In a world where generational stereotypes often shape workplace perceptions, young designers are pushing back against outdated assumptions—and redefining what it means to work in the creative industry.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.

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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 Ziva Cap Cana

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The wellness real estate market reached $584 billion in 2024, and it’s just getting started. According to the Global Wellness Institute’s newly released Build Well to Live Well: The Future report, the sector is projected to double by 2029, hitting $1.1 trillion.

A rapidly expanding market

Growing at an annual rate of 19.5 percent—nearly four times faster than general global construction—wellness real estate has evolved from luxury-focused amenities to a multidimensional approach that integrates physical, mental, social, and environmental wellbeing.

Today, the market accounts for 3.3 percent of global construction output, outpacing every other segment in the $6.3 trillion wellness economy.

North America leads the global market, comprising 44 percent of the total, with the U.S. alone representing 41 percent. However, some of the fastest-growing regions include Latin America, the Middle East, and Europe, with countries like the UK, Netherlands, Singapore, and Vietnam showing double-digit annual growth.

What’s in the GWI report

GWI’s 160-page report underscores the sector’s transformation, noting five major shifts: the expansion into new real estate classes (such as senior living and student housing); a shift from physical to holistic wellness; movement beyond luxury to affordable housing; the rise of large-scale, master-planned communities; and the convergence of green and human-centered design.

The report also identifies 12 unmet needs and future market opportunities—from climate-adaptive buildings and wellness-centered co-living models to neuroarchitectural design and health-focused urban regeneration—supported by global project examples.

Download the free report here and find the graphs here.

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In a dynamic panel discussion at HD Expo + Conference, five firm leaders and business owners—Christian Schnyder, Beleco; Tiffany Miller-Baker, Eleventh Floor Design; Matt Mars, FlickMars; Kevin Chan, Nivek Remas; and Matt Berman, Workshop/APD—gathered to explore the evolving meaning of office culture.

From fostering team connection and navigating hybrid schedules to mentoring the next generation and making difficult leadership decisions, here are six takeaways on how design firms are rethinking culture, talent, and growth.

1. Flexibility matters

The rise of remote and hybrid work has made office culture a moving target, but a common thread among the panelists was the importance of flexibility and intentional connection. Several firms, for example, work on a hybrid schedule. For Matt Mars, partner at Dallas-based FlickMars, the in-office days are critical for mentorship and collaboration, while remote days allow for heads-down productivity. “The biggest challenge we found is how to continue learning [in both environments].” Yet, the flexibility in the workplace—especially for parents—“is a nice evolution that we’ve embraced,” he said.

Meanwhile, New York firm Eleventh Floor Design is fully remote—a decision principal Tiffany Miller-Baker made after launching her firm just before the pandemic in 2019. Despite not sharing a physical office, the six-person team stays closely connected and meets in person at industry events like HD Expo + Conference. “We communicate a lot throughout the day,” she said.

Regardless of setup, Christian Schnyder, owner of Los Angeles-based Beleco, emphasized maintaining cohesion across teams—remote or not. “I’m more interested that they are part of the firm and not just the project [they’re working on],” he noted, citing the importance of all-hands meetings and shared meals when the team gathers. “I want to make sure that even people working remotely feel they are part of the team.”

2. Office culture begins with listening—and support

Kevin Chan, partner at Toronto-based Nivek Remas, shared the importance of mentorship in his firm’s hybrid workplace model, which is transitioning to four days in the office. It’s important to have “everyone together so we can build these designers to their fullest potential. We want to see them succeed.” Matt Berman, founding principal of New York-based Workshop/APD, said “there’s no question people are more productive in the office.”

Beyond a hybrid work schedule, what makes for good office culture is listening, being supportive, and making sure your employees feel seen. Across the board, the panelists emphasized the value of supporting employees as individuals. That might mean accommodating a young parent’s hybrid schedule or helping a laid-off employee land a better-fitting role at another firm.

“It’s not a one-size-fits-all program,” Berman said. “When people feel seen, you can elevate [their happiness].”

3. Client relationships are built on trust

When it comes to winning and keeping clients, energy and chemistry matter—but so does reliability. “If you say A, you better deliver A at B and C,” said Schnyder. “We’re hired to spend other people’s money prudently.”

While several panelists described their client relationships as intuitive—akin to speed dating—they also stressed the importance of communication and consistency. “Sometimes your clients just want you to pick up the phone,” Baker noted.

Mars added that growing alongside clients helps cement longterm partnerships, while Berman cautioned that being proactive is essential. “Younger people feel like when they’ve done something, they check it off, and it’s done,” he said, but the follow-up is just as important.

4. Growth must be strategic

Baker uses vision boards to guide the firm’s direction. For Mars and Berman, surrounding themselves with trusted partners has been crucial in pressure-testing ideas and course-correcting when needed. “Having a sounding board is the biggest thing,” Mars said.

Rather than focusing solely on expansion, Berman advocates for a growth mindset: “It’s not just about adding people—it’s about rethinking who we are, where we want to be, and how we position ourselves to get there.”

5. Running a firm requires tough calls

The panelists were candid about the weight of leadership. Hiring and firing are among the hardest decisions—particularly for founders who see their firm as their “child.” But sometimes, as Schnyder explained, protecting the team means making uncomfortable choices.

Every decision is an investment in the business, Berman added. “We’re in the people business; it’s not transactional,” he says. “When you talk about tough decisions, it’s about running a business. We don’t get the pleasure of making the easy ones.”

6. Hiring is a balancing act

When it comes to staffing, finding the right level of experience was a challenge echoed by all panelists. Senior and junior level designers are generally easier to find, but mid-level designers—those with five to 10 years of experience—are harder to attract and retain.

Schnyder noted that smaller firms often struggle to provide the mentorship juniors need, while Baker shared that her remote structure allows her to cast a wider net for experienced talent.

Mars said that his firm invests in education to help junior designers grow into mid-level roles faster. “Young people right now are so energetic about learning; they’re interested in advancing their careers,” he pointed out.

Chan added that training from within helps reinforce company culture. “We like to hire juniors and train them to be part of our philosophy,” he said. “At the end of the day, we want to do cool shit that inspires people, and we want everyone we’re bringing in to have that same mentality.”

Moderator Alison Sobeck, Marriott with Christian Schnyder, Beleco; Tiffany Miller-Baker, Eleventh Floor Design; Matt Mars, FlickMars; Kevin Chan, Nivek Remas; and Matt Berman, Workshop/APD

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From leadership appointments to strategic acquisitions, we round up the latest updates from design firms, hotel companies, and more.

Rockwell Group has elevated Brad Zuger, Eva Longoria, and Francesco Bartolozzi to partners. Each will continue to lead their respective studios while advancing the firm’s creative direction and global reach.

DIGroupArchitecture (DIG) has acquired Queens-based Graf & Lewent Architects. The strategic move expands DIG’s presence in the New York metro area while deepening its expertise in higher education and transportation design.

Theresa Zavala has joined Merriman Anderson Architects (MAA) as interiors hospitality lead. With 25 years of global hospitality and high-end residential design experience, Zavala will oversee the execution of hospitality interiors to align with client goals, design excellence, and budget considerations.

Sam Nazarian’s The Estate has appointed Kenneth Ryan as chief longevity officer. Formerly head of global spa, fitness, and wellness at Marriott, Ryan will lead innovation across The Estate’s ultra-luxury resorts and residences, integrating biotech, AI diagnostics, and biological age tracking into the guest experience.

New York-based Celano Design Studio is celebrating its 20th anniversary. Known for its work with José Andrés Group, Hakkasan Group, Marriott, and Resorts World Las Vegas, the firm’s recent projects include Levant at La Concha Resort, Stubborn Seed, and Caspian’s Rock & Roe.

Lark Hotels has named Kai Gilsey as senior vice president of operations. Gilsey most recently helped scale Getaway (now Postcard Cabins) from a single site to more than 30 properties and 1,200-plus cabins nationwide, culminating in the brand’s acquisition by Marriott.

Architecture and design firm Spacesmith has promoted Ámbar Margarida, William Wong, and Margaret O’Neill to principals. All three now share ownership in Spacesmith Architecture DPC, which allows interior designers and non-licensed professionals to hold equity in the firm.

Mohamed Elbanna has been named executive vice president of global operations for Auberge Resorts Collection. Elbanna, who brings more than two decades of industry experience, previously served as COO at Fort Partners US and will now lead daily operations across Auberge’s expanding portfolio.

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In honor of Asian American Pacific Islander (AAPI) Heritage Month, a dynamic conversation unfolded at 53—a contemporary Asian restaurant in Midtown Manhattan designed by ICRAVE—spotlighting AAPI culinary leaders who are shaping the hospitality industry.

The discussion—moderated by William Li, special projects editor at ELLE Decor and Town & Country—delved into topics of identity, authenticity, and the evolving landscape of representation in food and hospitality.

Food as identity and heritage

The panel began with a playful but revealing question from Li: “If your journey were a dish, what would it be?”

Mark Yu, executive chef at 53, reflected on the comforting bowls of ramen that carried him through the long hours of restaurant life, while Ellen Yin, founder of High Street Hospitality, recalled the dumplings she grew up making with her mother—an early link between food and family. For Saori Kawano, founder and president of Korin, it was the sushi hand rolls her mother used to prepare.

The answer for Nok Suntaranon—the chef-owner of Philadelphia’s Kalaya, who took home the James Beard Award for Best Chef: Mid-Atlantic—was khao yam, a colorful Thai rice salad symbolizing the complexity and vibrancy of her path from flight attendant to award-winning chef. “The color is the people who came into my life. The complexity of the flavor is how we make change and touch people’s lives,” she shares.

What authenticity means to them

The question of authenticity emerged as a central theme—who gets to define it? Is it about tradition, taste, technique, or all of the above? 

In a particularly candid moment, Suntaranon shared: “How authentic can I be? I cook home-cooked food—the food I would cook for my family. I cook with flavors I grew up eating that [evoke] the feeling of going home to eat my mother’s curry.” At Kalaya, she says, “We don’t give people what they want. We give them what I want.”

Yu emphasized the importance of honoring technique, especially from the last generation of dim sum chefs he works with, while also adapting to modern palates. “We don’t take shortcuts. We build our flavors to order,” he explains.

Yin, whose restaurants span beyond Asian cuisine, noted that for much of her career, she didn’t categorize herself as an “Asian woman in hospitality” until recent events forced her to reflect more intentionally on her role and voice. “Until 2020, I don’t think I really felt strongly about my identity as a woman and as an Asian,” she says. “But [the spa shootings] in Atlanta, made me question myself.” This reflection led to the creation of the Wonton Project, a ghost kitchen concept that combats AAPI discrimination.

Inspiring the next generation

The panelists spoke about mentorship, representation, and their hopes for the next decade.

Yu emphasized the importance of preserving culinary traditions while making space for new interpretations in order to sustain AAPI presence in the industry. He closed with a call to honor the generation that inspired him, and to be that inspiration for the next.

“I want us to have more seats at the table,” Suntaranon adds. “I hope that what I do today inspires young Asian girls to get out there and do something big.”

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Hospitality is in a moment of reinvention, where evolving guest expectations, economic shifts, and a technology revolution are prompting new ways of thinking.

At HD Expo + Conference 2025, insightful panels brought together executives, designers, and developers to explore how the industry is adapting to the vastly changing landscape. From smarter tech and targeted investments to the growing need for connection and inclusion, here are six key takeaways driving the conversation.

1. Design for all generations

Multigenerational travel isn’t just a trend—it’s reshaping the future of hotel design. Guests are increasingly traveling with children, parents, and grandparents, and want communal spaces that are flexible and welcoming to all ages. Rather than isolating families into kid zones, brands like Marriott are focused on layered environments that preserve the guest experience while offering comfort and flexibility.

“You don’t want to pull up to a bar with your kid and have a drink,” says Marriott’s Tracy Smith-Woodby during the Brand Identity: Hotel Execs Take on the Future panel. “So I always look for ways to create areas where a family can pull back with children—where they can still be in the space and not of the space.”

Hilton is also evolving to meet this demand through digital tools. “We’re trying to create blur moments between adults-only spaces at all-inclusives and the spaces where families hang out,” says Larry Traxler of Hilton. He also pointed to Hilton’s new ability to book multiple adjoining rooms to accommodate larger families. 

2. Big impact with smaller budgets

For hotel owners and operators, the smartest investments don’t always come with a high price tag. In fact, the most impactful ideas are often local, thoughtful, and experience-driven. “It’s a very economic way to allow the guest to learn unique things that are important in [any given] culture,” says Hyatt’s Marisol Fisher, referencing programming like coffee tastings or biodiversity walks led by local experts.

Smith-Woodby shared a Marriott brand’s “punch bowl” concept as another creative example: “The bartender comes out… makes a big communal cocktail, alcoholic or not, and suddenly everyone’s engaged and talking. It doesn’t cost a lot, but it makes people feel good.”

When it comes to FF&E, sourcing locally offers both budget savings and unique design. “Buy local,” says Lisa Pasternack of Four Seasons. “You’ll find something unique that you can’t get anywhere else—and probably for a lot less than getting it shipped.”

Technology is also plays a role in maximizing efficiency. “AI is helping liberate some of our front desk and reception team, allowing them to make physical connections with guests,” notes Traxler. 

3. Emerging markets are on the rise

Hospitality development is expanding well beyond traditional urban centers. As land and labor costs rise in gateway cities, hotel brands are turning to secondary markets with strong potential for cultural relevance and long-term growth.

“Everyone’s obsessed with trying to find the next Austin or Nashville,” says Jon Bloomberg of Left Lane during What Owners Want: Real Talk with Clients. “We spent a lot of time doing data science around what we thought were the next markets, looking at dozens of variables that helped us identify those markets.”

Ashley Ewing Parrott of AEP Consulting and the Saturday Crowd sees opportunity in following migration trends. “Where are young professionals moving? What cities in the U.S. are focusing on infrastructure and tech investment? Those are the cities we want to consider,” she points out. “The Omahas, the Chattanoogas, the communities that are clearly attracting new, young talent or are investing in infrastructure and their progress because they’re going to have an appetite for high-end products.”

4. Optimism in uncertain times

Despite macroeconomic uncertainty, the tone among hospitality leaders remains optimistic, with many continuing to pursue growth and repositioning strategies. “This is a time where we regrow very quickly,” says Highgate’s Diane Hang Nguyen. “We’re picking up a ton of new management contracts… owners are coming to us not sure what they want, and we help them find new opportunities.”

Helen Jorgensen of Host Hotels agreed: “We are moving ahead with our plan. Nothing’s really changed—even with this uncertainty.” Ewing Parrott put it bluntly, that despite the challenges, “the strongest businesses are forged in the hottest dumpster fires.”

5. Wellness is all about belonging

While innovation in wellness continues to grow—from cryotherapy to personalized recovery programs—panelists during Trends in Wellness: Where We Are Today emphasized that emotional connection remains the foundation of a successful wellness strategy.

“All the other stuff—the food, the spa, the movement—none of that matters without community,” says Kane Sarhan of the Well. “It’s the foundational pillar that holds everything up.”

This insight is influencing spatial planning. “We used to allocate 500 square feet for lounges. Now, we’re doing 1,500 to 2,000,” says Equinox’s Nadia Biski. “Our members want to stay, talk, work, and then get a massage.”

At Six Senses, meanwhile, wellness also extends to the team. “We design wellness programs not just for our guests, but for our team members in remote locations,” says Sarah Bonsall. “Everyone deserves to live well.”

6. Keeping up with AI

Artificial intelligence is transforming design workflows, hiring practices, and project timelines. But is it replacing human work? This question was front and center during the Business Sense: Tech and Design—What You Need to Know Now panel.

“With AI and the democratization of all of this content, you don’t know if the person behind the content is any good or not because it’s so easy to make stuff,” notes Jason Robertson of Marriott. “That, to me, is the most interesting and dangerous part because it masks the hard work that a lot of people have learned over years and years. Somebody that has no experience can deliver something that looks really polished.”

The shift is also reshaping the talent landscape. “What you used to have 10 people for, you might need seven,” says Ben Nicholas of Inhabitr. “The people who stay are going to be the ones who have the experience, the soul, and who know how to use it.”

Still, AI has its place when thoughtfully integrated. “We use AI to generate inspiration images… so we can have a conversation quicker than we did before,” explains Bill Mandara of Mancini Duffy. “It’s on the human directing it to actually give it a soul and give it a use. Otherwise it’s no different than throwing a stake in a microwave honestly.”

The panelists agreed with the idea of AI enhancing us, rather than replacing us. “AI could be a brain,” adds Vincent Celano of Celano Design Studio, “but it’ll never be our heart.” 

The post 6 Key Takeaways from HD Expo + Conference 2025 appeared first on Hospitality Design.

Las Vegas is no stranger to reinvention. At this year’s HD Expo + Conference, an expert panel featuring Michael Wood of Wynn Design & Development, Matt Erickson of MGM Resorts International, Lin Jerome of Refined Restaurant Group, and Elizabeth Blau of Blau + Associates spotlighted what’s driving the city’s ever-evolving hospitality scene.

The consensus: today’s travelers are coming for much more than gaming.

Creativity in full force

Las Vegas remains one of the world’s most experimental and inspiring hospitality hubs.

“The city is just a place of such unbridled creative talent,” says Blau, citing everything from the iconic Bellagio fountains and Cirque de Soleil to newcomers like the Sphere and Allegiant Stadium. “It makes us all want to be better, whether we’re doing a bar or a restaurant or hotel rooms—the bar is set so high here,” she adds.

A new focus on health

Wellness-driven experiences are gaining momentum citywide.

For example, Jerome says, “We are now frying everything that we have across all of our brands in avocado oil—people are healthier and want to do fun things.” At her Café Lola properties, daytime events include DJ-fueled coffee parties aimed at Gen Z. “You can have a matcha party during the day with your friends, come together, listen to this great music, have fun, and go home at four o’clock and still feel good.”

Erikson echoes this shift: “The challenge that we’re solving for right now is that the younger generation doesn’t drink as much,” he says. “So how do you monetize what they like to do? How do you give them an experience that’s conducive to what they would enjoy without the alcohol?” He notes heightened interest in clubstaurants, where F&B combines with music, ambient lighting, high design, and immersive experiences.

The social media effect

Social media continues to drive design decisions and guest expectations. “Social media has really been our bread and butter to date,” Jerome shares. Erikson agrees: “Traditional marketing will not get you there. You can have an incredible product, but if you don’t have social media and you don’t have the influencer aspect, you’ll have trouble.”

Wood emphasized that shareability is baked into the design process. “It’s about being photogenic—the lighting that everyone will look their best,” he notes. “The new normal is to designing for how a space is shared. People come to places now because they want an experience, an escape—and interior design is a part of that.”

Budgeting, big and small

From billion-dollar renovations to DIY ingenuity, budgets run the gamut in Las Vegas. In every situation, though, it’s about impact. “We try to put money in areas where the guest will see, feel, and sense that there’s real money spent,” says Wood, referencing the $450 million revamp of the Wynn’s Encore towers. “In the past, we would’ve ripped it out. But in this instance, it has some years left in it, so we decided to restore it.”

Jerome, operating on a much leaner model, completed two full restaurant buildouts for just $110,000. “I went down to the stone yard… there was this huge heap of stone scraps,” she shares. “I looked at it and said, ‘This is so beautiful. I need this. I got $450, will you take it?’ He goes, ‘Send somebody to pick it up tomorrow.’” The result? “It’s the most beautiful wall and it cost me $450,” she says. “I was born scrappy. I’ll always be scrappy. It can 100 percent be done.”

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Airbnb has introduced a trio of new launches designed to enhance the guest journey from booking to checkout.

Unveiled today, the platform’s expanded offerings include Airbnb Services, a revamped version of Airbnb Experiences, and a redesigned app that houses everything in one seamless place.

“Seventeen years ago, we changed the way people travel. More than two billion guests later, Airbnb is synonymous with a place to stay,” says Brian Chesky, Airbnb cofounder and CEO. “With the launch of services and experiences, we’re changing travel again. Now you can Airbnb more than an Airbnb.”

Airbnb Services

Delivered meals by a local chef through the new Airbnb Services

Airbnb Services brings on-demand, in-home amenities that are typically associated with hotels—like spa treatments and private chefs—to 260 cities across 10 service categories. The curated selection includes personal training, beauty services, catering, photography sessions, and more. Service providers are vetted through a quality check that evaluates experience (with an average of 10 years of experience), credentials, and reputation.

“People choose hotels for their services. People choose Airbnbs for the space,” adds Chesky. “Now, we’re giving you the best of both worlds—amazing homes with services that make them even more special.”

Airbnb Experiences

The Art of Conserving Art experience in Rome

The company has also reintroduced Airbnb Experiences, offering hyper-local programming in 650 cities worldwide. New cultural, culinary, and wellness-centric activities—all led by local hosts, including museum trips, gallery tours, F&B experiences, sports, beauty treatments, and more.

In addition, the company now offers celebrity-driven experiences through Airbnb Originals. Examples include baking with chef Raphaelle Elbaz at French Bastards bakery in Paris, playing beach volleyball with Olympian Carol Solberg, joining Megan Thee Stallion’s Otaku Hottie Quest, or spending a Sunday with NFL quarterback Patrick Mahomes.

An all-new Airbnb app

An improved app interface for both guests and hosts (shown)

To bring it all together, Airbnb has rebuilt its app with a streamlined user interface and new tools for guests and hosts. The Explore tab helps travelers discover homes and experiences, while a retooled Trips tab and messaging system enhance itinerary planning and communication.

A new Airbnb profile also displays all the destinations a guest has traveled and the people they’ve met along the way.

For hosts, the app includes an easier setup tool to help guests submit experiences or services to Airbnb, calendar integration with Google Calendar, and centralized reservations management.

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This year’s HD Expo + Conference keynote lineup brought together a powerhouse group of visionaries who have made a lasting impact on hospitality design and continue forging the way into the future.

From Todd Avery Lenahan’s reimagining of luxury and Kit Kemp’s vibrant, joy-filled interiors to AvroKO’s collaborative approach, each speaker offered a distinct, personal perspective on what it means to craft meaningful guest experiences. Sam Nazarian delved into the convergence of lifestyle, food, wellness, and entertainment, while Chad Oppenheim shared his pioneering projects and explored how architecture can elevate the human experience.

Together, their insights reinforced that hospitality today is as much about emotion and storytelling as it is about business and strategy.

Todd-Avery Lenahan: Luxury rooted in story and soul

Margaret McMahon, global practice principal of Wimberly Interiorsm and Todd-Avery Lenahan, president and chief creative officer of Wynn Design and Development

Todd-Avery Lenahan, president and chief creative officer of Wynn Design and Development, offered a nuanced perspective on luxury hospitality design, emphasizing that “I never start thinking initially about the physical manifestation of the ultimate experience—I think about what the emotional and experiential tenor of the place is.”

For Lenahan, people come before products, and the focus is on crafting experiences that stem from a deep understanding of what individuals find meaningful. He likens his approach to writing sheet music or a script, where spaces and architectural elements become characters in a narrative. This storytelling approach, he says, requires trust. “You’ve got to grant me artistic trust because without that, I’m nowhere,” he says.

Lenahan also challenged the notion that luxury must be tied to affluence. “You do not have to be born with a silver spoon,” he says. “There are so many things I do that reference entirely different archetypes that find their way into hotels, whether it’s museums, theaters, galleries, retail, educational institutions, parks—be astute of the world because luxury is not just material. Go to the incredible gardens of the world that are free to the public and soak up the high concept, textures, materials, and perspectives.”

As for advice to the next generation, Lenahan emphasized the importance of drawing by hand. While acknowledging technology’s growing presence, he cautions: “AI absolves [young designers] from the responsibility and rigor of drawing… if you do not draw, you don’t know the fundamentals of drafting. You have to draw, draw, draw. There has to be that mind, hand, eye connection.”

AvroKO: The power of creative partnership

Shoemaker Rauen with AvroKO founders William Harris, Kristina O’Neal, Adam Farmerie, and Greg Bradshaw

The four founders of AvroKO—Kristina O’Neal, William Harris, Greg Bradshaw, and Adam Farmerie—shared an intimate look at their two-decade journey, one rooted in creativity, occasional tension, and an unwavering collaborative spirit. More than business acumen, it’s the strength of their partnership that has fueled the firm’s longevity.

A key component of that bond is their annual summit, which O’Neal describes as “almost like marriage counseling,” where, she says, “we can be honest and say, ‘I hate this. I love this. I’m afraid of this. This hurt my feelings. This is amazing.’” She adds: “Part of the adventure has been trying things on and supporting each other through the good and the bad, and also supporting our staff when they have a longing that they want to go do. Everybody’s in it.”

Their approach to growth remains organic and deeply human-centered. “The biggest lesson learned was the value of the decided commitment that we all gave each other,” says Harris. “That’s trickled down into a lot of our client relations, our staff relations, our restaurants, and our other businesses.”

O’Neal echoes the sentiment: “The greatest lesson learned is the nourishment of being indefatigable and being able to say, no matter what, the trust is there—even if things aren’t going right, we’re here, we’re going to do it together and go forward.”

Kit Kemp: Living life in bold color

Shoemaker Rauen and Kemp

Firmdale Hotels founder and creative director Kit Kemp brought her distinct penchant for color and playfulness to the stage. Her work is instantly recognizable yet never repetitive. “I’m terrified of beige,” she joked, championing instead an approach where each hotel tells its own story through bold colors, textures, and patterns.

Each property is crafted with layered colors, textures, and collaborations with emerging artists and craftspeople, creating “a handwriting that you’re always staying in a Firmdale hotel, but each one is individual.” She emphasized the idea of making hospitality an adventure, “because that’s what it’s all about—capturing the imagination for travelers.”

Reflecting on Firmdale’s genesis, Kemp recalls opening Dorset Square Hotel with her husband Tim in 1985. “When you are young, you are very arrogant and we never took no for an answer.” The transformation of the hotel epitomized this ethos, defying an early naysayer who said, “you will never cook a meal in this kitchen,” when they showed them the hotel’s basement kitchen.

Kemp’s advice is unequivocal: “Everybody’s going to tell you you can’t do it. You’ve got to dust yourself down, pick yourself up, and just keep on going.”

Sam Nazarian: Building for what’s next

Shoemaker Rauen and Sam Nazarian, founder and CEO of sbe

For Sam Nazarian, hospitality has always been deeply personal. “I built these brands for myself, really,” the sbe founder and CEO shared during his keynote. Reflecting on his early days in the industry, Nazarian recalled identifying a missing link in the guest experience—namely, the lack of integration between design, food, and entertainment—and transforming that insight into a full-service lifestyle empire.

His breakthrough came with the launch of SLS. “Our premise was always ‘not your father’s Four Seasons’—how can we deliver style, luxury, and service all under one roof?” That meant bringing in visionaries like Philippe Starck, pioneering fully integrated hotels establishing a strong “connection with the mission of the brand,” he shares. “I build the brands first and then I find locations.”

Today, Nazarian is once again reimagining the future of hospitality through two ventures: HQ and Estate Hotels & Residences. HQ, created in partnership with Wyndham, is a smart hospitality concept that speaks to next-gen travelers, while the Estate, a collaboration with Tony Robbins, is a longevity-focused luxury brand that merges hospitality with wellness and medical science. “We built the Estate knowing that this category is going to evolve fast,” he says.

Nazarian credits his instinct, relentless drive, and immigrant roots for his continued success. “I had a lot of confidence but also a self-consciousness that never went away, which [pushes me] to innovate, disrupt, and expand. It’s sheer will.”

Chad Oppenheim: The force of architecture

Oppenheim Architecture founder Chad Oppenheim

Architect Chad Oppenheim traces the evolution of his creative ethos, from childhood dreams shaped by pop culture and movies to global projects rooted in sustainability, sensory immersion, and emotional connection. Oppenheim’s work is driven by the desire to reconnect people—with themselves, with each other, and with nature.

“Even though we’re the most connected species, we’ve become the most disconnected.” His response is to design for emotion and immersion. “We’re not designing for what things look like, we’re designing for what they feel like.” His approach avoids imposing form, instead he’s “trying to find what the design wants to be and let it flow through me.”

Today, Oppenheim’s studio spans six continents and multiple typologies, yet a core mission runs through his work: “Everything I do is about making the world more pleasurable for people.”  This is evident in projects like Harbour Island house in the Bahamas, where “we let [the trees] grow through the architecture,” and aimed to make it feel like it’s been always been there.

In Utah, he built a circular Six Senses resort to view the passage of time, removing style in favor of timeless form. In Costa Rica, he designed a resort around the trees that existed with minimal intervention, using local lava stone. A recurring theme is adapting design to setting—like the Langham Hotel in Australia, modeled on scanned crystals: “I try to find something. Nature has so many beautiful things in it.” Perhaps most emblematic is his work in Saudi Arabia’s Wadi Rum desert, where he designed a resort carved into the rock, using only local sand and minerals.

Ultimately, Oppenheim invited his audience to reconsider architecture as a force of quiet transformation: “It’s about how we can help [create] that connection to the place.”

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