Discussing Design with Monika Moser, Wilson Associates

Meet Monika Moser

regional managing director; London, New York and Paris, Wilson Associates

A self-described “hotelier at heart,” Monika Moser possesses over two decades of hospitality industry experience in her current role as regional managing director (London, New York & Paris) for Wilson Associates. Born in Venezuela with a German citizenship, Moser earned a Certificate in Hospitality Management from Cornell University and an MBA in Hospitality Management from ESSEC Business School. She brings a deep understanding of luxury hotel service and a unique cultural perspective to each of Wilson Associates’ global strategic initiatives. Moser has a passion for art, music, literature, and linguistics –– she is fluent in five languages. In her free time, she frequents the opera.

What is your definition of luxury? And how do Wilson’s designs exemplify its future?

Luxury is defined differently by everyone. For me, luxury can be any type of hotel; it doesn’t need to be a Parisian palace, it can be in a smaller boutique hotel. Luxury is having the flexibility to be able to choose how you want to live, how you want to act, how you want to be in the hotel. So, it can be anywhere, anytime, in any form. Luxury, in that sense, is personal. It’s where you position yourself in terms of what you are used to having. Nowadays people are used to being surrounded by luxury, so maybe time has become a luxury or the possibility to spend your vacations in a hotel away from all physical luxury. For Wilson, creating a luxury hotel means designing something that is exactly what the client wants it to be with products specifically catered for their clientele. We design for the future through hotels that are flexible enough to adapt to the client’s needs, which might focus on being more meaningful than in the past, being more aware of local environments, traditions, and connecting with people.

How do you see Brexit impacting hospitality design, both in the UK and in Europe?

This is the million-dollar question! I haven’t seen any changes, and when I talk to lawyers, accountants, operators, etc…, they haven’t seen any changes, either. I don’t think that it will have too much impact in terms of hospitality design. That said, we’ll have to wait and see.

How does staying connected with the latest designers and trendsetters “rub off” on your hotels and understanding of the current zeitgeist?

It’s completely dependent upon the client. Our projects are adapted to what they want; we will not impose a design. Trends and influences mainly come from what clients wish for and what the hotel has to become based on their preferences, along with requirements from the operator and local regulations. For example, we work with Tristan Auer for our interiors, and he has different layers of style versus a specific look. If it’s a historical project like the Carlton Cannes or Hôtel Scribe in Paris, he pays attention to that rather than trends. Design is more forward-thinking when it comes to lifestyle hotel trends that combine services in open, undivided spaces, but hotel operations are still old fashioned with different services for separate areas. This needs to be clarified at the start of a project, otherwise the vision that the designers are trying to achieve will not work from a programming perspective. Having that distinction between different spaces isn’t a way of providing exclusivity, it’s just another way of doing it for a different type of clientele. That’s why hotel operators have so many brands to capture different kinds of guests.

What fires your imagination, and what’s the best way to build a team that is creative yet aware of operational requirements?

Being on the business side I don’t need so much imagination! However, I manage a team of designers who nourish their creativity by going to exhibitions, museums and shows; meeting suppliers and learning about their products; and travel. I hire designers that can tell me which museum they visited recently or what movie they liked, because I get the impression that they’re actually out there finding new ideas. These creative designers need to be aware of operational requirements, too, so we share a lot of information.  While our project managers understand both sides, I also share everything in terms of contractual topics of revenue so they get all the information to understand how their project works. It’s very important because they need to understand how they are able to design a project that is viable – or not. It helps them grow and become more aware that how they work impacts a project and the financial outcome of a company like Wilson Associates.

Monika is one of the prestigious experts invited to join the extraordinary jury for the SBID Product Design Awards, alongside other renowned professionals across industrial and interior design, brand development, architecture, educational research and forward-thinking enterprise.

Click here to view the full judging panel.