Editorial Board   Guest Author

Mr. Lee

Scott Lee

President & Principal, SB Architects

With over 20 years of design experience, Scott Lee provides the firm with senior leadership and design talent, specializing in hotel, resort, recreational and mixed-use projects. As president and principal, he plays a leading role in determining the firm’s long-term mission, direction and goals. Mr. Lee’s active role in business development and marketing has been a driving force in the company’s successes and its emergence as a force in the hospitality industry. Mr. Lee brings a singular passion to SB Architects. His favorite phrase is, “it’s all architecture, all the time,” which comes as no surprise to anyone who knows him. “Passionate” and “driven” are the two words most often used to describe him, and architecture is woven into every aspect of his life.

Although he always loved to draw and build, it wasn’t until the ripe age of 10 that Mr. Lee settled on architecture as a profession. Growing up in Foster City, California, everything was under construction. Mr. Lee’s mother used to take him and his brother James to construction sites to collect building debris, which they would bring home and use to create their own projects.

Mr. Lee’s passion for architecture continued at Cal Poly [as an architecture major] when he was 17 and never deviated from his focus. He supplemented his education with part-time work with local architects and developers. He was also awarded a scholarship and attended University in Bath, England to both study architecture and represent the Rotary Foundation as an ambassador of goodwill. After graduating, he continued on with his career in architecture.


Please visit http://www.sb-architects.com for more information.

Mr. Lee can be contacted at 415-673-8990 or contactsf@sb-architects.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.