Lara Teixeira, Senior Vice President of Design & Technical Services Americas at Accor, reveals how to transform hotels into wellness and high-performance experiences

Lara Teixeira, an architect who graduated in the early 1990s, has built a solid and diverse career in the hotel industry. "I'm an architect with many, many years of experience; I graduated in '92 or '93, quite a while ago. I've worked in the hotel industry since '94, so practically my whole life has been dedicated to it," says Teixeira, summarizing a career path that includes construction companies, developers, industry competitors, and even her own firm specializing in hotel architecture.

Today, as Senior Vice President of Design & Technical Services Americas at Accor, she leads a team of 15 professionals spread across Brazil, Mexico, and Chile, responsible for ensuring that new hotels, conversions, and renovations meet the group's technical, aesthetic, and operational standards.

A broad overview of all aspects of the hotel industry.

Lara Teixeira's experience goes beyond project design. Over the decades, she has worked alongside developers, construction companies, operators, and investors. This diverse experience, according to the executive, is a strategic advantage.

“I’ve been involved with several players in the hotel industry, and we’ve seen various sides of the table – from the client’s side, the contractor’s side, the developer’s side, the construction company’s side. This ends up giving a very broad view of how the hotel business works,” explains Teixeira.

This systemic approach translates into daily practice. After a new contract is signed, the area she leads assumes full project monitoring. "As soon as the contract is signed, we receive it and ensure that the hotels are well-designed and well-built," she states. This monitoring can last from two to four years, until the development is built, equipped, furnished, tested, and ready for operation.

New openings, renovations, and asset care.

In addition to new units, the vice-presidency is also responsible for strategic reforms and brand updates. At the Pullman São Paulo Ibirapuera, for example, the team coordinated the implementation of new concepts in the restaurants and in some of the apartments. The TRIBE Belo Horizonte Savassi is cited by Teixeira as a benchmark in the integration of contemporary design and experience.

According to the executive, the first step in any retrofit is understanding the real needs of the business. “Much of the design is simply a response to a need. It doesn't help to just be beautiful. The hotel has to be much more than just beautiful,” she emphasizes.

The analysis begins with the operation, moves through technical diagnostics, and inevitably arrives at the available budget. "There's no point in suggesting a renovation if the owner doesn't have the funds for it," he points out.

When resources are limited, the solution is strategic. "If the amount is truly very small, we advise creating a good project and executing it in phases," explains Teixeira. The logic is clear: prioritize complete planning, even if execution occurs in stages, avoiding rework and waste.

Preventive maintenance as a pillar of safety and savings.

After the hotel is handed over, the work continues. The area is also responsible for providing preventive maintenance guidance, an aspect considered essential for the asset's longevity.

“We encourage preventive maintenance, not corrective maintenance. It’s much cheaper,” says Teixeira. According to her, equipment that is regularly serviced can have its lifespan increased by 25% to 30%.

To ensure standardization and control, the team developed the Prop+ software internally, which has already been implemented across almost the entire network in the Americas. "We are extremely proud of this software because it's homegrown. Most importantly, it's easy to use," he emphasizes.

The platform organizes review schedules, alerts users to critical items, and allows for centralized monitoring. "From my desk, I know what he's doing," says Teixeira, explaining that weekly and monthly reports allow them to identify hotels that are not meeting essential requirements, such as fire system reviews.

For her, this is an issue that goes beyond the individual management of each unit. She speaks of the brand's responsibility regarding minimum safety standards for employees and guests.

Sustainability and energy efficiency as a competitive advantage.

Proper maintenance is also directly linked to sustainability. A well-maintained hotel consumes less water, less energy, and operates with more efficient equipment.

Lara Teixeira cites as an example the replacement of the air conditioning system at the Pullman Ibirapuera. There was an initial investment, but the return came quickly, with a significant reduction in the energy bill. "It's a much more modern piece of equipment that will work better and generate enormous savings," she emphasizes.

According to the executive, case studies are being structured to demonstrate how technical initiatives directly impact the financial and environmental performance of projects.

Well-being as a broad and personalized concept.

When it comes to trends, Lara Teixeira points to an increasingly holistic approach to well-being. For her, there is no single formula.

“Well-being is different for each guest,” he says. Some seek tranquility, while others prefer vibrant environments. Therefore, the strategy is to create versatile spaces that can transform throughout the day.

Integration with natural elements is another key point. Natural lighting, ventilation, protected outdoor areas, and landscaping are features that enhance the experience. At the Grand Mercure São Paulo Vila Olímpia, the creation of an outdoor environment integrated with the restaurant expanded the use of the space and reinforced the feeling of connection with nature.

"When you bring in natural light, large openings, and ventilation, you transform the environment into a pleasant place. Sometimes people can't even explain why," he comments.

Furniture diversity and inclusion as the standard.

The concept of well-being also involves a diversity of furniture and full inclusion. "Different furniture for different guest needs," summarizes Teixeira, explaining that age, height, and physical conditions require varied solutions.

Accessibility, for her, cannot be treated as an exception. "I can't have the hotel have areas only for people with different needs. All areas need to be accessible," she argues.

This means ensuring access to the pool, gym, restaurants, and other spaces, integrating solutions into the design without stigmatization. The distribution of adapted apartments across different floors is also encouraged. "We need to make the guest feel welcome," he concludes.

With a career entirely dedicated to the hotel industry, Lara Teixeira demonstrates that designing hotels goes far beyond aesthetics. It's a continuous exercise in strategy, technique, sensitivity, and responsibility—where every detail impacts the guest experience and the sustainability of the business.

Reporting and photo: Mary de Aquino.