Hotel Business Design Magazine's Fall 2017 interview with Carl Ross

When did you know this work was your passion? When I first got to college, I was a really bad student, poor grades, under-motivated, on probation, the whole bit.  Then, while working for an architect in the summers, I realized that I could draw pretty well and could communicate the ideas in my head with other people.  The first time I realized that my ideas were valuable and that I had the ability to communicate them was like a lightning bolt. 

What inspires you?  Mastery of any kind.  George Leonard and Tim Ferris have written extensively about mastery and surprisingly, it isn’t about the expense or the size of something.  Mastery is all around us if you just take the time to slow down and notice.  It’s in the craftsmanship of tradesmen, making beautiful millwork look so effortless; the elegance of stitching on a leather seam; and the nuances of how a beautiful plate of food is garnished.

How would you describe your design philosophy?  We believe that interior design is not “art,” nor is it just a story.  For us, it begins with a formalized problem-solving process.  Through a combination of a structured analysis and over 20 years of practical application, we’ve developed and refined a diagnostic assessment that uncovers constraints and opportunities and brings to the surface the elements that are solely unique and indisputably true and authentic.  This process ultimately takes us to design that is deeply relevant.

Do you have a favorite type of project? My favorites are projects with a soul.  Projects with creative latitude.  Ones with clients who listen and care and let us do our best work – which is being able to delve deeply and find the hidden, special aspects of a property and bring it to light.  By doing this, we not only create unique and defining experiences for guests, but we also create projects that are far more profitable for the client and ones which give them a dominating market presence.

How do you approach the hotel design process?  Like a doctor or a scientist would.  I listen.  I get the “presenting” problems, then independently research and diagnose the issues and determine the possible design solutions.  That’s the methodology I learned in Industrial Design.  We sometimes find that the problems presented do not require an interior design solution at all, and we say so.  Our job is to guide and make subjective, knowledgeable recommendations.

What’s the most challenging aspect of your job?  Lack of creative control and the preconceptions of the client as to a solution.  In some instances, the client is looking for us to blindly execute their vision without determining what the core issues are.  Imagine that you self-diagnose before you go to your Cardiologist.  You direct him to perform a specific, expensive surgery without any investigation or diagnosis on his part.  It simply doesn’t work that way.  We believe that working collaboratively always generates designs that far exceed preconceptions.  This is where great beauty and great operational success occur.

Do you find clients’ attitudes toward design have changed?  Some clients, yes.  Some have lost their way and have become singularly focused on “budget.”  They want it immediately and for less money – almost like they’re on HGTV.  But our designs have to be more than painted plywood and repurposed vinyl banquettes.  Design is a field of study – a mixture of science, art and talent.  And I think some forget that – or maybe never knew it.  Very few of my clients see spaces in three-dimensions before it’s built, for example, but I do.  Sometimes those limitations hurt them.  That’s why I believe they should let the professionals do the professionals’ jobs.  Trust me, if I wanted to buy a hotel, I would look to an expert for assistance and not go it alone.

Are there any trends that you find noteworthy?  I’m starting to see something important evolve – the crafting of more holistic experiences for the guest, done with volition.  The stay has more meaning when the hotel touches every sense, encompassing every aspect of their stay.  This is another way of saying that I think “culture” is far more powerful than merely a “brand”.  Culture is deeply experiential and is shared by guests and staff alike.  You feel it undeniably.  The other is more about constraints and the right font and PMS color usage.  A hotel which has a discernable culture trumps brand every time.

Likewise, are there any trends you’d like to see go away?  The fractionalization of slivers of market share – creating a plethora of more brands.  Carving up demographics into age-centric guesses as to what will entice a guest to stay at a given hotel.  Also, the “clever” naming of hotel areas and functions within rooms.  That’s not innovation – that’s just shallow.

How do you see yourself influencing the future of hospitality design?  By writing and by continuing to do webinars that address the issues at the intersection between what our clients’ and operators’ pain-points are and what our expertise is.  By being willing to daylight issues that are frequently off the radar or aren’t discussed.  In doing this, we raise the bar and, hopefully, help this industry evolve.