216: Job Site Sabotage
Jake Zwaagstra is the CEO of TriCelta Development and a veteran builder of complex hospitality projects from the Las Vegas Strip to tribal mega-developments. He’s worked both GC-side and owner-side, translating vision into budgets, drawings into buildings, and chaos into opening days. Susan and Jake talk about function over flair and momentum over mayhem.
What You’ll Learn About:
• The owner’s-eye view that changes everything about building
• Lessons hotel development can steal from nuclear projects
• The real difference between a project manager and a development manager
• What developers actually do day to day on hotel builds
• Smart ways to stay ahead of supply-chain chaos
• Why front-desk mockups save years of operator frustration
• The three-part formula for better design decisions
• How model rooms power everything from IT to marketing
• Why tech-forward hotels still need human touch
• How to rescue a luxury project from $1,100-per-foot wallpaper
Our Top Three Takeaways:
1. Development Management Is More Than Construction
Jake distinguishes development management from project management—it’s about guiding the project from concept to completion, not just managing timelines and contractors. His team’s role is to translate an owner’s vision into an operationally sound, financially viable, and buildable reality. They stay several steps ahead of potential roadblocks—whether that’s tariffs, supply chain issues, or union disputes—to keep the project moving and protect the owner’s investment.
2. Function and Long-Term Operations Trump Aesthetics
Jake’s philosophy is clear: never “value engineer” something that affects the operator’s ability to run the property. Early decisions—like front desk ergonomics, model room mockups, and material choices—should be made with the day-two operator in mind. He prioritizes function over form, lead time over looks, and performance over preference to ensure hotels are built to operate smoothly and sustainably long after the ribbon-cutting.
3. Communication and Accountability Are the Secret Weapons
Lessons from outside hospitality, such as his experience building a nuclear enrichment facility, reinforced Jake’s belief in over-communication and structured accountability. His “Plan of the Day” approach—daily 15-minute check-ins to clarify goals and track follow-through—keeps massive projects aligned and moving. That same mindset applies to hospitality development: clear expectations, daily progress, and follow-up ensure no one loses sight of the big picture, even on complex, multi-year builds.
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