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The founder of DiLeonardo International—the firm behind the Sheraton Incheon Hotel shown here—shares design lessons he’s learned over four decades.
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By Matthew Hall
During its 40 years of existence, design firm DiLeonardo International has worked on more than 1,500 luxury hospitality projects around the globe, including many for such high-profile brands as Hilton, InterContinental, Kempinski, St. Regis, Shangri-La and Sheraton. Company founder Robert DiLeonardo is now 68, an age at which many have already made their exit from the business world, or are contemplating doing so. Not DiLeonardo, who feels like the proverbial kid in a candy store. Having turned day-to-day operations of his Providence, R.I.-based firm over to his son-in-law and two daughters, he now spends his days concentrating on his first love: design. “I’m planning to stay until I’m 100—and then I’ll evaluate what to do from there,” he says.
BD: What was your first design commission? What lessons did you learn from that job that have stayed with you over the years?
DiLeonardo: My first job was for Capriccio’s, a high-end destination restaurant in Providence, R.I. Beginning with that project, I learned first-hand how critical such things as operations and quality of service are to hospitality design. That meant paying attention to such things as making sure you have an efficient work flow in the kitchen and that you minimize the crossovers in the paths taken by guests and service personnel.
BD: Since then, your firm has worked on hundreds of projects around the globe. Which is most memorable to you—and why?
The one that comes to mind is the Ritz-Carlton in Sharm el Sheik, Egypt. When we arrived at the site, there was nothing as far as the eye could see. We were commissioned for the full scope of the project—architecture, interiors and landscape. Two major parts of this project stay with me: First, the complete vision and integration of all three design disciplines. We were all aware that this was a unique opportunity and we worked to make the most of it. Second, at the outset, our client had directed the team to work with the Radisson/SAS brand in mind. Five months before the soft opening, the ownership decided to approach different operators and signed an agreement with Ritz-Carlton. The quality of work, attention to detail and commitment to the site enabled our team to deliver a five-star property on a four-star budget.
BD: How do you account for your firm’s longevity?
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