Recently, Deirdre Hayes, Founder of Studio Hayes, has been speaking with operators exploring the US market. Hawksmoor and Sexy Fish have helped demonstrate the appetite for UK hospitality in the US, while Dishoom's planned New York opening suggests confidence in the market is still growing. Competitive socialising concepts such as Flight Club and Electric Shuffle have also shown that the model can scale successfully in the US. I worked in-house on US projects for several years, leading interiors for Flight Club's expansion into the American market and overseeing the rollout of Electric Shuffle from its first US site onwards. It gave me a direct view of the commercial reality of delivery across different markets, not just from a design perspective but from an operator perspective too. Having worked across a range of US markets, what follows are some of the insights I gained from that experience.
Many operators begin a US expansion conversation with the brand and the city, but not every market presents the same level of opportunity or complexity. For some, faster-growth US markets may offer a more accessible first step than cities such as New York or LA, where costs, competition and delivery complexity can all be higher. Market selection often needs as much strategic thought as the concept itself.
What became clear on projects was how long it could take to find the right site, and how much site selection shaped everything that followed. The building stock in US cities can be quite different from what UK brands are used to. In the locations likely to be targeted by operators, the available space is often in newer mixed-use developments, with floor-to-ceiling glazing, larger open footprints and less built-in character to draw from.
Many UK venues benefit from the texture and spatial character of older buildings. In newer US shells, that backdrop is often absent, so the interior has to work harder to create warmth, depth and atmosphere. This becomes even more challenging where full-height glazing is present, as it changes how a space feels and performs. Light is harder to manage, intimacy is harder to achieve, and the right atmosphere may take more work to create. For competitive socialising concepts, it can also affect technology, projection and other digital elements that rely on controlled light levels.
Brand adjacencies play a part too. The surrounding operators and uses influence footfall, perception and overall fit. If a similar offer has already found traction nearby, that can give greater confidence in the location.
Including a design feasibility review as part of due diligence is worthwhile. Floor space, column grid and glazing all have a bearing on how the space functions and performs, and the commercial impact can be significant. The lease process can add to this complexity, particularly where landlord design approvals are required at several stages.
The brands that perform well in the US have a clear grasp of their own DNA. They know what is fundamental to their concept and what can be adapted thoughtfully to suit a new market, a different building type and different guest expectations.
Bar seating was one of the clearest examples of that for me. In the US, bar seats are often used for full dining occasions, not just drinks or waiting for a table. That makes the bar a more important part of the guest experience and affects how it should be planned, from comfort and proportions to service and food delivery. If it is not considered at planning stage it may never perform as well as it should.
Scale presents its own challenges. US sites often offer larger footprints and different spatial conditions from what operators may be used to at home. An interiors scheme that reads well in one setting can land very differently in another. Layout, lighting, acoustics and circulation all need to be reviewed carefully, particularly for competitive socialising concepts where activity, dining, bar and technology all need to work together.
The ones that translate best feel rooted in their location rather than simply transferred into it. That comes from making the right adaptations from the beginning, so the result is a concept that feels integrated, commercially sound and true to what made it successful in the first place.
Once a site is secured, the delivery process may feel broadly familiar. In practice, however, US projects often require more time for documentation, approvals and permitting ahead of construction. Permitting often needs to be treated as a programme stage in its own right, as timelines and requirements can vary significantly between cities and jurisdictions. Local code input can help teams identify compliance, fire life safety and accessibility requirements before they become a source of delay, redesign or added cost.
Construction costs in major US cities are higher than in the UK, so it is worth building in additional contingency. Labour structures and local requirements can all affect cost and programme. Joinery is worth resolving sooner rather than later, as some operators prefer to work with UK makers who know the brand and understand the level of quality and detail expected, while others source locally for speed, simplicity or programme reasons. The decision should be measured against quality, lead times, shipping, customs and the current tariff landscape. Lighting warrants the same consideration: some operators may want to work with UK suppliers to maintain consistency in look and quality, but fittings still need to be suitable for the US market and aligned with the relevant technical requirements. Clear documentation and change control can make a significant difference as the programme progresses, especially when multiple teams and time zones are involved.
Many operators will manage at least part of a US project from the UK, so the time difference needs to be factored into resourcing planning. From my own experience, even small decisions could take longer across time zones, and if UK projects were running at the same time, it often meant switching between different markets, priorities and working rhythms while also covering more than one role.
For some operators, a short-term relocation during key stages of delivery may make sense, so someone from the home team is on the ground when decisions need to be made quickly.
In the US, the equivalent of snagging is usually referred to as a punch list. The principle is similar, but the closeout stage is often more formal and closely tied to documentation and final payment. Defining what “done” looks like before construction, in terms of finish, sign-off and handover requirements, helps avoid ambiguity at a stage when time and goodwill can both be in short supply. A post-opening review is worth allowing for once the venue is in use, when lighting, acoustics and service flow can be tested under real operating conditions.
No project is ever completely plain sailing. There are long days, late phone calls, problem solving on site and points when delivery can feel relentless. But there is a moment when the project starts to turn a corner. Joinery is fitted, refinements are made and details that have existed on paper for months begin to emerge in the built space. The scheme reveals itself and the pressure lifts. In those quieter moments on site, as the build team resolves the last few details, the outcome becomes more tangible. In the end, that is the part people remember: not the approvals or paperwork, but the atmosphere, the detail and the experience of a space carefully brought to life.
The US remains an exciting market for hospitality brands. American guests have a real appetite for what UK brands often do well: bringing more than a menu, with a distinct identity, rich storytelling, design confidence, attention to detail and a sense of occasion that makes the experience worth seeking out.
What often separates a venue that opens well from one that struggles is not the offer itself, but the level of preparation behind it: understanding the market before committing to a site, building the right team from the start and going into delivery with realistic expectations.
This is where UK hospitality can be especially effective. At its best, it combines a clear design point of view with good food and drink, thoughtful detailing and a well-considered guest experience. With the right groundwork in place, more brands can succeed in the US. The venues that feel effortless are usually the result of good decisions made early, long before the doors open.
About Studio Hayes
Studio Hayes is a London-based, director-led interior design consultancy specialising in commercial interiors, including hospitality, leisure, and retail environments. With over eighteen years of experience across Ireland, the UK, USA, and Australia, the studio delivers distinctive interiors that balance creativity with commercial insight. Every project is overseen at director level from concept through to completion, ensuring consistency, quality, and a deep understanding of each client’s vision. Studio Hayes partners with brands and individuals to create spaces that are purposeful, beautifully crafted, and designed to connect people, from small refurbishments to large-scale hospitality rollouts and unique one-off projects.
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Deirdre Hayes, Founder of Studio Hayes, has given her insights into the industry.
My route into interior design began with a fine art background, where my focus was painting and drawing. Beginning a degree in Interior Architecture was a significant shift, and adapting to technical drawing and structured design principles took time. However, it opened a new way of thinking about creativity within the built environment.
A defining moment came when I spent a summer as a student living and working in London. Coming from Ireland, the scale, pace and cultural diversity of the city was eye-opening, and exposure to other design disciplines broadened my understanding of design as a wider profession.
I spent much of my free time exploring London’s museums and galleries and was struck by how strongly buildings and interiors could influence how you feel, from the quiet, cathedral-like galleries of the V&A to the industrial drama of the Turbine Hall at Tate Modern. That experience confirmed that I wanted to design the spaces people move through and experience every day.
I enjoy the moment when a concept truly clicks, when brand, operational needs and user experience align in a clear design direction. I am particularly drawn to the strategic side: understanding how a space must perform commercially as well as emotionally, and translating that into layouts, details and atmosphere.
Collaboration is also a major highlight. There is nothing better than problem-solving live on site with a contractor or builder, navigating constraints and finding smart, buildable outcomes together. A strong collaborative team or lack of one can make or break a project, and when collaboration works well, it is one of the most motivating parts of the process.
The standout highlight this year has been launching my own practice while continuing to work at a senior level on hospitality and experiential projects. After many years leading an in-house design team and delivering projects for international brands, stepping into my own studio has been a major milestone.
A particular highlight has been the positive response from clients and peers to a more hands-on, director-led approach, with senior expertise embedded throughout each project. Reconnecting with past collaborators, building new relationships and shaping my own way of working has made this year feel like a real turning point. While starting a business is not always the easiest path, investing my time and energy into something of my own has proved to be the most rewarding aspect of my career.
I am especially drawn to hospitality and social spaces such as bars, restaurants, leisure venues and hotels. These projects are centred around connection; they are where people come together, celebrate, relax and create memories. I enjoy the complexity that sits behind the atmosphere, from circulation and operational efficiency to layouts that support a strong commercial return, paired with the challenge of making the final experience feel effortless, welcoming and atmospheric.
I also enjoy working with heritage and older buildings. Their construction, detailing and layers of history bring a depth of character, and part of the design challenge is respecting that while adapting the space for contemporary use. Through recent residential work, including renovating my own Victorian terraced house in North London, I have developed a deeper appreciation for how these buildings are put together, with each layer revealing a different story. Balancing old and new adds a richness that cannot be replicated.
Balancing ambition with reality is always a challenge. Budgets, programmes and existing buildings do not always cooperate with the initial vision, so you need to be resourceful and solutions focused. Managing expectations and communication across large teams, including clients, operators, contractors and stakeholders, can be demanding, especially when things change late in the process. However, those challenges are also what make the successful moments so satisfying.
I wish I had fully appreciated how much time is spent on coordination, communication and detail rather than purely on design. A strong concept can fall flat if the technical information, drawings and site coordination are not robust. I would also tell my younger self that understanding how projects are financed, procured, built and operated is just as valuable as a good eye; commercial awareness and curiosity about the wider process make you a far stronger designer.
I have also learned the importance of understanding different perspectives. Clients, designers and contractors often approach a project from different standpoints, and acknowledging those differences early on makes collaboration more productive and outcomes more successful.
Spend as much time as possible in real spaces, rather than relying solely on mood boards and digital references. Visit sites and new venue openings, observe how people use them, speak to staff, and take note of bottlenecks, quiet corners and missed opportunities. Form your own design opinions and let those observations guide your thinking.
Seek out a mentor for support, whether within the industry or someone with strong leadership experience. Build strong relationships with your peers, and do not be afraid to ask for what you want or to articulate the direction you want to grow in. Enjoy the wins and learn from the setbacks.
I expect a continued move toward spaces that support fluid, real-world use: places that can transition naturally from day to night, from work to socialising, and from private focus to shared experience. Clients are looking for environments that feel authentic and uplifting, not formulaic. Sustainability will also move further into the mainstream, with increased focus on longevity, reuse and responsible specification.
In hospitality, people are craving connection and shared experience in a world that feels slightly unsettled. This is evident in the rise of concepts rooted in familiar traditions and nostalgic social rituals, from competitive socialising to modern reinterpretations of the corner shop, pub or clubhouse. There is a renewed appreciation for places with heritage, soul and a sense of belonging, which may prompt a return to more timeless design, craft and spatial storytelling, even within larger brands.
AI will become more integrated into the design process, supporting research, visualisation and efficiency. Its value lies in enhancing human creativity and informed decision-making, rather than replacing the designer.
Being an SBID Accredited Interior Designer represents professional credibility, accountability and a commitment to best practice. Accreditation by the Society of British & International Interior Design provides reassurance to clients and collaborators that my experience, training and approach meet recognised industry standards.
It reflects the importance I place on integrity, ethics and continued professional development. Interior design balances creativity with technical knowledge and responsibility, and accreditation reinforces the need to uphold all three consistently.
On a personal level, SBID accreditation acknowledges the breadth of my career to date, from leading in-house design teams to establishing my own practice. It also connects me to a wider professional community and supports my commitment to delivering thoughtful, well-considered design that responds to people, place and context.
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