A renovation can sometimes provide a hotel with a much-needed facelift, more convenient touchpoints and even new amenities and spaces for guests. Sticking to a timeline while also renovating an occupied hotel, however, can create some disturbances.
Hotel Business spoke with Peter Mancini, senior project manager, Columbia, the construction manager on a high-end hotel in Boston, about how he and his team accomplished this feat in only 10 months.
A renovation timeline typically depends on the type of renovation, he said, and is often driven by external factors.
ABOVE: The new spaces offer fresh and inviting interiors. LEFT: Despite some hurdles, the renovation was completed in only 10 months.
“For instance, in Boston, a typical guestroom renovation is often scheduled to begin in November and to be complete by the beginning of April,” Mancini said. “This is because rooms will be in high demand in mid-April when the Boston Marathon takes place.”
According to Mancini, Columbia has performed 800 guestroom improvements during this time period that included significant renovation work—much more than carpet, paint and wallcovering.
“A renovation to the lobby, meeting rooms, and pool and fitness areas are generally more flexible, but typically are also to be completed during the offseason of November to April,” he said. “These types of renovations often require multiple phases and the establishment of temporary check-in stations, etc., to minimize the impact to the hotel and their guests.”
For this project, Columbia teamed with Dyer Brown as the architect of record and Richmond International as the interior designer to complete the ballroom renovation, which features unique designs and high-end finishes sourced from all over the world.
“Scheduling is key: The construction team and the hotel staff work closely together ahead of time to establish ‘blackout dates’ when only limited work will be performed due to special occasions, guests or events,” Mancini said. “The hotel will also do its best to vacate the floors above and below when construction does occur. We also perform test demos of construction activities to have a better understanding on how the noise and vibration reverberates through the building. Finally, we try to start construction activities only after 8:30 a.m. to minimize disruption to sleeping guests.”
Although the teams were able to successfully execute the updates, it wasn’t without some hurdles. And, Mancini predicts some of these challenges are here to stay.
“Global supply chain issues and COVID-related delays with manufacturing of long lead items has really thrown a curveball into the construction industry,” he said. “It has always been a challenge, but it’s at a whole new level now and is probably the biggest challenge currently. Even the simplest items such as toilet seats can have a 12-week lead time. Constant communication with the design teams and the hotel is required to discuss challenges and find solutions, sometimes including changing the specifications of specific items.”
Renovations, specifically, come with a host of obstacles that new-builds don’t necessarily face. For example, being one of the oldest cities in the country, Boston is laden with old and unique buildings.
“You never know what you will discover behind the walls,” Mancini said. “The infrastructure in these buildings can be old and in poor condition, requiring electrical, plumbing and mechanical systems upgrades that may not have been in the original budget. Sometimes structural issues are discovered from the age of the building itself or even resulting from past renovations over the last 100 years that had little oversight or regulation. These older buildings often do not meet current building and fire codes, which requires special variances or costly rework.”
The construction industry is still dealing with the aftermath of COVID and trying to stay on-time and on-budget, while also pleasing clients and guests, and Mancini has some tips for hotel owners during the renovation process.
“Be patient and understand that we will always do our best, regardless of circumstances,” he said. “Daily huddles with hotel engineering and operations team members are helpful and makes both operating the hotel and running the construction process smoother.”
Mancini added that constant communication reduces unwanted surprises and allows for quick and thoughtful decisions by all parties to ensure a smooth project without any unexpected delays.
“We care and are passionate about our work,” he said. “Hotel and guestroom renovation work is a busy bustling zone of construction activities behind the scenes and out of view. We put in a tremendous number of hours in a short period of time, and we are proud of what we complete—we want hotel guests to love the results. Staying at a hotel under construction can present the occasional disturbance, but we work hard, alongside our hotel clients, to make sure your experience is enjoyable. And, we love when guests come back later to experience the transformation.”
