Editorial Board   Guest Author

Ms. Sheehan

Andrea Sheehan

Principal & Art Director, Dawson Design Associates

As an interior designer and commercial artist specializing in Hospitality Design, Andrea Dawson Sheehan approaches each new assignment with the goal to create spaces that engage hotel guests both intellectually and visually. It has been her firm's mandate, that the guest experience and interaction with the hotel, be both intimate and personal.

As Principal and Art Director, she founded Dawson Design Associates in 1987. Today, with offices in Seattle and London, the firm's many creative and unique projects have won numerous national and international design awards while being widely published internationally in magazines like Vogue, Elle Decor, Wallpaper, GQ, Conde Nast, Travel and Leisure and The New York Times. Her passion has always been to open people's eyes and minds to discovering the surprise and delight of a unique and interesting visual experience. Stylish, original and often provocative, DDA projects are recognized for their creativity and originality; and proven by their success and profitability. Her notable client list includes Pebblebrook Hotels, Host International, Sunstone and LaSalle Hotels. DDA specializes in luxury and upper luxury ‘Lifestyle' Brands such as Viceroy, Kimpton, W, Autograph, SBE, Curio, and Rosewood.

Ms. Sheehan attended Central Washington University where she majored in fine art and graphic design. The daughter of a professional artist, she decided early on that her future lay not in fine art itself, but in the application of the artistic design process in a commercial environment that would touch as many people as possible -- specifically the Hotel Industry.


Please visit http://www.dawsondesignassociates.com for more information.

Ms. Sheehan can be contacted at 206-932-3102 or andrea@dawsondesignassociates.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.