Efficiency in casino resort design is a delicate balancing act. While cost control is essential, it hopefully won’t come at the expense of guest experience. We never want to design all the fun out of an entertainment experience. Yet, rising overall development costs, unpredictable material pricing and ongoing labor shortages have forced tribal resort owners to rethink how they design and operate their properties.
Through strategic planning, casino owners and operators can work with architects to streamline operational space, reduce costs, and maximize return on investment—all while maintaining the immersive environments that keep guests coming back.
“The construction climate we’re all dealing with right now is incredibly unstable,” says Brett Ewing, AIA, principal at Cuningham. “Product and material availability remains a challenge, even post-Covid. Tariffs are adding significant pressure to our current projects, creating additional financial strain. All of this leads to volatile and unpredictable pricing from our contractors.”
With costs rising, resort owners must scrutinize every square foot of their development. Nathan Peak, AIA, president and practice leader at HBG Design, emphasizes the importance of prioritization. “To navigate cost challenges effectively,” he says, “owners should be strategic in prioritizing front-of-house and back-of-house space essential to the integrity of the guest experience. Striking the right balance is key.”
Casino resorts often contain excessive space in both public and service areas, leading to inflated construction and maintenance costs. Robert J. Gdowski, AIA, principal and director of hospitality design at JCJ Architecture, highlights the need for precision.
“Construction dollars don’t extend nearly as far as they used to, yet market expectations are increasingly more refined,” says Gdowski. “More than ever, there is now a ‘science to the art’— a demand to pinpoint moments of greatest design impact.”
Instead of reacting to cost overruns late in the process, architects and designers must work closely with tribal operators from the outset. Ewing and Peak stress early collaboration as a key strategy:
“If we’re not proactive, there’s a real risk that projects will face significant delays or even cancellations,” says Ewing. “It’s important to conduct a focused program analysis with the owner very early in the process—ideally at the concept phase.”
Peak emphasizes that decision alignment starting at the project kick-off meeting helps set the stage for success. “The sooner the project team is on the same page regarding program and cost, the better the outcomes—and the smoother the process.”
The days of overbuilding and layering unnecessary design elements are fading. Gdowski explains that today’s design approach is more calculated:
“Where we once had the luxury of designing in excess, layering on stimulation after stimulation, we now focus on a more strategic narrative. We spend dollars where the design can resonate most.”
Maximizing ROI While Maintaining the Guest Experience
A well-planned casino resort isn’t just about aesthetics—it’s about understanding how to optimize the program with revenue generation. Sometimes this means reallocating investment dollars.
“When an owner’s vision exceeds their program budget, we explore phasing strategies—focusing on what to design and build first while maintaining flexibility for future additions as resources allow,” says Ewing.
Similarly, Peak emphasizes the importance of working with management teams to refine the program into a long-term plan. “By prioritizing phased planning, the first phase maximizes revenue generation while setting the stage for graceful expansion. This approach incrementally manages costs while preserving funds to enhance the hospitality experience.”
Designing Out Excess, Designing In Functionality
Right-sizing is just one piece of the puzzle. Thoughtful design can improve efficiency without diminishing guest engagement. Peak points to innovative approaches in guest service areas:
“Superfluous spaces don’t just drive costs up, they create operational inefficiencies. Back-of-house areas such as storage rooms, staff break areas and service corridors should be designed with operational input to ensure streamlined adjacencies and functionality.”
Front-of-house areas are also evolving. Creative seating arrangements, adaptable F&B service models, and innovative service concepts such as grab-and-go kiosks and automated ordering can help optimize space while maintaining convenience.
Technology is another factor in shaping the future of casino resort efficiency. AI-powered concierge services, robotic room service and automated surveillance are beginning to ease staff workloads, but their full potential is still unfolding. Ewing remains cautious about automation’s immediate impact.
“While automation and robotics will undoubtedly be part of the future, we’re still a long way from seeing those solutions fully implemented in a way that truly reduces costs and enhances efficiency,” says Ewing.
“Above all, disciplined and transparent communication between the owner, architect and contractor is a must in today’s industry. Strong collaboration and early alignment set the foundation for successful project execution, even in an unpredictable construction environment.”
Designing for efficiency in the casino resort industry requires a delicate balance between cost reduction and guest experience. Through strategic space planning, early-stage collaboration, and a program-driven approach to design decisions, developers can navigate today’s cost challenges without sacrificing the immersive environments that define world-class resorts.
“We’ll all get through these challenges, but it will require owners and architects drilling down and finding the areas that can achieve the biggest return on design,” concludes Peak.
