Editorial Board   Guest Author

Mr. Verrier

Bob Verrier

Managing Partner, The Architectural Team, Inc.

An exemplary leader in historic preservation and adaptive reuse, Bob Verrier has designed 50+ award-winning historic buildings throughout his career. His work has been a hallmark of The Architectural Team's practice since its inception in 1971. Under Mr. Verrier's direction, the firm has built a foundation of 'lifetime' clients, enabling it to expand from four employees to more than 90. A graduate of the Boston Architectural College, he is registered to practice architecture in 27 states. As managing partner of The Architectural Team, Mr. Verrier has been instrumental in the preservation of hundreds of historic structures including but not limited to Walter Baker Chocolate Factory, Boott Mills, Livingston School, Counting House Lofts and Building 114. His expertise is sought-out in areas beyond traditional design services, particularly real estate development, where he is revered for his strategic and creative approach to developing underutilized assets, revitalizing communities and waterfronts through innovative reuse. He also has a keen understanding of urban development and agency financing programs. Preserving the architectural heritage of distinct architectural regions throughout the U.S. has been the foundation of Mr. Verrier's career. He believes historic buildings are of too great importance to our identity and national diversity to be considered disposable. In 1988, Mr. Verrier was personally honored by President Ronald Reagan with a National Historic Preservation Award for the preservation and adaptive reuse of the Baker Chocolate Factory complex. The range of his work and unparalleled depth of experience in historic preservation earned him elevation to Fellowship in the American Institute of Architects in 2012.

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

Mr. Verrier can be contacted at 617-889-4402 or bverrier@architecturalteam.com

Coming up in July 2019...

Hotel Spa: Pursuing Distinction

The Wellness Movement continues to evolve and hotel spas continue to innovate in order to keep pace. Fueled by intense competition within the industry, hotel spas are seeking creative ways to differentiate themselves in the market. An increasing number of customers are searching for very specific, niche treatments that address their particular health concerns and, as a result, some leading spas have achieved distinction by offering only one specialized treatment. Meditation and mindfulness practices are becoming increasingly mainstream as are alternative treatments and therapies, such as Ayurvedic therapies, Reiki, energy work and salt therapy. Some spas specialize in stress management and offer lifestyle coaching sessions as part of their program. Other spas are fully embracing new technologies as a way to differentiate themselves, such as providing wearable devices that track health and fitness biomarkers, or robots programmed with artificial intelligence to control spa environments, or virtual reality add-ons that transport guests to relaxing places around the world. Some spas have chosen to specialize in medical procedures such as liposuction, laser skin therapy, phototherapy facials, Botox and facial fillers, acupuncture and permanent hair removal, in addition to cosmetic body shaping procedures and teeth whitening treatments. Similarly, other spas are offering comprehensive health check-ups and counseling services for those who are interested in disease prevention treatments. Finally, as hotel spas continue to become more diverse, accessible and specialized, there is a growing demand for health professionals with a specific area of expertise. There is a proliferation of top class, quality wellness practitioners who make a name for themselves by offering their services around the globe, including athletes, chefs, doctors, physical trainers and weight loss specialists. The July issue of the Hotel Business Review will report on these trends and developments and examine how some hotel spas are integrating them into their operations.