Vice President & General Manager
Mauna Lani, Auberge Resorts Collection
Brad Doell
What are some of the most game-changing consumer trends you’ve observed during your career in hospitality?
When I first started in hospitality and hotels, guests & customers were just happy with a clean and comfortable stay. However in today’s customer, the focus in not only ensuring the environment is comfortable, but additionally the hotel offers a wide range of experiences which are engaging and inclusive of making memories.
What’s your strategy for staying relevant in the marketplace? What strategies are you utilizing to stay ahead of the curve?
To ensure we stay relevant in the marketplace, we engage with our customers weekly to receive feedback. This engagement creates new opportunities and builds an advisory of customer involvement. These weekly director sessions are a key way in which we develop personal connections with the customer/market, from which we seek opinions on what we are doing right, or need to elevate moving forward. The voice of our customer is extremely important in making proper business decisions for the future.
How does the Hawaii market differ from other places you’ve lived and worked?
I’ve been blessed to work in different countries and states, and I must say the word “ALOHA” speaks volumes. I’ve been involved in many Hawaii tourism events and we are amongst many other regions of the world. However, Hawaii stands out, is by far the strongest unified group of people I have met anywhere. We definitely work as a team and promote Hawaii first to all our potential travel media and customers. This honestly say that feeling of O’hana does not translate in other regions.
What advice do you have for the next generation of hospitality leaders?
- Learn from your mentors
- Be humble and ask questions
- Don’t be afraid to speak up
Stay hungry - Work smarter
- Success isn’t overnight…and the struggle to become successful will make you a better leader.
What does it take to be an effective leader? How would you describe your leadership style?
Listen to your team and be clear and effective in your communication. When in doubt LISTEN again. I’ve always used a style which is inclusive and collaborative. I’ve always felt the best leaders “work with their team, rather than having a team work for them”.
How has Hawaii’s visitor demographic evolved in recent years? What are some initiatives you’ve spearheaded to reach and engage this new demographic?
The Hawaiian guest demographic has changed immensely since I moved to Hawaii in 2005. With the ever improving Hawaii hospitality environment, the type of traveler to the islands has also undergone a transformation. As mentioned previously, the new guest is looking for experiential travel options and are willing to spend money on these experiences. Gone are the days of looking to buy 10 t-shirts for $20.
Mauna Kea Resort has placed a tremendous focus on experiential programming on the resort. With two hotels (Mauna Kea Beach Hotel, and The Westin Hapuna Beach Resort) and a vast array of activities and onsite experiences, provides our guests a multitude of ways to seek adventure and explore. Mauna Kea Resort is a Stay at One, Play at All environment, and is full of possibilities. Whether trying to hit the green over the ocean on Mauna Kea’s Hole #3, suiting up in a beekeeper suit and taking part of our resort bee tour, or snorkeling at night with the beautiful Manta Rays, are just a few examples of experiences which create guest memories.
Any predictions or new developments in the pipeline?
The world of travel is ever changing. Buckle up…and get ready.
What other industry dynamics have you observed over the course of your career?
The changing face of technology is proving to make travel easier and more accessible to anyone, more than ever. I’ve seen the growth in technology and how it interfaces with hospitality by creating travel companies who see the consumer need to be both nimble & flexible, and with speed to market alternatives.
From a sales and marketing perspective, what is the most important thing to build clientele in Hawaii?
Hawaii needs to be authentically driven, showing the diverseness of each island and how each can provide the transformative travel experience for every inbound guest.
Charlie Parker
What’s your strategy for staying relevant in the marketplace? What strategies are you utilizing to stay ahead of the curve?
Emerging technologies and the shift to digital have not changed Four Seasons’ commitment to highly personalized service. In truth, new platforms offer us even greater opportunity to customize travel preferences and build bespoke itineraries, enhancing the guest experience. Platforms such as the Four Seasons mobile app (available on iPad in every guest room) and FS Chat allow us to virtually engage with our guests at any time. We chat in real time, with on-property employees, with literally millions of guests in over 100 languages.
How does the Hawai‘i market differ from other places you’ve lived and worked?
It is known that Hawaiian hospitality welcomes like no other – with Ho‘okipa defined as a feeling, a sense of Hawaiian hospitality and even a way of life. How true this is. Aloha permeates the guest experience in Hawai‘i. For someone first arriving, it is truly an intangible, powerful and alive infusion of the senses. I have been fortunate to work in many places, including island nations, to immerse myself in the history of a people and a land, but the spirit of aloha and the beauty and power and diversity of these islands is not easily defined. The world has something to learn from it.
What does it take to be an effective leader? How would you describe your leadership style?
My advice, I think, is to be open and adaptive. To listen. To learn. To work hard and to be fair. Our industry is a complex business made from the sum of many parts. I had the benefit of growing up in a hoteling family, studying hotel administration, traveling and building my career in both city and resort properties. To this day, I enjoy the mentorship of Four Seasons founder, Isadore Sharp. I think one needs to be self-directed and well-mentored, and above all, enjoy interacting with people. As a leader, our responsibility is to help create an environment where our colleagues can thrive.
How has Hawai‘i’s visitor demographic evolved in recent years? What are some initiatives you’ve spearheaded to reach and engage this new demographic?
I think in Hawai‘i in particular, we can all point to the evolution in responsible tourism, which goes hand-in-hand with a generation of millennials who will be traveling with young families in the coming years. It calls for a sustainable interaction with the environment and forging lasting cultural connections, in our case a deepening relationship with Ke Kai O Kahiki, the award-winning hula hālau from Waianae, the introduction of spa treatments and Hawaiian botanical products that connect guests to the leeward coast and new traditions with our employees such as a nightly torch lighting ceremony.
What other industry dynamics have you observed over the course of your career?
Aside from the obvious explosion in technology which has impacted the guest experience in so many ways, there has been a shift in luxury hospitality to create a higher trust work place environment where the employee is empowered to make decisions and encouraged to engage with the guest. This is absolutely necessary if we are to keep ahead of the ever-increasing expectations of our guests. It is an exciting time to be in the industry. There are disruptors, there is consolidation, but with high levels of growth forecasted for decades to come, the future is bright!
The Conching Family
The Conching family has become synonymous with Hawaii’s hospitality industry, but a family-wide venture into the field was far from premeditated.
Having lived and worked in Southern California, when it came time to start a family Jon Conching knew it was time to return home to Hawaii. There, he and his wife raised their three daughters Alexa, Cassie, and Courtney, and Jon began to cultivate his accomplished career in Hawaii’s Aloha industry. He worked with several companies including Hawaiian Adventure, Mid Pacific Airlines, Jaren Hawaii Travel, Sheraton Waikiki Hotel, Hilton Resorts in Hawaii and the West Coast, and the Hyatt Regency Waikiki before assuming his current role as Director of Sales & Marketing at the Turtle Bay Resort.
When it came time for college, each of his daughters went to pursue their separate interests on the mainland, Alexa to the University of Nevada, Reno, Cassie to Santa Clara University, and Courtney to Loyola Marymount University. It wasn’t too long before the sisters began their own careers in hospitality in various cities on the mainland.
“I don’t think I knew it at the time, but growing up with my dad in hotels created a natural comfort in the hospitality industry” stated Cassie, “We were fortunate to get an inside view of what it was like to work in hotels in Hawaii – the excitement, the drama, the travel, the relationships, the industry and the hard work that goes along with it.”
Knowing that she always wanted to “end up” back in Hawaii, Cassie began her career as the PR and Social Media Coordinator, followed by Catering Manager and Corporate Sales Manager, at Four Seasons Hotel Silicon Valley at East Palo Alto. She returned home to Hawaii in 2011 where she has worked in Four Seasons’ Sales and Marketing department, becoming adept at keeping up with an ever-changing industry. She is currently a Sales Manager at Four Seasons Resort O‘ahu at Ko Olina, where she has been named a Presidents Club & Leaders Circle achiever, an accomplishment held only by the top ten percent of the entire salesforce of Four Seasons Hotels & Resorts Worldwide.
As Alexa began her career on the mainland as a reservations agent at the Silver Legacy Resort and Casino in Reno, Nevada, and then as a Front Office Agent and Front Office Supervisor at the Hyatt Regency Chicago, she fell in love with the hospitality industry and the impact she was able to make on a guest’s travel experience. For her, the decision to continue her career in Hawaii was an easy one.
“Being able to work where I was born and raised, in the islands that I love and with my family means everything to me,” stated Alexa, “to be able to promote the destination of Hawaii like my family has done now for years is a legacy that I am proud to continue.”
She returned home in 2014 where she joined Starwood Hotels & Resorts’ Waikiki Team as a Sales Coordinator before joining the Hawaii Regional Field Marketing Team. She is now a Marketing Account Manager with Hawaii Regional Field Marketing Team, leading marketing strategy and execution for a diverse portfolio of hotels and resorts with Marriott International in Hawaii and the Southwest region.
After graduating college, Courtney began her sales career in Los Angeles before becoming a sales manager in Beijing, China. Upon moving back to Hawaii Courtney worked with a variety of top hotel groups, including the former Starwood Waikiki Complex and Hilton Waikiki Beach. She is currently an Account Director with Marriott International’s Waikīkī Complex where she focuses on the group market and works to ensure resorts, companies, associations, teams and other groups have extraordinary experiences in Waikīkī.
Despite the exciting travel opportunities she’s had, Courtney is content to be living and working where she was raised.
“While I’m always looking for my next adventure, I ultimately decided to return because Hawai’i is my home,” said Courtney, “It is where I feel most like myself; where I am centered and grounded.”
Is there anything that you’ve learned from your family that you’ve found valuable in your position/career?
Courtney Conching: “My family are my biggest supporters and being able to work side by side with them the past few years has been a blessing. From seeing my uncle on site-inspections, competing for business against my dad and sister and receiving marketing tips from my younger sister-it all has been an amazing experience. While we all have our own styles and personalities, our foundational qualities remain the same; they have taught me that being true to yourself and having integrity are most important. It doesn’t matter whom you work for, what position you are in or what the situation involves, it is never wrong to do the right thing.”
Cassie Conching: “Having my dad, my uncle & my sisters in the same industry, has created a strong sense of comfort, knowing that I can always turn to any of them for advice, support, really anything. It’s created an underlying comfort & foundation, knowing that my family is always there to support me 100%, and vice versa. I couldn’t think of anything better”
Alexa Conching: “One of the most important things my family has taught me is that you support and lift one another which is very important to me as well when I work on a team. My dad taught me to always be my authentic self, and my mom taught me to always push myself to work harder. My sisters taught me everything from elementary math word problems at the kitchen table to how to dress for my first interview. Being able to work with my dad, uncle and sisters in this industry is why I love what I do. The lessons I have learned from them will continue to resonate with me as we continue to work together.”
Jon Conching: “This quote has always been important to me and it goes something like “ your reputation can take years to build but can be torn down in an instant.” Family or otherwise, it’s important to act and live with integrity and honesty.”
Eileen Crane
There are few people in the world of winemaking who have been with a winery since its inception, much less over a career crafted 40+ vintages and are still getting better all the time. One such phenom is Eileen Crane, CEO of Domaine Carneros in Napa, California. Thirty-two years ago, she donned a hardhat, and was charged with making the sparkling wines for a new Californian estate in collaboration with the French champagne house of Taittinger. Not only that she was put in charge of building the winery, a replica of the 18th century Chateau de la Marquetterie in Champagne, France, in the Carneros AVA of California. Always guided by confidence, the influence of her upbringing and innate talent, she has thrived in her three decades at the winery, seeing it from construction, to still winemaking to organic conversion and beyond, all the while keeping centered and gracious. In honor of the holidays and her illustrious career, we toast Eileen Crane with this Q & A to learn more about this accomplished woman. A votre sante!
What has changed in your approach or philosophy in the 30 years you’ve made sparkling wines?
I have learned that growing your own grapes is the surest way to obtain the best quality of wine. We have purchased four Carneros vineyards over the last 30 years and estate grapes make all the difference to our quality. The philosophical winemaking point that has not changed is being meticulous in every step of winemaking.
What about how the American marketplace has changed since you first started making sparkling wine to today?
The high-end U.S. sparkling industry has been benefiting from the Prosecco craze. It seems to me many Prosecco drinkers sooner or later ask “what else is out there” and make a step or two up and find the next quality levels and like what they taste. The current interest in rosé wines is also driving increased rosé sparkling wine production.
Top quality U.S. producers have seen a multi-decade trend toward acceptance that the finest can be produced from top U.S. wine appellations.
You converted your vineyards to organic before it was more of a common industry practice. What fundamental changes have you seen qualitatively and technically since you began farming that way?
Right from the beginning in 1987 Domaine Carneros has tried to live lightly on the land by recycling water and packaging. In 2003, we housed the largest solar collection system of any winery in the world. Over the years, we have operated as sustainable, organic, Fish Friendly Farming and Napa Green. In many ways we have taken the best practices from all and developed a high standard for protecting our Earth.
We know you love to drink a glass of bubbly at night. You’ve inspired us with your concept of not wanting to wait for a special occasion to have a glass of sparkling…we still love your idea of opening a bottle on Monday and having a glass each night till Friday. Are you still doing that? Has it changed?
Nothing is quite so lovely as a glass of bubbles on a Monday evening. And, if it is lovely then, it works for Tuesday, etc., as well. No need to wait for a special occasion; when you open a bottle of bubbles, the occasion happens.
What is your preferred glass in which to enjoy sparkling?
My favorite champagne glass is the tulip. A long, slender shape that says you are about to have something special but with a big enough bowl to put your nose in and fully appreciate the aroma.
What are your favorite pairings to have with Domaine Carneros from appetizers, main courses and desserts?
My most favorite pairing for sparkling is triple creme cheese or Laura Chenel goat cheese, but I would never limit the sparkling match. Sparkling Rosé with holiday turkey is just terrific! And, I fell in love the first time over a glass of bubbles and filet mignon (I cannot guarantee the same result for everyone, but…).
Please share your entertaining philosophy
Serve the best wine and cook with the best ingredients you can afford, then make it simple so you can enjoy your friends. Just let the quality of ingredients and the sparkle of the event speak for themselves.
What would you point to as your constant source of inspiration? Was anyone in particular a mentor?
Inspiration has come from a wide variety of friends, colleagues, and the many wines I have tried. I am always conscious of seeing new things and thinking how could I or Domaine Carneros use this.
If someone were starting out in your shoes today, with your 30-year perspective, what would you share with them going forward?
Train at UC Davis in enology. Do almost anything to get a production or lab job in a sparkling winery (or winery that specializes in the blend of wine(s) you are interested in). Work very hard, volunteer for extra duties, find a couple of mentors.
Where do you hope to see the wine business in the next 10 years?
I would like to see the wine industry at large continue to offer more managerial and direct positions to qualified women. We are woefully behind as an industry in this.
Jim Braman
The Cliffs at Princeville has won multiple awards for corporate social responsibility and hospitality. Why is this important and how do you sustain the high level of achievement?
As an independent resort, our board of directors ultimately sets the direction of the resort. We are lucky to have a group of men and women on that board who see social responsibility, including greening, as a priority. They see Kaua‘i and all of Hawai‘i as a special place and want to do all they can to help keep it an amazing place to live and work.
A 10% reduction in water uses (1.3 million gallons), the installation of 3,000+ solar panels and 200+ Tesla Powerwall batteries allowing us to produce 46% of our guest room electricity, and the planting of 91 trees on the resort last year are examples of their commitment.
The Cliffs at Princeville is proud to have won Pacific Edge Magazine’s 2018 Corporate Social Responsibility and the 2019 Commitment to Green awards. We also won the RCI Green’s Platinum Award as the #1 greenest resort out of 2,000+ affiliated resorts in the United States. We were also thrilled to achieve the Hawai‘i Green Business Award and to take my team to be recognized at the capital by Governor Ige.
What’s your strategy for staying relevant in the marketplace? What strategies are you utilizing to stay ahead of the curve?
Listen to our guests. Partner with surrounding businesses. One of the biggest challenges for any business is anticipating the desires of a changing market while staying true to existing customers. The Cliffs at Princeville is a 202 unit mixed-use resort. We are small enough to offer personalized service and large enough to offer a nice range of amenities guests expect from a resort.
Some guests want a quiet hammock to kick back and read or a cocktail by the pool. Some hit the tennis courts and Makai Golf Course. Others are looking for excitement like surfing, ziplining, ATV and horseback adventures. Having staff available who can take the time to help you arrange these things, either before you arrive or during your visit combined with online booking capabilities, is key.
What do you and your family do in your spare time? For fun? To keep your mind sharp? How does that reflect back on your work?
My wife and I have an 11-year-old son. As with most parents, life tends to follow him. From a very young age, we took a “shotgun” approach to exposing him to things. The idea being expose him to as much variety as we can and see what sticks. The result of that has been an adventure that keeps us (especially my wife) running in lots of different directions. It seems like we are never home! A wonderful side effect of that is that I’ve become so much more aware of how important it is to make that possible for my staff if we can. Whether they have children’s activities to attend or are spending time on whatever pursuit makes them happy, a little flexibility can go a long way.
You have a lot of involvement with the Boys and Girls Club of Hawai‘i. What are some things you hope to achieve with the organization?
Through the Hawai‘i Lodging and Tourism’s Charity Walk, I reconnected with a previous coworker, Tina Albao. Tina had left the visitor industry and become the island director for the Kaua‘i Boys and Girls Club and was accepting HLTA’s Charity Walk donation that morning. In talking with her, I realized there is a tremendous need throughout Hawai‘i for children to have a safe and nurturing place to go after school.
When I got back to work and asked some of our staff, I learned that several of their children went to Boys and Girls Club so that their parents could work. Since then I’ve been hooked. Hawai‘i is not going to get any cheaper. In order for our kids to have the ability to live here, education and access to opportunity are key. With the help of so many resorts, businesses and individuals, we are working to help provide that for as many kids as possible.
Luz Gutierrez
How has your extensive background as a director of Human Resources gotten you to where you are today as the Area Director of Human Resources for Highgate?
My experience in human resources throughout the years has allowed me to work and learn from great professionals in our industry. In previous positions as Director of Human Resources, I have worked with different hotel brands, cultures and environments and have learned that leading with compassion and care brings out the best in people. As I have developed my career, it has given me the opportunity to understand the dynamics of a successful hotel through the development of our associates.
What is the importance of employee development and team effectiveness in the hospitality industry?
Employee development is the core of a successful organization and it’s most valuable asset. We must remember that one person does not make a hotel successful; it takes an entire team that is engaged in what they are doing. It takes an effective, passionate leader to create and develop its people. Understanding the needs and developing the strengths is key in the growth and development of the workforce. Overcoming challenges together makes a strong team and creates an environment of trust and loyalty.
What’s the main aspect you focus on when designing and implementing strategic plans for professional development?
Establishing a strong management development plan requires assessment and planning. A key aspect in developing and implementing a professional development plan is to assess the existing skill levels within the leaders and the critical competencies needed in the future. Leaders need a broad variety of skills in leadership, supervision, communication, general business and technology. Build your plan around the needs of the organization and provide honest guidance about future opportunities for professional growth.
What do you do in your spare time? For fun? To keep your mind sharp? How does that reflect back on your work?
Keeping a healthy and active lifestyle is important. Spending time with family and friends is important for creativity and inspiration. I also practice Ariel Yoga which provides overall wellness for my mind, body and soul. This helps me stay focused at work and provides balance in my life. I also love to travel to new places, learn about their history, culture and what makes them special.
Throughout your experience working in HR and hospitality, what major changes have you seen? Where do you see this industry heading in the future?
Throughout the years I have noticed our business evolves dramatically in so many ways. Technology continues to play a big part in the future of our industry. New generations seeking jobs look for companies that can fulfill their needs in every way. They are more likely to engage and join a company that supports what is important to them. They are looking to join teams that are dynamic, open minded, flexible and encourage creativity. They are also looking for organizations that are environmentally conscious.
Revell Newton
What are some of the most game-changing consumer trends you’ve observed during your career in hospitality?
The hospitality industry has been transformed by the rise of Online Travel Agencies (OTAs) and their influence on the way we book. One-stop shops and comparative pricing have made this an increasingly popular consumer tool. Travelers today are better informed and expect more from their stay. As such, the industry has answered in the areas of enhanced technology, green efforts and more. Additionally, lifestyle hotel brands have exploded, capitalizing on the esoteric nature of diverse traveler needs.
What’s your strategy for staying relevant in the marketplace? What strategies are you utilizing to stay ahead of the curve?
Outrigger Resorts invite our guests to “Escape Ordinary” with novel and memorable Signature Experiences. The curated offerings include an array of unique local amenities and cultural programs exclusive to the property. For example, at Outrigger Waikiki Beach Resort, our focus is on creating guest interaction based on the resort’s famous beach and surf legacy. This includes daily complimentary stand-up paddle board (SUP) lessons and even SUP Yoga, a surf valet and our new Surfer-in-Residence programs that allows guests to “talk story” with professional surfers.
How does the Hawai‘i market differ from other places you’ve lived and worked?
Hawai‘i, truly, is a very special place. Wherever you go in the world, people are amazed at our islands’ beauty, culture, reputation, its people, and of course, the aloha spirit – here at Outrigger, we call that “The Outrigger Way.” Although there is a competitive spirit here, everyone in the industry works with aloha for the betterment and health of the market overall.
What does it take to be an effective leader? How would you describe your leadership style?
Qualities of an effective leader are positivity, creativity, accountability, integrity, vision and leading by example. All are absolutely necessary for a leader to foster a high-performance team. I am surrounded by a great team whom I trust. We work together to achieve our goals guided by Outrigger’s values.
How has Hawai‘i’s visitor demographic evolved in recent years? What are some initiatives you’ve spearheaded to reach and engage this new demographic?
Hawai‘i’s visitor demographic has remained relatively consistent over the past few years. There has been a significant effort to engage developing markets to some success. However, the core markets of the U.S. mainland, Japan, Canada and Oceania remain steadfast. The evolution has been the increase in repeat visitors – keeping them engaged is a key initiative at Outrigger Waikiki Beach Resort and I am proud to share that some guests have been staying with us for 45 years and two or three times a year! When you have such marvelous “fans,” it is extremely important to create an experience that is both familiar and new.
Sanjiv Hulugalle
What are some of the most game-changing consumer trends you’ve observed during your career in hospitality?
Over the years I’ve observed a variety of game-changing trends, including initiatives that my operations teams have developed and cultivated – from surf contests in the Maldives to artisan night markets on O‘ahu.
In Beijing, my team activated a pop-up concept long before pop-ups were on trend. The pop-up was the first of its kind in the area. It was located in the lobby and focused on high end local art and design exhibitions. The premier location captured guest engagement, created interest and brought the community into the hotel to shop and mingle.
Like the pop-up, each of these game-changing activations allowed guests to enjoy an immersive experience and one that allowed them to truly connect – either by surfing with a professional surfer, learning the tradition and art of lauhala weaving with a local artisan or creating their very own masterpiece with a popular artist. These types of trends are highly curated experiences, not typically accessible to the public, yet in my hotel’s case, each were presented in a very organic, inviting and natural setting.
What’s your strategy for staying relevant in the marketplace? What strategies are you utilizing to stay ahead of the curve?
For Mauna Lani, our team is committed to building the best-loved resort in Hawai‘i. To do so, it is about creating an emotional connection – to the place, to the people, to the memories, but in a very approachable and organic style. Experiential programs and events are a key strategy for engaging with guests and developing these connections through bespoke experiences. For example, our team is developing a collection of special events to showcase Hawai‘i’s diverse and thriving cultural scene – from practitioners to farmers, and master chefs to artisans, which will allow visitors to discover a myriad of new experiences relating to Hawai‘i and the Pacific, weaving together traditions of the past with a modern spin in a highly curated and intimate setting.
What does it take to be an effective leader? How would you describe your leadership style?
As a leader, it takes diversity, passion, intelligence and drive to enrich society and inspire those around you. In the hospitality industry, our goal is to deliver exceptional guest experiences and programs to enhance and exceed expectations. To do so, it takes innovation, creativity, collaboration and more so than not, leadership is about taking risks to achieve groundbreaking results.
My own leadership style encompasses a few simple, yet profound practices – be kind, be thoughtful and most of all – be loyal. This, combined with the ability to delegate, communicate effectively, and one of my favorites – inspire, are integral to my own daily leadership practices
After last year’s Kılauea eruption, how has the tourism on Hawai‘i island been affected? Have any of the rebranding decisions been influenced by that?
Tourism is an integral part of Hawai‘i’s thriving economy and a primary source of employment for many of the state’s residents. Here on Hawai‘i island, business is continuing to thrive and is coming back strong. With the opening of Mauna Lani, it will generate substantial growth and economic benefits for current and future generations, all the while introducing a new style of luxury to Hawai‘i island. We look forward to welcoming back visitors to our beautiful destination and most importantly, welcoming guests to Mauna Lani to begin an extraordinary journey with us.
Craig Palmer
Among the many inspirational and exotic features of the island of Kauai is long time resident, Craig Palmer’s art creations.
Palmer was surrounded by pop culture portraits in his parent’s home while growing up in LA. This influence, as well as LA’s surf & skate culture, led him to begin creating graffiti art at the age of 13.
“I try to keep it funky and not perfect,” states Palmer whose art features anything from license plates and street signs to police tape and diamond dust.
In 1989, Palmer moved to the island of Kauai for the surf. By the early 2000’s all of his surroundings and early influences came together allowing him to create pieces that you see in his art today.
“I like to get a reaction out of people,” states Palmer regarding the goal of his art.
Palmer can be found hopping on a plane fairly often, hoping to catch his next big wave. As a self-proclaimed thrill seeker, he travels to Tahiti, Bali, Western Samoa, and Mexico. He frequently travels to LA for inspiration and tends to revisit original style influences he grew up with.
When globe-trotter Palmer isn’t enjoying the surf you will find him snowboarding in Japan every winter. “The mountains call every so often and I’ve gotta go,” states Palmer.
Palmer’s piece, Modern Geisha, was inspired by his experiences in Japan.
Like most creative talents, Palmer states that his mood also inspires his pieces.
“If I’m feeling relaxed I will create a more tranquil piece but I also switch and design a chaotic piece when my mind is stimulated or I’m feeling impulsive,” states Palmer, “sometimes I may even turn a little bit of chaos into harmony depending on my mood.”
Palmer has not always been able to dive head first into his art as easily as he can today. Eighteen years ago, he found himself a single father slowing down his works for a bit while allowing himself the enjoyment of parenthood. He never lost his passion for creating art and continued to do so throughout the years with more to come.
Most recently, Palmer entered a piece titled Layla into the Kauai Society of Arts Show 2019. Out of 174 entries, his was one of the 74 pieces selected to be featured throughout the island in places such as the Lihue Airport and local libraries.
