the Sam Tell Companies

Jerry Kouveras, Vice President of Design & Engineering

Jerry joined the Sam Tell Companies in 2003. He brings a strong operational background to Sam Tell, having spent over 20 years working and managing several high-profile nightclubs and restaurants companies in NYC. As Director of Engineering, he is currently responsible for overseeing the NYC design office. His target market is higher-end, independent restaurants and he has designed many notable facilities inclusive of Le Coucou (NYC), Asador Bastian (Chicago), Sunny’s Steak (Miami), Pastis (multiple locations), Le Veau D’Or (NYC), The Vineta (Palm Beach), Knife (Dallas), The Bardo (Savannah) and The Chiltern (London).

Design As a Never-Ending Learning Process

I feel that the restaurant design process should be a never-ending, organic exercise. The lessons learned from one's past projects, both the successes and the failures, in addition to our experiences as patrons in every foodservice venue we frequent, should all frame how we view our projects and glean knowledge so we get better results with each project. I gain as much experience through my own projects as I do from how I take in all that I see when I dine out and visit other facilities.

Financial Realities Are Driving Design

The trends that I see having the biggest impact in today’s hospitality industry are the financial ones. I see operators looking for equipment solutions that help with higher yields and more efficient cook times to help reduce labor and food costs. In addition, more and more we are taking staffing levels into consideration when designing kitchens, prep areas and bars. Some equipment choices and design layout decisions are also being driven by equipment longevity and the high cost of maintenance. The question is, do you go inexpensive and simply replace every few years or spend more and hope for a longer life span and fewer repair bills? I try not to take Instagram or fad trends into consideration as they come and go faster than the typical buildout timeline of a new project.

Every Decision Is a Balancing Act

Every decision is really about "give and take" or the "lesser of two evils" approach as far as I am concerned. First and foremost, design is a matter of opinion; all the good reasons why we should do something can easily be offset by the possible negative aspects of a decision. There is no de facto right or wrong; what I think is crazy could be a proven success somewhere else.
We tend to think in "absolutes" by nature, when in reality, humans are great at adapting to situations and finding ways to make situations work in a manner that leads to production and profitability, regardless of the deficiencies of an environment. The process really needs to be a "balancing act”, weighing the pros and cons of every decision and being honest during the process, as we typically bring a bias with us. In addition, it is important to listen to what a client’s vision is up front as to the needs, desires and limitations of a project. All too often, I see valuable time wasted during the design process due to a poor understanding of what a client's vision is or not asking enough questions so as to understand what the client's goals are from the start. It is the beginning of the design process when all the questions should be asked.

A lesson that I have learned throughout my years of guiding clients is that patience is key. You need to be patient with your client first and foremost. Listen to your client and let them finish their thoughts before interrupting or dismissing their ideas or previous experiences. If you shut someone down, especially repeatedly, they will shut you down in return or decide not to work with you at all. In addition, listening means really listening; absorbing and thinking about what your client is asking for or describing. Ask questions first about their ideas, show that you understand them and/or need help understanding their vision. Once I understand what my client wants, it is easy for me to bring up concerns that I may have with how they are looking to execute their vision or for me to offer differing suggestions based on analyzing their thoughts and solutions using my past experiences and insight. It can also help to show how I handled their concerns or logistical difficulties on past projects, always without demeaning their ideas. Being the "smartest guy in the room" approach typically is a synonym for being the "most insulting guy in the room". The design process is a journey. Take that journey with your client and your team.

Approach Every Meeting with Honesty

My advice to professionals looking to build a successful career in restaurant design and hospitality solutions would be to listen, read, absorb and experience. To be good at something is simple once you have decided you sincerely want to be good. The hard part is gaining the skills that make you receptive to learning and meeting a client's expectations. It's hard for most of us, as it requires one to check one’s ego at the door and to think with sincerity and objectivity. Walk into every meeting as a blank canvas and let the information that the client gives you, combined with what you have learned through your experiences, paint an amazing "picture". If you are honest and sincere about the process, each canvas will be more beautiful than the last.