and lectures led by some of the most respected names in the industry. Visitors can also explore Tiling Town, a 4,305-square-foot space with live demonstrations showcasing the latest large-format tile installation techniques.

Beyond the show itself, visitors will be immersed in the rich cultural charm and architectural heritage of Bologna. Renowned as Italy’s culinary capital, the city offers a chance to explore its historic streetscapes, iconic porticos—protected as a UNESCO World Heritage Site—and its vibrant, eclectic atmosphere.

Find out more and register for your free entrance ticket here.

Images courtesy of CERSAIE | This sponsored content was created collaboratively by CERSAIE and HD.

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Hyatt Hotels Corporation has announced a definitive agreement to sell the entirety of Playa Hotels & Resorts’ owned real estate portfolio to Tortuga Resorts (a joint venture formed by KSL Capital Partners and Rodina) for $2.0 billion.

The transaction, subject to regulatory approval in Mexico and other closing conditions, is expected to finalize by the end of 2025.

Recently acquired by Hyatt on June 17th, the portfolio includes 15 all-inclusive resorts across Mexico, the Dominican Republic, and Jamaica.

As part of the deal, Hyatt and Tortuga will enter into 50-year management agreements for 13 of the 15 properties that aligns with Hyatt’s existing all-inclusive fee structure. The remaining two properties will be operated under separate contractual arrangements.

Hyatt also stands to gain up to $143 million in earnout payments based on property performance, and will retain $200 million in preferred equity as part of the transaction.

“The planned real estate sale to Tortuga transforms the acquisition of Playa Hotels & Resorts into a fully asset-light transaction and increases Hyatt’s fee-based earnings,” says Mark Hoplamazian, president and CEO of Hyatt. “Hyatt has secured long-term, durable management agreements and the planned real estate sale demonstrates Hyatt’s commitment to its asset-light business model and ability to deliver value to shareholders that is accretive in the first full year.”

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Neil Jacobs has stepped down as CEO of Six Senses, after more than 13 years leading the wellness and hospitality brand.

Though his departure marks the end of an era, Jacobs has hinted at the launch of a new business that will continue to explore the intersection of wellness, sustainability, and hospitality.

Jacobs’ journey at Six Senses

Since joining Six Senses in 2012 through private equity firm Pegasus Capital Advisors, Jacobs has helped shape the brand into a global leader in luxury wellness travel. At the time, the company comprised 10 resorts and spas under the Six Senses and Evason banners, plus 18 standalone spas around the world.

Under Jacobs’ guidance, the portfolio has grown to 27 operating hotels and resorts, with another 38 in the pipeline and 12 branded residential developments underway.

Jacobs navigated Six Senses through its sale to IHG Hotels & Resorts in 2019, as well as the global pandemic, all while evolving its wellness concept to meet the needs of today’s conscious travelers.

His vision extended beyond resorts, as he expanded the brand’s reach into urban destinations and launched a suite of new initiatives, including Six Senses Place, a social wellness club concept that is set to debut later this year at Six Senses London.

“Leading Six Senses has been one of the greatest privileges of my career,” Jacobs writes in a LinkedIn post. “From the start, we set out to create something different: a brand rooted in purpose and guided by the belief that hospitality can be both deeply meaningful and genuinely regenerative. We didn’t just build hotels, we built a culture where sustainability, wellness, design, and experience were always in service of something greater.”

Six Senses Kyoto, designed by Blink Design Group

Leaving with a lasting impact 

With a background spanning 14 years at Four Seasons and four years with Starwood Capital (where he helped shape the Baccarat and 1 Hotels brands), Jacobs brought a design- and experience-driven mindset to Six Senses. He championed a new service ethos, dubbed “emotional hospitality,” focusing on meaningful, authentic guest experiences while maintaining the brand’s playful and purposeful identity.

Jacobs also played a critical role in building out Six Senses’ wellness offerings by streamlining spa programming across properties, recruiting key industry leaders like Anna Bjurstam, and forming the brand’s Wellness Innovation Team, which spearheads initiatives in biohacking, cryotherapy, female health, spiritual wellness, and more. Plus, each Six Senses property now includes an Earth Lab that tracks sustainability metrics, and 0.5 percent of hotel revenue is dedicated to local conservation and community efforts via a Sustainability Fund.

In recognition of his impact, Jacobs was inducted into Hospitality Design’s Platinum Circle in 2022. He reflected on his vision for Six Senses and the future of wellness in hospitality in an interview with HD.

“Some might assume stepping down means slowing down or retiring. That road is not for me,” Jacobs continues in his LinkedIn post. “I’ll soon be announcing a new venture, one that feels like a return to my own wild origins. A chance to explore fresh ideas, challenge assumptions, and collaborate with kindred spirits who believe, as I do, that hospitality can be a force for good.” 

Six Senses Telluride, designed by Rose Ink Workshop

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The post Neil Jacobs Departs Six Senses After 13 Years at the Helm appeared first on Hospitality Design.

In today’s unpredictable market, design firms are finding that diversification isn’t just a growth strategy—it’s a survival tactic. From launching product lines to taking strategic risks, expanding services, sectors, and team structures can help build long-term resilience while opening up new revenue streams.

During the Business Sense: Diversifying Your Firm panel at HD Expo + Conference 2025, industry leaders Gray Davis of Meyer Davis, Kellie Sirna of Studio 11 Design, Matthew Goodrich of Goodrich, Lauren Rottet of Rottet Studio, and Little Wing Lee of Studio & Projects, and Ron Swidler of the Gettys Group shared how they’re rethinking their business models to stay agile, competitive, and creatively fulfilled.

1. Expand into product design

One of the most effective ways to broaden the range of services your firm offers is by getting into product design. When Little Wing Lee started her Brooklyn, New York-based firm Studio & Projects five years ago, she “wanted to have this diversity of projects,” she says. That included launching her first lighting collection with RBW, which ultimately opened up a new income stream.

Lauren Rottet, president and founding principal of Houston-, Los Angeles-, and New York-based Rottet Studio, agrees: “Product design is a wonderful way to diversify because it’s not a service business, and it’s a bit countercyclical. When we’re not as busy [with our design work], royalties are coming in from our products; it’s a nice steady stream of income,” she says.

Matthew Goodrich, principal of his New York-based firm Goodrich, echoes this: “Part of the process is to find a universal piece and retool it so it could be produced many times in the future.”

2. Find new sectors

Working across a range of project types and price points can help maintain both creative and financial balance. For Rottet, that includes taking on low-budget motel projects with high-design aspirations. “As I get more mature in my career and life, my role is to give good design to our cities,” she says. “For very low fees, I’ve been helping certain developers make their buildings look better.”

Lee takes a similarly strategic approach: “When we’re talking about tight budgets, I also make the timelines short. We try not to spend too much time when we’re not getting paid for our time.”

3. Seek the right partners

Kellie Sirna, owner and principal of Dallas firm Studio 11 Design, shared her philosophy for vetting the right projects. An ideal one, she says, fits into three buckets: one where the design team gets to do something beautiful; where profitability is a priority; and where a good relationship with the client fosters an easy and successful partnership.

New York firm Meyer Davis often works with repeat clients, some with smaller budgets. “We always like these challenges,” says studio co-owner Gray Davis. “We turn that into a positive to create something that’s quite unique and special.”

4. Embrace strategic risk

Taking risks can lead to fresh opportunities—even if they don’t always pay off right away. “We try to challenge ourselves every year to do something that we’ve never done before,” Goodrich points out. “But it’s not a recipe for making money. Diversification is a long game that you can work in wider practice areas.”

On the other side, Davis says working across residential, hospitality, and retail has helped the firm stay active. “We found that when one area slows down, we can refocus our energies in other areas.”

5. Build a versatile team

Diversification also starts from within. Hiring talent with varied skillsets and investing in operational support helps firms stay nimble and scale sustainably.

Goodrich, for instance, has an industrial designer on staff whose contributions allow the firm to create custom and mass-market products. “His versatility helps our firm adapt to fluctuations in workload,” he says.

Sirna—who recently launched a carpet line with Tarkett and also created an art consultancy as part of her practice—emphasized the importance of trust when building her team. After restructuring Studio 11 four years ago, she became more selective about the work they accepted. “I had to be intentional about growing my firm,” she says. “We turned down work to make sure we were in a good place before going vertical again.”

As moderator Ron Swidler, CEO of Chicago firm the Gettys Group, noted during the panel, designers aren’t always businesspeople. Hiring financial experts like a CFO can help teams make smart, data-driven decisions. Davis, for example, brought in outside consultants to support his team’s growth. “It’s changed the whole dynamic in the studio; it’s made a huge difference to put us in a good position for the future.”

6. Always evolve

Diversifying your services, project types, team, and tools can set successful studios up for longterm growth—no matter the market conditions. Goodrich underscored the importance of internal alignment as well: “If employees don’t understand what the benefit of the project is to the practice, then there’s a lot of confusion and static. We explain the ‘why’ so everyone understands the bigger picture. That helps our team bring their best work for any project we do.”

And don’t forget your roots. Adds Rottet: “Don’t abandon your core business.”

The Business Sense: Diversifying Your Firm panelists: Gray Davis, Meyer Davis; Kellie Sirna, Studio 11 Design; Matthew Goodrich, Goodrich; Lauren Rottet, Rottet Studio; Little Wing Lee, Studio & Projects; with moderator Ron Swidler, the Gettys Group

The post How Top Designers Future-Proof Their Studios appeared first on Hospitality Design.

For guests, the true measure of a hotel stay often comes down to the comfort of their night’s sleep. While design and amenities enhance the experience, it’s a restful night that truly resonates.

Meanwhile, for hoteliers, the mattress holds a responsibility that extends beyond guest comfort—it’s a key driver of ROI, influencing operational costs, guest loyalty, and profitability. Selecting the right hospitality mattress is a strategy for boosting the bottom line, and Tempur Sealy’s offerings are redefining the industry.

Generating ROI

Tempur Sealy’s hospitality mattresses are tested 50 percent beyond industry standards to deliver exceptional durability, a critical factor in generating high ROI. This extended lifespan means fewer replacements over time, reducing procurement costs and operational disruptions.

With a return rate of just 0.04 percent, these mattresses offer longterm savings and smoother operations. Designed with hospitality in mind, features include no-skid foundation tops that make linen changes quicker for housekeeping staff and add significant value by enhancing efficiency and labor management.

Innovation at the forefront

Design innovation is another key to Tempur Sealy’s impact on ROI. These mattresses are engineered to endure years of use, while elevating the sleep experience to enhance guest satisfaction.

Advanced technologies like Sealy Chill and Gel Foams ensure consistent cooling, an essential feature for today’s travelers. Surface-Guard Technology embeds cleanable, bacteria-resistant materials into each mattress, and reinforced center-third support provides enhanced durability and optimal spinal alignment to offer comfort without sacrificing longevity.

Guest satisfaction matters

Guest satisfaction directly connects to a hotel’s reputation and revenue. Sleep comfort is one of the most frequently mentioned factors in positive guest reviews, which influences online ratings and future bookings.

With 90 percent of guests in a national hospitality survey praising the comfort of Tempur Sealy mattresses, it’s clear these products help hoteliers win the favor of travelers. Guests who associate a property’s beds with exceptional comfort are not only more likely to leave 5-Star reviews, but they’re also more likely to return.

Prioritizing sustainability

Sustainability is becoming increasingly important in the hospitality sector as eco-conscious guests actively seek hotels that align with their values. Tempur Sealy supports this shift with meaningful environmental initiatives, including achieving zero landfill waste in all North American manufacturing and committing to 100 percent renewable energy use by 2040.

Additionally, their mattresses are made with CertiPUR-US-certified foams, reinforcing eco-conscious standards by ensuring safety, quality, and low emissions. Offering mattresses as part of a greener stay attracts eco-minded travelers and strengthens a hotel’s standing as a sustainability leader.

In summation, hoteliers seeking to improve ROI should reconsider the role of high-performing mattresses as an essential investment. By reducing operational costs, extending product lifespan, and fostering guest loyalty, Tempur Sealy’s hospitality mattresses exemplify how thoughtful design translates into measurable profits.

A great night’s sleep for your guests is a lasting solution for your bottom line.

This sponsored content was created collaboratively by Tempur Sealy and HD.

The post Maximize ROI with Hospitality Mattresses that Deliver appeared first on Hospitality Design.

In a world where generational stereotypes often shape workplace perceptions, young designers are pushing back against outdated assumptions—and redefining what it means to work in the creative industry. Gen Z professionals are often labeled as unmotivated, entitled, or lacking experience. However, speak with them directly, and a very different picture emerges—one of ambition, adaptability, and a clear vision for the future.

Below, five emerging voices—who are part of the 2025 New Design Professionals class—offer thoughtful insights on misconceptions and what their generation brings to the table, from a deep understanding of digital culture to a commitment to collaboration, purpose-driven work, and continuous growth.

“A common misconception is that younger designers lack refined design sensibility. In reality, many are deeply immersed in emerging trends, cultural movements, and digital aesthetics that are shaping the future of hospitality design. Their perspective is fresh, bold, and often more attuned to the evolving expectations of modern guests. In an industry that thrives on reinvention and relevance, younger designers bring a pulse that keeps our work dynamic and forward-thinking.” —Judy Lee, Gensler

“There is a common misconception that younger workers are unmotivated and prefer to avoid in-person interactions. However, in industries such as design, being physically present with colleagues is essential for fostering meaningful communication, engaging in spontaneous conversations (whether it is professional focused or personal), asking questions, and receiving valuable mentorship. Many younger professionals are highly dedicated and fully immerse themselves in their work culture. I believe that fostering strong relationships, both as mentors and mentees, is one of the most effective ways to bridge the gap in experience and ensure continuous professional growth for all involved.” —Ashley Lauzier, Parker-Torres Design

One common misconception about younger workers is that they’re entitled or have unrealistic expectations. In reality, it’s often just a misunderstanding of what this generation truly values. Younger professionals tend to seek a more balanced and respectful workplace—one where the employer-employee relationship feels collaborative. They want to be heard, supported, and to feel that their work has purpose. Work/life balance is a key part of that. It’s not about avoiding hard work, but about working smarter, protecting mental wellbeing, and finding fulfillment both on and off the clock. What some interpret as entitlement is really a shift in expectations—and it’s a shift that, if embraced, can lead to healthier, more engaged, and more creative teams.” —Reed Linse, ESG Architecture & Design

“There are a lot of misconceptions about young professionals and Gen Z. For example, [people think] we don’t want to work hard and are lazy, naive, or technology dependent. Personally, I disagree. Most of us are extremely hard working and want to change the world for the better. We’re compassionate, great with technology (and can help teach older generations), and are very willing to learn.” —Rachel Holson, Flick Mars

“I think most people see a young designer and assume they are not hard working. The most important thing to me is getting work done efficiently and getting it done right, no matter what it takes. Many young designers also have this mindset and I wish more people would see that.” —Mattie Huband, Studio Partnership

The 2025 New Design Professionals class is made up of 34 individuals with three to five years of industry experience, who were nominated by exhibitors to attend HD Expo + Conference for the first time in May.

The post 5 Designers Get Real About Gen Z Misconceptions appeared first on Hospitality Design.

Hyatt Hotels Corporation has officially acquired Playa Hotels & Resorts, a move that strengthens its position in the all-inclusive hospitality market.

The addition of the Playa portfolio

The transaction includes 15 properties across Mexico, the Dominican Republic, and Jamaica. (Eight of which were already managed under Hyatt’s Ziva and Zilara brands.)

With the acquisition, Hyatt welcomes several high-profile resorts into its Inclusive Collection portfolio, including Secrets La Romana and Dreams La Romana in the Dominican Republic, Dreams Rose Hall in Montego Bay, and Hyatt Vivid Playa del Carmen and Sunscape Cancun in Mexico.

“Playa has spent nearly two decades building a reputation for delivering outstanding all-inclusive experiences,” says Bruce Wardinski, departing chairman and CEO of Playa Hotels & Resorts. “This acquisition is a natural evolution of our longstanding relationship with Hyatt, and we’re confident these outstanding resorts will continue to flourish under its leadership.”

Hyatt Ziva Puerto Vallarta

Hyatt’s all-inclusive evolution

Hyatt’s relationship with Playa began in 2013 with the debut of its first all-inclusive brands, Hyatt Ziva and Hyatt Zilara, and has since grown through a series of strategic expansions. In 2021, the hospitality group boosted its global presence with the acquisition of Apple Leisure Group.

In 2024, a joint venture with Grupo Piñero introduced the Bahia Principe Hotels & Resorts to Hyatt’s portfolio, further signaling its commitment to the segment.

“As we welcome Playa into the Hyatt family, we are strengthening our leadership in the all-inclusive space through a combination of new locations, capabilities, and talent,” says Mark Hoplamazian, president and CEO of Hyatt. “Playa’s all-inclusive management platform complements Hyatt’s global scale and brand strength, enabling us to deliver compelling experiences for guests and members while driving strong performance for owners.”

Hyatt Zilara Cap Cana

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The post Hyatt Acquires Playa Hotels & Resorts appeared first on Hospitality Design.