Mr. Wilms

Ed Wilms

Principal

DLR Group

Ed Wilms is DLR Group’s National Hospitality Design Leader. In this role he is a frequent traveler, which he parlays into research for his next hotel design. This opportunity to be the end user has helped Mr. Wilms shape his definition of the definitive guest experience. Mr. Wilms is instrumental in DLR Group's ongoing design for expansion and renovations at the Mall of America including the award-winning JW Marriott Minneapolis. He works closely with flagship brands such as Marriott, Hilton, Hyatt, Starwood and his projects include the Canopy by Hilton Minneapolis Mill District, AC Hotel Gainesville, Austin DoubleTree by Hilton, AC Hotel Grand Rapids, The Elizabeth, Marriott Autograph, and the AC Hotel San Francisco.

Mr. Wilms’s passion and focus to deliver the best guest experience has led him to be successful in developing numerous world-class memorable experiences to owners, developers, brands and guests to bring new hospitality venues to communities across the country. He draws on his 25 years of experience in design, planning, and project management to provide leadership on a wide range of complex large scale hotel projects. He understands the importance of engaging stakeholders in a highly collaborative design process to produce spaces that enhance the guest experience and build brand loyalty.

His strong leadership and guidance creates an open and effective project team to accomplish the clients’ vision. "I love that my job is different every day. Each day brings a new design problem and I love being able to work it out with the most talented group of professionals at DLR Group."

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

Mr. Wilms can be contacted at 612-977-3567 or ewilms@dlrgroup.com

Coming Up In The September Online Hotel Business Review




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Feature Focus
Hotel Group Meetings: Blue Skies Ahead
After a decade of sacrifice and struggle, it seems that hotels and meeting planners have every reason to be optimistic about the group meeting business going forward. By every industry benchmark and measure, 2017 is shaping up to be a record year, which means more meetings in more locations for more attendees. And though no one in the industry is complaining about this rosy outlook, the strong demand is increasing competition among meeting planners across the board – for the most desirable locations, for the best hotels, for the most creative experiences, for the most talented chefs, and for the best technology available. Because of this robust demand, hotels are in the driver’s seat and they are flexing their collective muscles. Even though over 100,000 new rooms were added last year, hotel rates are expected to rise by a minimum of 4.0%, and they are also charging fees on amenities that were often gratis in the past. In addition, hotels are offering shorter lead times on booking commitments, forcing planners to sign contracts earlier than in past years. Planners are having to work more quickly and to commit farther in advance to secure key properties. Planners are also having to meet increased attendee expectations. They no longer are content with a trade show and a few dinners; they want an experience. Planners need to find ways to create a meaningful experience to ensure that attendees walk away with an impactful memory. This kind of experiential learning can generate a deeper emotional connection, which can ultimately result in increased brand recognition, client retention, and incremental sales. The September Hotel Business Review will examine issues relevant to group business and will report on what some hotels are doing to promote this sector of their operations.