The hospitality design trend making everyone feel at home
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The hospitality design trend making everyone feel at home

Restaurant, hotel and bar design is increasingly looking to residential interiors for inspiration

By Robyn Willis
Fri, Apr 7, 2023 8:00amGrey Clock 6 min

There’s not many part of our lives that have been left untouched by the pandemic. But while many aspects, like the lockdowns designed to manage exposure to COVID have been hard to live with, there have been some positive changes too. Notably, as offices closed and everyone started working from home, the traditional division between the two spheres started to break down. And while hospitality services in city centres saw patronage slow and even disappear, suburban cafes, bars and restaurants grew in popularity as customers looked to stay close to home and support local business. 

For more stories like this, pick up the latest issue of Kanebridge Quarterly here.

Creative director of leading interior design firm YSG Studio, Yasmine Saleh Ghoniem, says although hospitality businesses undeniably suffered during the pandemic, it has reframed the way many patrons enjoy and use their local restaurants, bars and cafes.

“Since lockdowns ended, I’m noticing Sydneysiders are following this notion of loyalty to their ’hood which, until now, was more a Melbourne thing,” she says. “I suppose it’s evolved from ordering in from your local to support it during tough times. 

“Hospo owners are increasingly offering a range of experiences to encourage locals in particular to frequent their venue, treating it like it’s an extension of their home.”

Creative director of leading interior design firm YSG, Yasmine Saleh Ghoniem

Borrowing from residential design to inform restaurant and bar design was already in evidence prior to the ‘work from home’ phenomenon, but COVID accelerated the design trend so that the lines have become increasingly blurred.

Bars with comfortable, or careworn, sofas and cafes with mismatched lounge chairs,  well-padded banquettes and layered textures have become the go-to options for designers.

Ghoniem says clients are now regularly cherry picking from both sides of the fence to create sophistication at home or warm and inviting spaces in hospitality environments to offer a level of subtlety and individuality. Bedroom suites resemble hotel rooms and dining spaces echo restaurant and cafe style. Even the home kitchen has not been spared.

“Let’s not forget the home bar,” Ghoniem says. “Lockdowns are well and truly over, but the habit of making a cocktail after work is here to stay. We’re incorporating them in dining rooms and kitchens with gorgeous stone selections and integrated downlights to really show off the merch as they’ve become the social magnets of the home.”

The result is greater attention is being paid to materiality, from the rough texture of brick, to the reflective surfaces of Venetian plaster and Pandamo-finished micro cement, which Ghoniem used on a recent project with Four Pillars Laboratory in Surry Hills.

A mix of materials creates a genuinely inviting space at Four Pillars Laboratory, design by YSG Studio

A good lighting design is key to tying the whole look together, as well as complying with the necessary OH&S requirements.

“Interestingly, the role (of lighting) in both resi and hospo spaces is becoming more aligned,” she says. “We’re all after less bright and more introspective lighting. We’re even staging home kitchens now with key focuses on beautiful stone surfaces or joinery details. 

“I’m all up for immortalising moods and lighting plays a key role in stirring them so that spaces never feel brand new and instead seem layered by experiences – the patinas of time.”

Celebrated UK designer Tom Dixon visited Australia and New Zealand in March to celebrate the 20th anniversary of his design studio. He has been closely observing changes in the way we live, work and dine out for more than a decade, as tech advances allowed us to work remotely and, in turn, shaped what we expected from public and private interior spaces. 

“I noticed the evolution 12 or 13 years ago at Shoreditch House in London, which was for daytime networking and night time entertaining, so we did a design which was always intended to be adaptable,” he says. “As wireless communication became more common, people started taking club memberships (there) to create a basis for their office because they preferred to work in a group setting rather than be in an office. It’s somewhere they could get good service, decent food and where they could bleed work into play.”

UK designer Tom Dixon says the lines between home an office have blurred

Dixon designed the lobby and Market Hall of Sydney’s Quay Quarter Tower, which last year was named World Building of the Year at the World Architecture Festival. He says the greatest design differences between residential and hospitality design are the number of ‘clients’ to consider.

“It was quite challenging to predict with Quay Quarter Tower, mainly because they didn’t know who the tenants would be to begin with,” he says. “They didn’t know the level of security that would be required so we were always trying to make it a bit flexible and neutral enough to accommodate a range of people. It’s always complicated with those public/private interactions but it was never going to be a fixed use, static design.”

Tom Dixon collaborated with top chef Assaf Granit to create the Coal Office Restaurant, which offers an intimate dining experience

Now, he says, all interior spaces, whether they are homes, restaurants, hotels or offices are required to provide greater flexibility, both in terms of functionality, as well as design.

“It doesn’t matter whether it is work, hotels or home environments, everybody is being forced to use spaces in multiple ways than before COVID,” Dixon says. “Home is interesting because it became partly school, partly office during the day, so it had to become a lot more adaptable. 

“COVID has put a lot of pressure on home and removed pressure from the office, so that it is more adaptable and less formal and there’s less of a division of space.”

Directors of award-winning design and architecture studio Luchetti Krelle, Rachel Luchetti and Stuart Krelle chose early on to focus their practice on hospitality design to stretch their creativity, but in recent years there’s been increasing interest from an unexpected quarter.

“We didn’t do a lot of residential because too many of our clients wanted to play it safe and consider (their property’s) resale value,” Luchetti. “Under those circumstances, you can’t put your personality into the space or enjoy that aspect of going all out. But now that we focus on hospitality, we get so many enquiries from people who have been to a restaurant we have designed asking if we will work on their house. 

“People want to go out on a limb in residential design as well.”

Stuart Krelle and Rachel Luchetti moved into hospitality design to avoid playing it safe

The pair are responsible for a number of interior design fit-outs in NSW and Victoria, including Tattersalls Armidale, Ovolo Hotel South Yarra, Bathers Pavilion Restaurant at Balmoral,  Matinee cafe in Marrickville and Redbird Restaurant in inner city Redfern.

Luchetti also points to COVID for the growing numbers of homeowners looking to replicate the moody, layered looks of restaurants, bars and cafes as the opportunities to go out diminished and everyone focused on their residential spaces. 

“You want that sense of escape and, for a lot of people, that was where the residential boom to make your home a sanctuary came from,” she says. “People started looking for bigger places and getting that work/life balance, entertaining at home became big again.”

Designed by Luchetti Krelle, The Ovolo at South Yarra is a deep dive into colour, pattern and carefully crafted lighting

Private spaces within a wider residential setting became a priority with everyone at home together for longer periods of time. And with travel on hold, demand increased for hotel-like experiences at home.

“There’s two schools of thought with hotel design,” Luchetti says. “One of them is that you want it to be more like a home and the other is that it should be completely like nothing you have at home.

“People are looking for that calm, clutter free environment that you can’t achieve at home.” 

More: ysg.studio; luchettikrelle.com; tomdixon.net 



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Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.

Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.

The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.

And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.

The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.

The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.

“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.

For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.

Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.

SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.

The SpaceX Starship and Super Heavy v3 Booster lift off from the launch complex in Starbase, Texas, framed by silhouetted plants in the foreground.
A test flight from the SpaceX launch complex in Starbase, Texas. Steve Nesius/Reuters

Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.

Blurred lines

The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.

In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.

The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.

Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.

Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.

It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.

The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.

Tesla Optimus humanoid robots and a Cybercab autonomous vehicle on display.
A Tesla Cybercab autonomous driverless vehicle and Optimus humanoid robots. Benjamin Girette/Bloomberg News

“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”

On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.

Musk at the wheel

For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.

Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.

The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.

As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.

As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.

The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.

If SpaceX acquires Tesla, he will likely stay in control.

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