Chapter on Selecting the Consultants: Building the Design Team
Once the early studies confirm that a hotel is the right use for the site—and that the business case is viable—the next phase begins: building the design team.
In a multi-storey hotel development, complexity is not an exception; it is the default. The building is not just a structure—it is a system of interconnected decisions. This requires a team that is not only experienced, but also highly specialised.
At this stage, the owner must make an important strategic decision: how to structure this team in a way that balances control with efficiency.
To understand this, it helps to recognise one simple truth—successful design is rarely about individual brilliance. It depends heavily on how well multiple disciplines coordinate with each other, and how quickly they respond as the design evolves.
You may be surprised by the number of specialists involved in a hospitality project.
Because of this, there is a clear benefit in placing the responsibility of coordination in the hands of a single lead entity. This is commonly referred to as the Lead Design Consultant or a multi-disciplinary consultant. Their role is to manage, coordinate, and monitor the performance of the various specialist disciplines.
However, this structure is not without its trade-offs.
While it simplifies coordination, it also concentrates control. And in a design-driven project, there is always a need to maintain a balance—ensuring that the structure does not restrict creativity or dilute design intent.
For example, in a large resort, an owner may prefer to appoint the landscape architect directly to retain control over the external experience. In contrast, for an iconic city hotel, the concept architect may be directly appointed to safeguard the architectural vision.
There is no single correct structure. The approach depends on the priorities of the project.
Understanding the Design Team
Modern hotel developments rely on a wide range of specialists, each contributing to a different aspect of the final product. Before deciding how to appoint them, it is useful to understand what each one brings to the table.
The Concept Architect is responsible for the initial design vision. They define the character of the project and act as the guardian of that intent as the design develops.
The Architect of Record (AOR) translates this vision into reality. As a locally licensed entity, they are responsible for detailed documentation, statutory approvals, and overall architectural coordination.
The Structural Engineer ensures the building stands—safely and efficiently—responding to gravity, wind, and seismic forces.
The MEP Engineer designs the building’s internal systems—mechanical, electrical, plumbing, and fire protection. In a hotel, these systems are extensive and must operate seamlessly in the background.
The Interior Designer shapes the guest experience—through finishes, furniture, and the overall look and feel of the spaces.
The Landscape Architect defines the external environment, particularly important in resorts and large developments.
The Cost Consultant provides financial oversight—ensuring that the design remains aligned with the project’s budget and advising on cost control and value engineering.
Beyond these, there is a wide range of specialist consultants. These include experts in kitchen planning, vertical transportation (elevators), acoustics, fire life safety, signage and wayfinding, façade design and lighting, as well as ICT and AV systems.
Each of these specialists influences the design in a specific way. Understanding their role is the first step in deciding how they should be grouped and managed.
Consultant Appointment Strategy
The way these consultants are appointed has a direct impact on how smoothly the project progresses.
If every specialist is appointed directly by the owner, the level of control is high—but so is the management burden. Coordination becomes the owner’s responsibility, and this often leads to gaps, delays, or conflicting inputs.
For this reason, a more structured approach is typically preferred.
The owner enters into direct contracts with the primary consultants—such as the Concept Architect, the AOR, the key engineers, and the Cost Consultant. The remaining specialists are then appointed as sub-consultants under these leads.
For example, kitchen planning and acoustic consultants are usually coordinated under the AOR, while IT and security systems are managed under the MEP engineer.
This structure ensures that coordination responsibility sits with those best equipped to handle it. It allows the owner to focus on higher-level decisions rather than resolving technical conflicts between disciplines.
Sequence of Appointment
The order in which consultants are brought on board is just as important as who is appointed.
A logical sequence helps ensure that early decisions are supported by the right inputs.
The process typically begins with project management—either through an internal team or an external Project Management Consultant (PMC)—to oversee procurement and coordination.
The Cost Consultant is appointed early to establish financial boundaries and guide budget-related decisions.
If the project calls for it, the Concept Architect is brought in to define the initial design direction.
This is followed by the appointment of the Lead Design Consultant or the core architectural and engineering team, who begin developing the massing, structural systems, and overall design framework.
The Landscape Architect may be appointed alongside this stage, depending on whether they are part of the lead consultant’s scope.
Finally, the specialist consultants are introduced once the primary parameters are defined, but before the design is locked in. This ensures their inputs are integrated at the right time, without causing rework later.
Management Models: PMC vs. Internal Teams
Managing this process requires a structured approach.
In large-scale developments, owners often appoint a Project Management Consultant (PMC) to handle procurement and onboarding. A PMC brings established systems, standardized documentation, and experience in managing complex tenders. This reduces the risk of gaps in scope or process.
In other cases, particularly with experienced developers, these responsibilities are handled internally. Organisations such as Emaar or Eagle Hills have developed robust internal procedures that allow them to manage consultant selection effectively.
Whether managed internally or through a PMC, the objective remains the same: a transparent, well-documented process that brings the right expertise onto the project at the right time.
Before the project can move from an idea supported by numbers to a team capable of shaping it into reality, the consultants need to be procured.
To begin this process, it is useful to understand what goes into a typical Request for Proposal (RFP).
At a high level, the RFP document is structured around a few key components:
- The contractual conditions (standard organisational terms)
- Site information
- The project design brief
- The scope of work, defined stage-wise along with expected deliverables
- The project timeline
- The fee structure
At this stage, however, there is a fundamental constraint.
The design brief cannot be fully defined. We still do not have the operator onboard.
Key decisions—such as the number of rooms, the mix between standard rooms, suites, and connecting rooms, the size of each, and the level of detailing within them—are all driven by the operator’s brand standards.
This has a direct impact on consultant selection.
A designer working on a luxury brand will approach the project very differently from one working on a midscale hotel. The expectations, level of detailing, coordination effort, and ultimately the design fee, all vary depending on the operator.
In simple terms, you cannot meaningfully procure the design team without first knowing who the operator is.
That decision sets the brief—and the brief defines everything that follows.
Next, we will look at how to bring the right operator on board, and why that choice becomes one of the most defining decisions in the life of the project.
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