Mr. Prifti

Michael Prifti

Managing Principal

BLT Architects

Michael Prifti is an architect of significant diversity with architectural experience in new construction and adaptive re-use projects for institutional and development clients, with single-purpose and mixed-use programs. Mr. Prifti is proficient in complex project management and taking plans from concept to completion.

Mr. Prifti and BLTa recently completed the Revel Resort and Casino in Atlantic City, NJ. He led the team responsible for ensuring that all 65 architecture, design, and construction partners worked together to deliver Revel on time and within budget. Additionally, he was crucial in the design of the back-of-house facilities, making it one of the most impressive and efficient in the industry.

Additionally, Mr. Prifti has extensive mixed-use experience which includes the design of DC USA, a transit-oriented retail complex in Washington, DC and the in-progress One-2-FiveLIVE a 28,000 square foot retail and entertainment complex in Harlem, NY. DC USA has revitalized an area that had seen a troubled economic environment and One-2-Five LIVE anticipates to do the same.

Mr. Prifti has received a number of honors and awards, including the Thomas Ustick Walter Award in 2010, the College of Fellows of the American Institute of Architects in 2005, Architect of the Year from the Coalition of Commercial Real Estate Association in 2004 and 1999, and the Richard Upjohn Fellowship from the American Institute of Architects in 2002. He earned both his Master of Architecture and BA degrees from The University of Pennsylvania.

Mr. Prifti can be contacted at 215-563-3900 or hmt@blta.com

Coming Up In The May Online Hotel Business Review




Feature Focus
Eco-Friendly Practices: The Value of Sustainability
The hotel industry continues to make remarkable progress in implementing sustainability policies and procedures in their properties throughout the world. As a result, they continue to reap the benefits of increased profitability, enhanced guest experiences, and improved community relations. In addition, as industry standards are codified and adopted worldwide, hotels can now compare how their operations measure up against their competitors in terms of sustainable practices and accomplishments. This capacity to publicly compare and contrast is spurring competition and driving innovation as hotels do not wish to be left behind in this area. Water management and conservation is still a primary issue as population growth, urbanization, pollution and wasteful consumption patterns place increasing demands on freshwater supply. Water recycling; installing low-flow fixtures; using digital sensors to control water usage; and even harvesting rainwater are just a few things that some hotels are doing to preserve this precious resource. Waste management is another major concern. Through policies of reduce, reuse and recycle, some hotels are implementing “zero-waste” programs with the goal of substantially reducing their landfill waste which produces carbon dioxide and methane gases. Other hotels have established comprehensive training programs that reinforce the value of sustainability. There is employee engagement through posters and quizzes, and even contests are held to increase innovation, sensitivity and environmental awareness. Some hotels are also monitoring a guest’s energy usage and rewarding those who consumed less energy with gifts and incentives. The May issue of the Hotel Business Review will document how some hotels are integrating eco-friendly practices into their operations and how they and the environment are benefiting from them.