Casino Enterprise Management

JCJ Architecture is much more than just an architectural design firm. This distinguished company—and group of people—provides a host of services, all with a caring, collaborative and innovative touch. Their offerings include planning, architecture, interior design, graphic design, project management and client advisory services, and they have an all-star team behind it all.

The History
JCJ’s roots go back to 1936, when Sherwood Jeter Jr., a Yale University graduate, opened an architectural practice as S.F. Jeter, Architect, in Hartford, Conn. He began by designing beautiful custom homes and estates throughout Hartford, and in doing so, developed a faithful following.

As such, the practice expanded, staff was added and they took on larger projects to include churches, schools and institutional buildings. Then in the 1990s, an effort in the hospitality and entertainment market sectors came to fruition, and Native American gaming served as the firm’s initial springboard for the move into this new market.

Come 2001, Jeter retired after 39 years, and in 2005, the firm acquired Wheeler Wimer Blackman and Associates Inc., the oldest architecture firm in San Diego. At that time, a New York office was opened in the Empire State Building, followed by the opening of offices in Phoenix and Boston.

Scott Celella, chief operational officer, shared that JCJ has been fortunate enough to expand and be successful in many markets. “We’ve leveraged a well-known skill of the firm to develop, quickly and correctly, very solid documentation that is easy to understand and straightforward, and brought it to the hospitality market. That’s one of the ways in which we became distinctive in that marketplace early on, via this expertise, and it’s really stuck with us.”

Today, JCJ is recognized as a first-class hospitality firm that has enjoyed continued growth in terms of its people, geography and market sectors.

The People
JCJ takes great pride in the people it employs. In fact, it’s one of the things many there believe is a big asset and the reason they all love their job. It all comes down to one special keyword in the work environment there—collaboration—something that they all acknowledged.

“One of the reasons I came to JCJ is because of the collaboration and teamwork that happens here,” Lalaine Tanaka, design principal, commented. “It is seamless, fun and enjoyable, and there’s great diversity through working across geographic boundaries.”

Alexandria Lopatynsky, studio director, added: “Collaboration is a very appropriate description for the daily work environment at JCJ. I’m a huge proponent of getting together in a team, sitting down, discussing what the schedules are, what are the demands and how are we going to approach and manage a project. Because of that, we are able to come up with extremely innovative solutions that provide the client with the most dynamic and affordable design.”

And according to the firm’s president, Peter Stevens, the teams feel as though they can communicate without speaking since they’ve worked with each other so long through various projects. It creates a high level of energy and excitement throughout the firm. “There’s a level of energy that’s contagious across all offices,” he said.

When Richard Blackman, principal, was asked about what sets JCJ apart from other firms, he credited his co-workers. “I get up in the morning and I can’t wait to get to work because of the people. They’re the most energetic, passionate folks that I’ve ever had the privilege of working with.”

Brian Davis, design principal, also commented on JCJ’s synergetic approach, stating that he loves building a team, not just building a building.

The Projects
Though JCJ’s offices are all U.S.-based, their work extends internationally. In addition to practicing in the domestic U.S., they’ve also worked in the Caribbean, Asia and Central America, with a current project in Panama for the Trump Beach Club. “At each of our offices, we have teams that are extremely strong, both on the design side and on the project implementation side,” Stevens commented. “We’re a dynamic team that has grown with our clients, and as a result, the firm has achieved great depth in many markets.”

Serving as a major company milestone, and perhaps the impetus for this article, is the firm’s first Indian gaming and hospitality project, Foxwoods Resort Casino, which began in 1992. It’s a project that many of the JCJ team hold very near and dear to their hearts. Kristina Ennis, design principal, called it a groundbreaker in terms of quality of the design and scope of the project. “It was a seminal project for JCJ, and set us on a path of expansion with projects across the country,” she said.

In fact, when they started the project, Davis hadn’t even been into a casino yet, but noted, “We learned fast, worked fast and built memories fast.”

Blackman added, “The Foxwoods folks gave us that chance and we continued to work with them for over a decade, building probably one of the most recognizable properties in the gaming industry.” 

“I grew up not far from the Foxwoods project,” Joe Baruffaldi, senior project manager and studio director, recalled. “I can remember, long before JCJ’s involvement, when that project was just a quarry and then it became a high-stakes bingo parlor, and eventually a casino rose out of the Connecticut woods.”

“You really can’t miss it—it’s like walking into Emerald City,” Stevens concurred. Foxwoods is memorable for JCJ because it speaks to their longevity within gaming and their role as designers of one of the first really large-scale projects within the Native American gaming market.

Blackman also fondly reminisces on the US Grant hotel, a distinguished but complicated project. Originally built in 1910, it was on the historic register and was a very high-profile project. It had seen several reinventions over its life, and it had many stakeholders, including the Sycuan Tribe. JCJ faced a challenge as the rooms were small, but we expanded them in both a horizontal and vertical sense. “We were able to cut through some floors and create some rather spectacular suites,” he said. “At the end of the day, it was an exceptionally successful project, and one in which the tribe and JCJ take great pride.”

For Celella, the award-winning Downstream Casino Resort is one of JCJ’s most noteworthy projects. He describes their work on it as turning a somewhat ordinary casino on the side of the road into a mainstream, Las Vegas-like, luxury destination resort. “It was a great project,” he commented. “We introduced a large boulevard for them, employed a style of architecture that was more than an indigenous prairie aesthetic and incorporated specific architectural features where both art and the history of the tribe could be celebrated and showcased. Integral to our approach was creating the opportunity for the essence of the tribe to shine in several ways.”

Davis shared that Mohegan Sun at Pocono Downs was especially exciting for him as it was the largest project ever built in northeastern Pennsylvania, and close to his childhood home. “To come back many years later and be involved in such a high-profile project was very fulfilling for me,” he said.

A recent addition to JCJ’s portfolio is Resorts World New York City (at Aqueduct Racetrack) in Queens, N.Y., the first phase of which is set to open this fall. Jeff Wynkoop, senior project manager, says it is a pleasure to work on. “It will set a precedent for the region,” he said. “A two-level casino, it is being developed inside the existing grandstand structure, which has been comprehensively retrofitted and upgraded into two separate, themed casino spaces. Both are electrifying and exciting—truly a New York state of mind.”

Also recently completed and a favorite of the JCJ team is the Wild Horse Pass Hotel & Casino in Chandler, Ariz., for the Gila River Indian Community. Opened in late 2009, the destination gaming resort has won numerous awards and remains the top choice in Arizona gaming. The project has seen remarkable success, which has helped ensure long-term economic independence and funding for other critical tribal initiatives, such as education and community programs for all ages.

Baruffaldi says that is what made it so rewarding. “I think one of the images that I will keep with me for the rest of my career is from opening night—the pride in the owners’ faces and the overall good vibe that everyone felt having reached a goal.”

Bill Dow, principal, agreed. “Our joy isn’t necessarily derived from the project itself, but from seeing the element of surprise as the ribbon is cut and people enter a facility for the first time. And especially in Native American projects, from the sense of respect and pride of the tribe for what’s been accomplished. I get emotional just talking about it.”

Ennis echoed similar sentiments, stating: “Wild Horse Pass was the culmination of a long relationship with the community, where we helped them evolve from one class and level of facility to the next, reflecting their wider aspirations in their gaming operations. It’s been a significant, beneficial and worthwhile project—and relationship—for all involved.”

Other upcoming projects JCJ has in the pipeline include the Lucky Eagle Casino & Hotel expansion for the Kickapoo Traditional Tribe of Texas, Black Bear Oxford Resort Casino in Maine, Saratoga Gaming and Raceway in New York, and a hotel and events center for Mohegan Sun at Pocono Downs, in addition to further work for both private and tribal clients throughout the country.

Work in Indian Country
As evidenced by their work on tribal casinos and their passion for partnering with their clients, it’s no surprise that the JCJ team takes its work in Indian country seriously. “Working with tribal nations and helping them gain economic self sufficiency and self determination is very important to us all,” Tanaka said. “We have the ability to utilize our training and expertise to assist them in these initiatives and to contribute to their long-term prosperity.” 

Lopatynsky added that it’s also about truly understanding the client and how you can create what they want and need. “It’s discerning a significant cultural feature, whether it’s water or a turtle, and how we can translate that into something meaningful within their facility,” she said. The ability to successfully transform such tribal influences into architectural design comes from thoughtful research, creativity and listening, above all else.

JCJ also understands the unique needs that are present in Indian country, knowing they must approach each project as its own story relative to each community and its people. “Working with tribal communities has been a very meaningful and gratifying learning experience, both individually and for the firm,” Stevens said. JCJ strives to understand each tribe’s culture as well as their community, business and political structures, remembering they often operate differently than many commercial entities. “They have a long perspective of time and are working for the benefit of many generations to come—something that would be healthy for us all to learn from.”

Ennis has been a driving force for JCJ’s work in this market segment. Celella said Ennis was a major part of the decision to open the Phoenix studio due to her experience in Native American design. Named a Great Woman of Gaming in CEM’s own awards, her passion for this market is apparent. She reminds us that it’s important to note that while JCJ may be working for the gaming enterprise as the client, globally, they are working for the tribe itself, the tribal council and the wider community. While a gaming facility is a great source of revenue, it is primarily a tool to promote sovereignty and economic independence. “For so many years, tribes have been reliant on federal funding to support their governmental and infrastructure programs,” she said. “Today, gaming properties enable tribes to break beyond those bounds and assert their own vision for the future. In doing so, they re-establish themselves as independent governments able to provide for the needs of their community and create strong economic development programs that will safeguard the long term.”

JCJ has certainly played a key role in Indian country, completing more than $5 billion worth of work there and serving more than 40 sovereign nations. Though today we’re recognizing JCJ for its work in gaming, they’ve also done a wide variety of other work for tribal nations, including hotels, spas, governmental offices, community centers, K-12 schools, higher education, recreational facilities, public safety and restorative justice centers. They even developed a Native American internship initiative in association with local universities to foster the development of Native American-owned design firms and professionals.

“It has become a very important part of our own culture,” Davis commented. “Our firm would not be where it is today if it wasn’t for the confidence that has been bestowed upon us from the Native American community. The opportunities that have been given to us by the different tribes have contributed enormously to the success of the firm overall.” Accordingly, the desire to support Indian country has resonated throughout the firm.

“We have gifts as architects and designers,” Blackman stated. “We feel an obligation, a responsibility to give back. It’s time for sharing.”

The Expertise
One of the ways JCJ ensures its team is always top-notch is through team-building activities such as seminars and retreats. Tanaka states that one of the reasons she came to JCJ was because of the firm’s reputation for innovation and professional development. In-house seminars keep staff proficient through rigorous training and educational efforts, many conducted on a weekly basis. What’s more, most JCJ executives also belong to various professional organizations that require members to continue their education and stay on top of trends. “By participating in these associations, we keep ourselves abreast of the evolving technologies in both design and construction,” Tanaka said.

JCJ’s dedicated IT team is continually examining what is possible and how they integrate advances in technology, as well as ensuring everyone is trained to utilize it. “We decided that we would not be cutting edge,” Celella commented, “because sometimes, that means you get cut. Instead, we decided to adopt those technologies that could be effectively incorporated into our process and promote innovation, but not to sacrifice architecture and design for technology.”

The Clients and the Process
A major component of the way JCJ works is through a close partnership with their clients.

Celella says they’re the kind of architects who can find a solution to any challenge. “The benefit that we bring to the table is that we have many highly qualified design professionals who have been in involved in numerous hospitality projects of varied scale and complexity. There’s always some kind of an innovative twist we can bring to a situation. It’s something [the owners] have come to expect from us. We take very seriously the key trusted advisor role.”

The concern for their clients’ projects to be not only successful, but also unique, is paramount. “When a client hires JCJ, they’re not going to get a JCJ-looking building,” Baruffaldi said, “they’re going to get a facility that represents them and their goals.”

This all starts with what they call a “visioning” session, part of their proprietary JCJ Insight Design Workshop (which is also what Celella calls their secret weapon). It’s where the team sits down with the client to not just begin the design, but to find out the client’s goals and mission for the final product. “They (the clients) really help us and define the rules of how we are going to play the game with them,” Lopatynsky explained. “It’s a very collaborative, innovative and supportive process.”

The Environment
“There’s not just a little piece of sustainable work that we do; it’s part of our genes,” Tanaka shared. This statement captures quite well how JCJ views its environmentally friendly endeavors. It’s such a part of how they work that they naturally build it into their designs without a concerted effort or specific request from a client. As stewards of the environment, “It is part of our DNA,” Stevens said. “We’ve been doing it since before the LEED process was even underway.” 

Whether it’s providing a better environmental experience, better indoor air quality or better water, Lopatynsky says that green design adds value for the client because it improves the facility’s offering and provides the desired result. “It makes for a nicer place to go play poker, where the lighting is low and the environment is comfortable, so guests will stay and play longer.”

One such project is the Daytona Beach Kennel Club in Florida. It was their work there that earned them the ability to say they were part of the first gaming facility with a LEED Gold designation, which is quite an accomplishment.

Ennis relates their environmental concern to something especially helpful for their work in Indian country. “It’s been a long tradition for us, particularly in our experience working with tribal nations,” she said. “It’s an element of such concern—the concept of sustainability and long-term viability. Working with the tribes, you begin to understand the rationale and emotion of the seven generations, that whatever we do today will impact their community directly for up to seven generations.”

The Difference
As the firm whose motto is “Design That Builds Community,” what sets JCJ apart from other firms is actually several things. JCJ is a national firm, serving its clients from coast to coast and beyond. They are committed to gaming, to hospitality, to their clients and to being the best, with the best team, in a one-stop shop format.

Because the team comprises many professionals who have been in the gaming industry since the very beginning, JCJ offers a full complement of expert design services to owners. “We provide a seamless, more efficient and economical delivery with greater speed to market,” Celella said, “and the sooner our clients can open the doors, the quicker they will turn a profit.”

JCJ’s dedication to creating unique, distinctive environments is combined with equal energy and attention to the marketplace and business plan. “Our acumen is in understanding this balance,” Stevens said, “and in being able to provide the highest quality services throughout the project. From the first conceptual sketch to the ambience of a quiet dining alcove to the dazzle of the high stakes games, it is about crafting the total experience.”

Some key statements they want to leave readers of this story with are: “We want to be the No. 1 firm of choice when people think of hospitality and gaming design,” Ennis said. “We want them to think of us as their right hand man (or woman) in the decision-making process.”

“I want to emphasize what JCJ brings to the table,” Tanaka added. “We have a strong history in architecture and gaming; we’re 75 years on board and doing some very amazing work. Our hospitality team can do it faster, we are efficient, and we get it done right.”

Moving into its second decade in the gaming and entertainment industry, JCJ has earned a top position among the premier designers of gaming and hospitality destinations—a place we fully expect to see them in for another 20 years and beyond.

JCJ Architecture Management Committee
Peter Stevens, President
James La Posta, Chief Architectural Officer
Scott Celella, Chief Operational Officer
Ann Iseley, Chief Financial Officer

For more information on JCJ Architecture, its people and projects, click here to listen to a feature podcast.

Amanda Huggett is the Managing Editor for Casino Enterprise Management. She can be reached at (701) 293-7775 or editor2[at]aceme.org.