Two years ago, many people hoped the recession, as it impacted casino design and construction, would be short and shallow. It has proven to be the opposite, long and deep—and painful. But the end is in sight, at least in the view of more than a dozen architects, designers and major participants intimately involved in the field.

There is some light at the end of the tunnel, so for this year’s Q&A in Casino Design magazine, we’ve focused on how each company will take advantage of the recovery. Whether it’s construction in Asia, expansion in Indian Country or simple renovations in existing casino resorts, this group is taking advantage of every opportunity to put their best foot forward.
 

Like the slot manufacturers, which are waiting patiently for the “replacement cycle” to kick in, architects and designers know that casino resorts cannot remain static for much longer. Fresh design and innovative products are the only things that existing casinos will have to combat the increasingly competitive landscape in almost all jurisdictions. New construction is rare, but not entirely out of the question. They’re ready for that eventuality as well.
 

But the one thing they all have in common is a burgeoning creative sense, tempered with sensitivity for the budgeting and operational processes.

So sit back and absorb the wisdom and opinions offered.

The participants, listed in alphabetical order:

• George Bergman, President, Bergman, Walls & Associates, Ltd. (GB)
• Don Brinkerhoff, Chairman, Lifescapes International (DB)
• Brian Fagerstrom, President, WorthGroup Architects (BFA)
• Ann Fleming, Owner and Principal, Cleo Design (AF)
• Brad Friedmutter, Founder and Chairman, Friedmutter Group (BRF)
• Rick Gardner, Principal, Hnedak Bobo Group (RG)
• D. Kirk Harman, President, The Harmon Group (KH)
• Paul Heretakis, Vice President, WESTAR Architects (PH)
• Tom Hoskens, Principal, Cuningham Group Architecture (TH)
• John Platon, Senior Vice President, KHS&S (JP)
• Barry Thalden, Principal, Thalden Boyd Emery (BT)
• Edward Vance, President, Vance & Associates (EV)

Have you seen any signs that the difficult economic environment we’ve been experiencing in the past few years has been easing? If so, what are the signals you’ve noticed?

GB: There are signs of some easing in Las Vegas and certain other domestic markets. Clearly, Macau and Singapore have had significant increases in gaming revenues. This trends positive with the general recovery of the financial markets across the United States and with the exception of recent developments in Europe and across the world.

DB: Yes, we have seen signs of a resurgence of interest in landscaping for new casinos in the U.S.—East, Southeast and California. There has been a substantial increase in requests for proposals; gaming companies are hiring design directors or authorizing their existing in-house design personnel to start preparing proposals for new work. We typically get involved early, as do building architects and planners, when our clients want to have projects ready and open within one to three years. I guess you can say that the designers are the bellwether for upcoming work.

BFA: Really, since the end of 2009, we have most definitely experienced an increase in new projects and activity in the solicitation of design services for gaming projects in Native American gaming. We are also seeing an increase in the “buzz” and activity in commercial gaming in various regional pockets where ownership of properties is changing.

AF: There have been definite indications that there is more “movement” in the design and development community. Whereas in the past year only a couple requests for proposals per month were received, we have seen in the past months a greater volume of interest with RFPs arriving weekly.

BFR: Owners and operators are issuing significantly more requests for proposals for everything from small renovations to major expansions and ground-up projects. Many indicate design and construction start dates during the third and fourth quarters of this year.

RG: Walk into many casinos in the secondary gaming and entertainment markets and you’ll find plenty of customers. Overall spend is down, but traffic in many of these locations has remained reasonably strong. The general challenge is classic: to keep the customer coming back and grow his/her spend with fresh new products, amenities, experiences and promotions. New cap-ex investments in this economy have to be very strategic and responsive to current conditions, and yet still be properly integrated into a long-term facility growth plan—which is a tall order.

KH: In the U.S. there has been a slight improvement in RFP activity in Indian gaming and in states that have recently approved casinos. Both types of projects are moving slowly. The states that have approved casinos are facing opposition from elements of the public. In some cases the casinos have become a political football, resulting in delays.

PH: We are certainly seeing the signs of greater activity. Expectations of ROIs based upon the new economy are finally being accepted, and that is creating more opportunities. All of the cost-saving methods have been implemented; the only way to increase profits is by upgrading facilities or creating new projects. The circle of life in the business world will always continue even as government tries to derail it.

TH: The positive signals are coming from all sides—operators, management groups, even the financial sectors. We are seeing more opportunities for renovation and expansion of projects nationally and internationally. Clients are interested in staying ahead of the competition, and they are eager to see the latest design trends that will engage their guests. We are continuously working with our clients in these tight economic times by showing them the importance of pre-design services for effective planning and programming decisions. For example, our client Palace Casino Resort in Biloxi is taking advantage of the low construction costs and expanding their gaming, entertainment, restaurant and dining amenities in order to provide their guests a more intimate, service-based experience.

JP: We are beginning to see small signs of recovery in some market sectors, but very little recovery in the gaming markets so far with the exception of Oklahoma. Most of the current design and construction activity has been the result of government stimulus. Future gaming expansion, we believe, will be in states such as Iowa, Ohio and Massachusetts, which are looking to gaming to help bolster state budgets and deliver new jobs. Given the current room supplies of traditional gaming markets such as Las Vegas and Atlantic City, we don’t expect to see significant activity in these markets for the next five years or more.

BT: The recession is definitely over. We experienced a slowdown in the summer of 2009 as most of our projects completed construction. Beginning last fall, we saw the light at the end of the tunnel as the first new projects of the economic recovery began to surface. The first of these was Wildhorse Casino Resort expansion in Pendleton, Oregon, for which we were fortunate to be selected. This year has started out explosively, as we have been swamped with a record number of requests for proposals and, fortunately for us, we are frequently the architect of choice.

Both tribes and commercial casino companies have seen their revenues begin to increase after leveling off in the second half of 2009. The key to the future will be in well-conceived expansions with realistic expectations and potential for substantial returns on investment. But, project financing is still difficult and will continue to be the bottleneck for project development.

EV: Yes. The signals have been in the financing arena, and they have been surprisingly noticeable over the past 60 days. For example, one of our projects in Mississippi had but one lending source interested all of last year. Then in March three new sources (one equity and two debt) came out of nowhere and they are now fighting over the opportunity to make our client most happy.

How important is Asia for gaming development? With the opening of the two Singapore integrated resorts, do you believe their success or failure will determine whether other countries in the region legalize gambling in the same way?

GB: Asia is very important for gaming development as we go forward in the second decade of the new millennium. The opening of the two mega-resorts in Singapore has changed the face of Asian gaming. Clearly, a new benchmark has been raised for Asian gaming. We believe that the Asian market is only beginning to be tapped.

Many other countries in the region are currently legalizing casino gaming. As this article is being written, grand resorts and neighborhood casinos are being designed throughout the region. BWA is fortunate to have several such projects on its boards.

DB: We have several completed projects in Macau, with client interest for us to get started on a new project in Asia. With the Asian passion for gambling, and the financial climate being right, I am sure there will be additional gaming opportunities throughout Asia. Look toward Japan, too.

BFA: More than ever before, casino operators have come to realize that the competitive marketplace coupled with the recession over the past few years has created an urgency to stay relevant to customers. Competitive differentiation is critical to maintain appeal while at the same time, new trends and offerings must be considered to draw new customers and keep loyal players.

AF: The design of the Asian gaming facilities by U.S.-based Las Vegas firms has proved that a well-oiled machine can bring the experience of an industry far from its Las Vegas roots, transplant and thrive. Neighboring countries immediately see the benefits for employment and a generation of wealth.

BFR: There is very high confidence among many Asian governments and businesses for continued economic growth and development. Gaming is now accepted in many countries around the world as a viable and beneficial business enterprise, and Asia is a vast area with a very high level of the consumer base that enjoys frequent gaming. It is no surprise that the Asian gaming market continues to expand, with many locations throughout the region developing new destination-type facilities. The Philippines, Vietnam and other constituencies will likely continue development, regardless of success or failure in Singapore. Planning in many of the Macau properties, previously put on hold, is starting again with renewed commitment from owners.

With that said, the answer is surely that Asia is critically important for gaming development. Because 100 percent of Friedmutter Group projects are gaming/entertainment/resort facilities, we can share our expertise worldwide, just as American gaming companies such as Harrah’s Entertainment, Wynn Resorts and Sands are doing.

RG: International gaming expansion is likely the next frontier, and could be the primary source of significant growth opportunity for our industry for many years to come. But there are challenges ahead—the limitations and constraints of politics and culture may hamper many international markets from coming anywhere close to reaching their true potential.

PH: We have had an office in Macau for the past two years, so we are doing very well in China as well as Southeast Asia. Asia and especially China will be the center of all financial growth for the next decades. Just look at all of the American companies that are rapidly expanding there. If you don’t have work and a presence in Asia then you have sadly mistaken the future. This is not to say that it is easy and money is everywhere. There are no magic beans, but there is certainly more opportunity there.

TH: Other countries are actively pursuing gaming because they see the vast potential extending to other sectors of their economy. Smart decision-makers know the value of creating an integrated resort that caters to their clientele and they are embracing the coming wave of resorts that combine leisure travel experience with gaming and other entertainment amenities.

JP: We believe Asia is very important for gaming development. We’re currently completing work at Resorts World Sentosa and Marina Bay Sands and have made substantial investment in opening offices in Singapore, Hong Kong, Macau and Bangkok to take advantage of what we believe is significant growth opportunities throughout the Pacific Rim. If Resorts World and Marina Bay Sands continue to draw the crowds they have to date, I believe other countries will follow suit. Macau has already surpassed Las Vegas in gaming revenue and the region just hit record revenues in May.

EV: There are more than 10 countries in Asia with legalized gaming already, and we believe that trend will continue as long as China’s ever-growing number of millionaires and billionaires keep streaming into places like Macau; it will keep the region flush with cash. Casino gambling revenue in Macau alone almost doubled in May and is certainly setting the trend for all of Asia, but there are still a lot of problems to be solved. And to solve them, you are going to have to be creative. In the end, no one knows what cards Asia will be dealt over the next 10 years in terms of gaming, but I’m quite sure that as that market matures it will ultimately affect how we do business here.

Do casino operators understand the importance of keeping their properties fresh, by conducting periodic renovations (for example, re-theming restaurants, redesigning areas of the facility and more)?

GB: Most casino and resort operators understand the importance of keeping their properties fresh and presentable. Unfortunately, some just simply do not have the financial wherewithal to do so. That of course is a double-edged sword. As the properties visually diminish, their desirability diminishes and attendance decreases even more. Ultimately, they become second- and third-tier properties and become even more difficult to bring back to competitive advantage.

DB: Always, casino operators are historically upgrading their properties. Recently, we completed the landscape design for Surrender, the new beach club at Encore. This project was completed about 16 months after the initial opening of Encore. Good operators recognize great opportunities for their customers’ enjoyment and make decisions promptly for improvements or additions. In this case, the major design effort was led by Roger Thomas at Wynn Design and Development and we assisted him and his team on the softscape portion primarily.

AF: Most of the casino operators have been venturing from beyond their own walls and have tried to keep their finger on the pulse of what works and what does not in this very competitive industry. They have been quick to accommodate the guests’ expectations with remodels and at the very least temporary venues to keep the draw of a crowd.

BFR: Casino operators and owners are acutely aware of the importance of keeping their properties fresh and current. Because so many renovation projects were put on hold during the last couple of years, perhaps now more than ever, owners are interested in a variety of solutions within their properties including renovations, re-theming and redesign. By providing cost-effective, innovative designs, we are seeing renovation projects on the upswing. In fact, we have recently completed several restaurant renovation projects within existing properties, and smaller-scale casino expansion developments.

RG: Fortunately for the design profession, existing facilities will lose their luster both physically and psychologically. Aggressive, competitive operators love to leverage new product—and need to continually do so to compete in their respective markets. By giving their player development and marketing departments new fuel to energize existing customers and reach out to gain new market share, operators can do more than just survive an economic downturn like we’ve been experiencing—they can thrive in one, and get well-positioned for the economic upswing.

KH: I recently asked a building official in Las Vegas if he has seen much renovation activity. He said, “Only if we cite them for a violation.” Atlantic City is pretty much standing still. Casinos in the Eastern states have reconfigured gaming floors but have not done major renovations or expansions. Even in Pennsylvania, where table games were recently approved, rearrangement of the existing casino is the approach for adding these games.

PH: Most of the operators are talking about new projects again. The projects will be smaller and phased more over time, but progress must be made. The cost of the projects will be related to the new returns on those investments.

TH: We find there is a solid advantage for a property to carefully plan and execute a phased renovation project. Casino renovations and expansions require a balancing act between renovating as large an area as possible and many smaller areas. If you renovate a large area all at once, which is the fastest way to complete a project, it can reduce revenue significantly. Alternatively, renovating a series of smaller areas keeps them operational and continuing to produce revenue, and avoids a longer construction phase. Ultimately, it is important to establish an acceptable balance between the size of the renovation area and the anticipated revenue earned, or in some cases the anticipated revenue lost during construction.

BT: While there may not be any new mega-resorts built, we anticipate that there will be many smaller projects as operators recognize that their properties need new venues to talk about and they continue to need fresh new looks in various areas. There will also be changes made on the casino floors in an effort to increase revenues by creatively encouraging customers to stay and play longer, and be exposed to newer slot machines offerings. There should also be a recognition that it’s better to start planning and design in the slow times to open in the good times than vice versa.

JP: I believe they know exactly what needs to be done to keep their properties competitive. But it continues to come down to economics. Operators won’t approve large budgets for renovation unless they expect to see a return on their investment. And operators are still trying to protect their bottom line.

EV: Nearly all casino operators understand the importance of keeping their properties fresh. However, very few have the good fortune of being in a financial position to do what they know they must to keep or capture what market share exists today. Unfortunately, many of our existing clients have adopted the mantra “fix only what’s broken.” We believe that this is creating a huge pent-up demand for massive renovations when the economy finally turns.

As in commercial casino development, there seems to be a lull in Indian casino design and construction as well, with the possible exception of Oklahoma. Do you see this continuing because of the uncertainty of obtaining financing? Or, will new off-reservation casinos and other tribal developments pick up the pace?

GB: Financing is still critical for all gaming, both Native American and non-Indian. There is some tribal funding available from several affluent tribes. There is limited development taking place in the U.S. overall. Part of the problem as we view it is that there is a saturation of casino gaming coupled with a severe lack of financing for gaming projects in the currently tight financing market.

DB: We should be starting on a new Indian gaming casino in June, but we also have seen an uptick in requests domestically for Indian gaming opportunities. We have noticed that the operators are having more paid and unpaid design competitions for their properties, compared to when the gaming industry was more active. Architects were hired without necessarily providing “free” or “subsidized” designs in order to get projects.

BFA: Even Oklahoma is now experiencing some decline in growth. So, very few markets and properties remain immune to the “lull.” Together with the recent financial crisis, regulatory and legislative issues at the federal and state levels and increasing competitive pressures of neighboring Native American gaming properties that are in close proximity to each other, Indian gaming certainly has had its own share of challenges and obstacles. What seems to be happening now is a resurgence of design and construction projects that had to go into a type of “revamp” in order to find and obtain smaller amounts of financing. Project scopes have been, in some cases, “right-sized” and most certainly downsized.

Also, those projects that have been vying wholly on financing, without strong collateral or self-funding sources, have basically continued to be dormant. Only a few cases here and there where private equity sources have stepped in, and are located in the strongest of locations demographically, are new greenfield opportunities arising.

AF: On the contrary to thoughts of a quiet Indian gaming world, we have witnessed most of the activity in casino development has been with the Native American tribal community. Notably, the process is more laborious in gathering criteria and developing scenarios for their place within the competition of regional casinos. Much more time is spent on the development of guests’ needs and anticipating future trends.

BFR: Casino design and development in Native American casinos is definitely on the rise. Those tribal enterprises with established facilities and positive cash flow are able to obtain financing and are moving forward with planning and development. This is clearly evident in the increased number of RFPs that are being issued.

RG: The Indian gaming market sector has remained very strong for HBG. Green-field facilities are not being built at the frenetic pace of five to eight years ago; however, amenity additions and facility expansions (including large hotels) remain quite active. The credit markets have eased to some degree and we’re seeing the compelling participation of private equity fueling new growth in select markets.

KH: Our tribal clients are seeing the same financing problems as our non-tribal clients. Financing remains hard to come by. When tribes look to off–reservation development, they seem to be in the same situation as any other developer.

TH: We are not experiencing a lull, and it has been quite the opposite. The pace is very active for both new construction and renovation. We are working with Native American clients across the country on projects including gaming floors, hotel towers, event centers, and a variety of restaurants, retail and entertainment amenities, all of which are a combination of new construction and renovation. Our clients are fully cognizant of their increasingly powerful position in the marketplace. Their goal is to effectively compete in a crowded marketplace by offering quality entertainment value to their guests. Based on the diversity of our experience in the entertainment marketplace, we are able to help our clients distinguish their properties with a range of amenities that complement their brand.

JP: There will always be select properties that continue to expand simply because their unique location makes them less vulnerable to the economy than other casinos. On a broad scale, however, I see short-term opportunities limited to states that are hoping to partner with Indian tribes to bolster tax revenues. I don’t expect to see widespread Indian gaming expansion until the job market improves and consumers feel comfortable about spending money on entertainment and gambling.

BT: It is clear that Indian and other “locals” casinos will lead the way in the recovery of the gaming industry. The lull in Indian casino design and construction is over, and we see that many of the tribes are pursuing expansion projects with the anticipation of financing being available. With revenues beginning to increase, properties are looking at expanding; however, we don’t see many opportunities for new casinos, and with a possible rare exception, we do not expect to see the BIA approve only off-reservation casinos, even with the change in administration in Washington.

Oklahoma has certainly been unique in avoiding the recession. Gaming numbers have continued to increase and construction has continued, and Thalden-Boyd-Emery Architects has been in the center of it from our office in Tulsa. The new hotel at the Cherokee Casino in West Siloam, Oklahoma opened this growth with a new 2,700-seat performance theater at the Hard Rock Casino Resort in Tulsa, which will open in August.

EV: We are seeing activity in Kansas, Washington, Oklahoma, Alabama, Missouri and Mississippi, and not all of it is tribal. The interesting thing is that many of these new projects have Las Vegas-based financing partners in the gaming industry who are eager and willing to fund these projects, especially if they are oligopolies in nature.

Give us at least one of the innovative ideas that you’ve seen architecture and design companies using to do things differently that benefit the companies and their gaming clients.

GB: We have done two things to improve our viability in the architectural world. One, we have opened two offices in Asia: an office in Ho Chi Minh City, Vietnam and an office in Manila, the Philippines. In addition, Brad Schulz has joined BWA as vice president of business development.

DB: We have implemented several initiatives at Lifescapes International. First, due to our volume of work in Las Vegas (more than  23 projects on the Las Vegas Strip alone), many of our Asian clients who come to visit Las Vegas have inquired about the “firm who designed the landscapes at Bellagio, Wynn, Paris or Caesars Palace, MGM Grand Mansions or Red Rock,” and have hired us to do non-gaming projects (residential, mixed-use and commercial) because they liked the casino garden settings.

We have been a diversified landscape design firm for 50 years, and as a result, while we had made adjustments to staff, we are hiring again to accommodate our growth offshore. Also, because of this same volume of casino design work, gaming operators are contacting us again as they have confidence in our ability to design what is needed for their properties.

BFA: Over the past few years since the recession really kicked in, WorthGroup Architects has focused with absolute commitment and passion to providing foremost service to our existing clients. I’m talking service that is downright exceptional and unexpected. We offer new methodologies and technologies to plan, design and serve our clients in ways that make their own processes efficient and more effective. We are similarly focused on providing strategic thinking for short- and long-term phasing of properties as amenities come on line and the markets and financing become available.

AF: More emphasis on a clarification of the client’s needs and expectations early in the process is crucial. An outline as to the design approach, timeline to develop the design, anticipated budgets, the development of construction and vendor alliances, along with many other programming criteria, are presented to an owner to create strong assuredness of a project’s success well in advance of groundbreaking.

BFR: Our firm is structured to service the gaming and hospitality industry, and we continue to provide our clients with value-added, innovative and responsive design and communication. Our focus continues to be 100 percent gaming/hospitality/resort design and development.

RG: We are creatively building upon our success as hotel developer/owners. As a 30-year hospitality design firm, we’re leveraging our brand development and ownership experience to devise affordable alternative investment paths for our clients. In effect, we’re implementing innovative and value-oriented applications, while also using new proprietary technology to help us deliver enhanced levels of service and built product quality. That’s what it’s all about these days.

KH: As in past downturns, we have used this time to regroup, improve and update our standards and train our people on the latest technology. We are in a position to leverage this preparation for the benefit of our architect and owner clients as the economy turns around.

PH: We have expanded our company to branding, marketing and many other services that the casinos traditionally had in-house departments to handle. As they have reduced staffs and looked for out-sourced services, we have managed to fill those voids. This has made our firm relevant going into the future. Just being an architect is not enough.

TH: We work with our clients to show them how to maximize their investments in design and construction through an integrated approach to sustainable design. Our design approach utilizes a Project GREENcard, which we created in-house to track sustainable design decisions and LEED principles on all of our projects. This checklist is used to communicate and help deliver ecologically, economically and socially sustainable targets, options and benefits.

JP: KHS&S has been very aggressive in positioning ourselves for the recovery both in the U.S. and internationally. First, in the last 18 months we have opened more than eight offices in the U.S., Canada, the Middle East and throughout Asia to be near future growth markets. We are also using technology to define what the construction job site of the future will look like. For instance, we recently partnered with the country’s largest manufacturer of factory-built bathrooms, becoming their exclusive distributor/installer. Using this lean manufacturing approach has the potential to reduce the schedule by as much as two months and add revenue by helping to deliver earlier occupancy.

BT: 3D Building Information Modeling is the wave of the future in architecture. Fortunately, our firm pursued this technical innovation seven years ago, and now we have the advantage of developing computer-generated building models on all of our projects. Our firm has actually positioned itself for growth, and among other things, last year we added a new partner, Brett Ewing, who for 22 years has been a part of creating the architecture of the Las Vegas Strip.

EV: During the recession, we took time to cultivate big-picture thinking. It positioned us for a positive response when the economy finally turns around. One of the best things we’ve done is to strategically align ourselves with partners in the industries where we work. Specifically, gaming companies, program managers, contractors and even other architects. These allegiances or loose partnerships have gotten us into markets all over the world, including Oklahoma, Kansas, Missouri, Mississippi and as far away as Aruba, West Africa and Palau. Best of all, we bid against no one. As long as the team gets the work, we get the job. What you’ll find is the shared marketing efforts and contacts of a larger group create a gestalt that you will never produce alone.

George Bergman is president of Bergman, Walls & Associates, Ltd. He is a graduate of the University of California at Santa Barbara and UNLV School of Architecture. In addition, he holds a master’s degree in economics from Soka University in Tokyo, Japan. He has established offices in Vietnam and the Philippines, and is scouting an office location in China. Bergman has been project architect for such creations as the mega-suites at Caesars Augustus Tower, the Pure and LAX nightclubs and the Resorts Atlantic City high-rise addition, as well as numerous food and beverage venues such as Rhumbar, T&T Mexican Cantina, Payard, Casa Fuente, Christian Audigier and 808 Noodle Bar.

PARTICIPANTS:

Don Brinkerhoff, as chairman and CEO, guides Lifescapes International’s award-winning landscape architectural design team on virtually all projects worldwide. He received his profession’s highest honor when he became a fellow in 1998 of the American Society of Landscape Architects. His industry contributions include landscape terminology (“softscape,” “hardscape”) and cobblestone-patterned concrete paving (now an industry standard). Brinkerhoff received the American Gaming Association’s Sarno Award in 2006.

Julie Brinkerhoff-Jacobs, moderator, is president and CFO of Lifescapes International. She has been with the firm since January 1982 and is responsible for sales, marketing, financial management and strategic planning. She is also a seasoned author and speaker on design and marketing related topics for the real estate industry (resort, residential, commercial/ mixed use and entertainment sectors). She was also responsible for creating the concept direction for a residential project, the Monet Collection, which won local, regional and national awards from MIRM, MAME (NAHB) in 1990. Brinkerhoff-Jacobs is also involved on the advisory board for G2E Institute and G2E Expo and the Urban Land Institute.

Brian Fagerstrom, AIA, is the president of WorthGroup Architects, a leading and award-winning design firm focused on commercial and Native American gaming, hospitality and entertainment work. Fagerstrom offers more than 20 years experience with an extensive background leading teams in substantial projects. Most recently, he led the firm’s work on the recently opened and highly acclaimed Choctaw Casino Resort in Durant, Oklahoma; and the award-winning and unique historic casino property of French Lick Resort and Casino in Indiana, which has received numerous awards since opening, including the “Best Architectural Re-design for a Casino and Resort” from Casino Design Awards. Fagerstrom received his bachelor of architecture and bachelor of science in environmental design from North Dakota State University.

Brad Friedmutter, AIA, is founder and CEO of Friedmutter Group and a graduate of Cooper Union School of Architecture. In the hospitality industry for more than 35 years, Friedmutter worked as vice president of design and construction for Steve Wynn and Mirage Resorts, Inc., and as vice president of design and construction for Bally’s Inc. Friedmutter Group was incorporated in 1992 and provides architecture, themed design, master planning, interior design and branding services for hospitality and gaming projects throughout the United States.

Ann Fleming is the owner and principal of Las Vegas-based Cleo Design. Fleming is a Nevada registered interior designer with 10 years of design experience in the hospitality and gaming industry. She received her bachelor of science in architecture with emphasis in interior design from the University of Nevada Las Vegas in 1993. Fleming is a member of the American Society of Interior Designers and has been certified by the National Council of Interior Design Qualifications. Prior to forming Cleo Design, Fleming and partner Ken Kulas were senior design professionals for Mirage Resorts. For more than eight years, they played a major role in virtually every design project of Mirage Resorts.

Rick Gardner is a principal with the Hnedak Bobo Group. A graduate of the University of Tennessee, Gardner is a project architect with the firm, with more than 25 years professional experience in the architecture industry. During his career, he has been involved in the design and development of numerous award-winning projects, and is selected regularly by HBG to oversee projects for the gaming/entertainment market.

D. Kirk Harman is president and managing principal of the Harman Group. Harman leads the operation of the company which he co-founded in 1984 as Cagley Harman & Associates. The Harman Group provides full structural engineering services for a variety of building types including gaming, hospitality and entertainment. The firm also has an in-house parking design team, providing full-service planning and design for parking structures. Recent projects of note include the 5.5 million-square-foot Revel Casino Resort and the 42-story Chairman Tower at Trump Taj Mahal in Atlantic City.

Paul Heretakis, RA, vice president of WESTAR Architects, has more than 15 years of experience overseeing hospitality design and mixed-use master planning projects throughout the world. WESTAR Architects is a key player in the hospitality design field and has worked with some of the largest gaming companies in the industry—Las Vegas Sands, MGM Mirage, Harrah’s Entertainment, Penn National Gaming, Trump Entertainment and others. His portfolio includes more than 1,000 casino, restaurant, retail and hotel projects.

Tom Hoskens, a principal with the Cuningham Group, has more than 30 years of experience in architecture with an emphasis on casinos, hotels and entertainment. He was principal-in-charge for $3 billion worth of destination resort design in the last four years alone. Hoskens’ commitment to client satisfaction includes highly responsive architectural and engineering teams. “Each team responds directly to the client to help drive clarity of communication and accuracy of information,” he says, ensuring large-scale, complex projects are completed on time and within budget.

John Platon, senior vice president of KHS&S, is responsible for securing profitable new projects and for identifying and developing opportunities for joint ventures and other business relationships that further KHS&S’ strategic goals for growth and expansion. Since joining KHS&S in 2001, Platon has played an integral role in KHS&S’ international expansion, has been instrumental in domestic expansion to numerous states and has helped secure some of the company’s largest and most prestigious projects, including the $800 million Red Rock Casino Resort. Educated in architecture at Long Beach State University in California and having more than 30 years of professional construction experience, Platon has worked in all facets of the construction process.

Barry Thalden, AIA, THALSA, is a partner with Thalden Boyd Ewing. He has more than 37 years of experience as an architect and an artist, and specializes in the design of hotels and casinos. Based in the Las Vegas office, Thalden works with many of the major casino and hotel owners. He has worked with outstanding companies both in gaming and in hotels and resorts, including Hyatt, Marriot, MGM Mirage, Holiday Inns Worldwide, Radisson, Caesars, Harrah’s, Entertainment Players International, Hilton and Donald Trump. He has been moderator and keynote speaker at national conventions held throughout North America, as well as the author of articles published in the gaming and resort industry’s leading magazines.

Edward A. Vance, AIA, is president and design principal of EV&A Architects, a specialty design firm serving hospitality, commercial and health care projects. In November 2006, Vance opened his firm EV&A Architects to better serve his client base and the profession. Located in Las Vegas, Nevada, his firm is currently staffed with more than 30 professionals uniquely qualified to serve the gaming, health care and hospitality markets. For more than 25 years, Vance has served his clients, his community and the profession of architecture. His work has led to numerous design awards and significant commissions with major hospitality, commercial and health care clients. Vance is a registered architect in 14 states, and is NCARB-certified. He earned his bachelor of arts and bachelor of architecture degrees from North Dakota State University.