Feed Me: West Coast 🌴

Hotels, guns, Cafe Stella's new dress code, and Tehrangeles.

Jun 17, 2026

Good morning, everyone.

Before we get into today’s West Coast letter, let’s address the news that several of you texted to the Feed Me Tip Line last night: at least half of Kiki’s (a Greek Dimes Square cafeteria of sorts that has restaurants on both sides of Division St.) appears to be seized for tax evasion by the state of New York. One reader embarked on her own investigation of the situation, clarifying that the notice was from the state, not the city — so this is likely an issue with the business occupying the building, rather than the landlord. According to the New York State Department of Taxation and Finance site, it does appear that Kiki’s (or its LLC, Chinatown Greek Food Services) owed over $200,000 to the state in sales and withholding (paycheck) taxes as of earlier this month. I reached out to Kiki’s for comment, and will keep you in the loop.

Today’s newsletter includes: Jeff Klein on how to get a job at one of his hotels, California hotel recommendations (including Jason Stewart and Patrik Sandberg), a vibe report from Madeleine Mogul, and a report from the Iran-New Zealand match in LA.

Guest Lecture: Jeff Klein

This interview is part of a Feed Me feature called Guest Lecture. In this series, I introduce you all to an expert who I’m curious about, and give paid readers an opportunity to ask them anything they want. Past guests have included Gwyneth Paltrow, J. Crew CMO Julia Collier, and beehiiv founder Tyler Denk.

Today, hotelier Jeff Klein answers your questions about his most transformative hotel experiences, how luxury should be judged, and what he looks for when hiring new staff.

“You started as a bellman in NYC. What is the number one hospitality rule you learned starting from the bottom?” - Tatayana

The biggest lesson was simple: People remember how you make them feel long after they’ve forgotten what you did for them. As a bellman, I learned that hospitality isn’t really about carrying bags. It’s about recognizing people, anticipating needs, and making someone feel seen. Thirty years later, I still think that’s the whole business.

“A lot of high-end hotel design is being plagued by an epidemic of placelessness, high-caliber institutions lacking in identity or character. What dictates how you go about developing an aesthetic identity for each institution?” - Abigail

I try to start with the story rather than the design. Too many projects begin with furniture and finishes. We begin by asking: who belongs here, what does the room feel like at midnight, and what memories should people leave with? The design follows the narrative.
Ironically, Instagram has made my job easier because most of my competitors are now copying the same five competitors.
Everyone is sourcing from the same mood boards, the same hotels, the same designers, and the same social media feeds. Hospitality has become a little bit of an echo chamber. You can walk into some new hotels and immediately recognize where every idea came from.
The result is that many hotels look beautiful but feel interchangeable. You can wake up in Los Angeles, London, Miami, or Dubai and have absolutely no idea where you are.
The advantage today is having an actual point of view. Not a design point of view—a human point of view. Who belongs here? What do they care about? What kind of conversations are happening at the bar at midnight?
Once you know that, the design becomes easy. The hard part is having the conviction to create something authentic instead of copying whatever hotel got the most likes on Instagram last week.

“What’s the last transformative hotel experience you’ve had?” - Emily

The most transformative hotel experiences are rarely the most luxurious. They’re the places where every decision feels intentional. You can feel when a hotel has a point of view. The staff understands it, the design reflects it, and the guests respond to it.
A recent example for me was Macakizi Hotel in Bodrum. We actually checked out of the Aman to stay at Macakizi. That’s probably the highest compliment I can give a hotel. It wasn’t as luxurious, but it had something more valuable: a soul.
The energy was distinct. The crowd felt organic. The place had a personality. You knew exactly where you were and exactly what it stood for. In an era when so many luxury hotels are beginning to look and feel alike, that’s incredibly rare.
Whenever I visit a place like that, it reminds me that hospitality is ultimately an emotional business, not a real estate business. Guests may remember the thread count, the marble, or the size of the suite for a few days. What they remember for years is how a place made them feel.

“Re the aesthetic sameness / placelessness of so many high-end hotels, you refer a couple times to hotels that are taking their design cues from the same other hotels, or referencing/copying a small group of your competitors, and an echo chamber that has developed. For the uninitiated, which hotels / go-to references are those specifically?” -Dan

I don’t think the issue is that people are copying any one hotel. The issue is that so many people are drawing inspiration from the same small group of hotels, designers, and images.
If you look at the last twenty years of hospitality design, there are a handful of enormously influential properties that have shaped almost everything that came after them. Hotels like Chiltern Firehouse, Hotel Costes, Chateau Marmont, the early, original Aman resorts all had a genuine point of view. They weren’t copying anyone. They were creating something new.
The problem is that many newer hotels are referencing those references rather than developing their own identity. You end up with the same velvet banquettes, the same moody lighting, the same vintage photographs, the same marble bathrooms, the same olive trees, the same playlists, and the same design vocabulary appearing everywhere.
Instagram accelerated that trend because everyone now sees the same images and saves the same mood boards. Hospitality became a little bit of an echo chamber. You can walk into some newly opened hotels and immediately recognize where every idea came from.
What’s often missing is a sense of place. The most memorable hotels don’t look like a collection of references. They feel inseparable from their city, their owners, and the people who created them. The goal shouldn’t be to look like the hotels everyone is talking about. The goal should be to create a hotel that people talk about twenty years from now. And don’t get me started on everyone copying Axel Vervoordt!!!! Oy vey…

“Luxury seems to get judged by the everyday stuff guests actually touch, the water, the robe, what’s in the bathroom. How do you decide which of those details are worth obsessing over and which nobody notices?” - Ali

The details people notice most are often the ones they never consciously think about. The temperature of a martini. The lighting at dinner. The weight of a menu. Luxury is usually the accumulation of hundreds of tiny decisions rather than one grand gesture.
I spend a lot of time talking to everyone on the team—from housekeepers and cooks to servers and managers—and they often ask me the same question: “Why do you care so much that a lightbulb is five watts too bright? Who notices that besides you?”
My answer is always the same: the guest notices.
They may not notice it consciously. They may never walk out and say, “The lighting was wrong.” But they feel it. Hospitality is emotional, and every detail is either making someone feel more comfortable, more relaxed, and more at home—or it’s doing the opposite.
Most guests can’t tell you why one hotel feels magical and another doesn’t. That’s our job. The accumulation of a thousand seemingly insignificant details is what creates the feeling people remember and keep coming back for.

“Where do you think the next major play in hospitality will be now that we’ve reached peak members club hype?” - Julien

I actually don’t think we’ve reached peak members club hype at all. I think we’re still in the early innings.
The problem isn’t that there are too many clubs. The problem is that too many of them are interchangeable. Most have beautiful interiors, decent food, and some version of the same membership model, but very few stand for anything. If I took the logo off the front door, you often wouldn’t know which club you were in.
The clubs that will succeed over the next decade won’t be the ones with the longest waiting lists or the most celebrities. They’ll be the ones with a genuine point of view and a community built around shared values, interests, and commonalities.
I’ve always believed people don’t join clubs because they want access. They join because they want connection. They want to find their tribe.
That’s why I think the next major play in hospitality isn’t a new format—it’s a deeper understanding of community. The winners will be the operators who create places people genuinely identify with and feel a sense of ownership over. The places they miss when they’re gone.
Anyone can build a beautiful room. Building a community is much harder. That’s where I think the opportunity still is.

“How do you weigh the pros and cons of keeping SVB as a lowkey place for members to dine and hang out with friends vs more of a nightlife / party destination as some other unnamed private clubs have done?” - Charles

We’ve always believed that privacy is the new luxury. Nightlife can be exciting, but it’s difficult to build a lasting community around a party. We’d rather create a place where someone comes three nights a week for ten years than a place everyone talks about for six months.
Many of our competitors spend a tremendous amount of energy trying to get celebrities through the door. Ironically, I’ve never been particularly interested in that. What I care about is delivering the best possible experience. The funny thing is that when you’re not chasing famous people, they tend to feel more comfortable and want to come anyway.
I’ve spent a lot of time studying Hermès because I think they have one of the most intelligent luxury business models in the world. They don’t wake up every morning asking how to create more hype. They wake up asking how to make a better product. We’ve tried to apply the same philosophy to hospitality. Focus obsessively on the product: the location, the design, the food, the service, the music, the atmosphere. Make it the best experience in the marketplace. Then be thoughtful about growth and scarcity.
We’re trying to be intentional about who joins the community. Not because exclusivity is the goal, but because culture is. The people in the room ultimately become the product.
My goal is to have members who genuinely love being there rather than people who are simply trying to get past a velvet rope because they heard this is the “hot place.”

“What do you look for when hiring new staff?” - Zack

We can teach almost anyone how to open a bottle of wine or serve a martini. I can’t teach warmth. The people who succeed with us genuinely enjoy taking care of others. Hospitality is a profession of generosity.

“What did Camp Winnebago teach you about hospitality?” - TG

Camp taught me that people are happiest when they feel part of something bigger than themselves. Looking back, many of the things we try to create in our clubs—rituals, friendships, familiarity, belonging—aren’t that different from what great camps have always done.

“Last June, you sent a letter to members of San Vicente West Village in which you shared an extremely honest—and not particularly flattering—self-assessment / report card for the club three months after opening. I vividly remember you using the phrases “mortified” and “embarrassed” about certain aspects of service. That candor is so refreshing. And it was done in the spirit of: We opened with major problems, we’ve got them under control three months in, and they will be a thing of the past very soon. That level of transparency with customers feels bold—even though it maybe shouldn’t. Have you always managed like that / been as candid with your customers / clients / guests as that? Does that candor and confidence develop along with your track record, knowing that paying guests/customers/members will buy in more when you say: Trust us—we know this element sucks right now, but we know exactly how to fix it?” -Dan

I’ve always believed that guests and members know when you’re being honest and they know when you’re spinning them.
The reality is that every hotel, restaurant, and club has problems. Every single one. The difference is that most companies spend their energy pretending they don’t exist. I’ve found it’s much more effective to acknowledge them, take responsibility for them, and explain what you’re doing to fix them.
When we opened San Vicente West Village, we were overwhelmed by the response. Membership exceeded our expectations, and operationally we were not where we needed to be. Service was inconsistent. There were aspects of the experience that simply weren’t living up to the standards we had set for ourselves. I was genuinely embarrassed by that.
What I wasn’t embarrassed by was admitting it.
I think members can forgive mistakes. What they won’t forgive is denial.
That letter wasn’t a strategy. It was simply the truth. I wanted our members to know that we saw the same problems they saw, that we were holding ourselves accountable, and that we had a clear plan to improve them.
In hospitality, trust is built when expectations match reality. If something isn’t good enough, I’d rather tell people directly than ask them to pretend otherwise.
Ironically, I’ve found that transparency often creates more goodwill than perfection. Members don’t expect us to be flawless. They expect us to care. They expect us to notice problems before they do. And if we do fall short, they expect us to own it—and we do!!!
I also think there’s a broader lesson there. Many companies are obsessed with protecting the image of the brand. I’ve always believed the best way to protect a brand is to protect the relationship with the customer. If you do that consistently, the brand takes care of itself.

“What are the top three pieces of advice you’d give someone starting a hotel?” - AKR

First, have a point of view. Nobody needs another beige luxury hotel. Guests can feel when a place stands for something and when it doesn’t.
Second, obsess over operations as much as design. Great design gets people in the door once. Great operations bring them back for twenty years. Most owners spend years choosing the marble and five minutes thinking about how the phone gets answered.
Third, understand that hospitality is a long game. The best hotels become institutions because they’re built decade by decade, not quarter by quarter.
And finally: never let go of the wheel. The second you do, the hotel starts moving away from you. Hospitality is a business of a thousand tiny details, and those details compound every day. The best hoteliers I know are a little obsessive, a little unreasonable, and completely unwilling to lower their standards. You have to be dogmatic about the things that matter.

“Do you think it’s possible to fuse the club member and hotel guest experiences?” - Lauren

The simplest way to describe it is that hotel guests want a great stay, while members want a second home. The challenge is creating a place that delivers both. When it works, guests feel like insiders and members feel ownership. That’s the sweet spot.
What’s interesting is that a private club and a hotel are almost natural enemies. Most private clubs are built around a velvet rope. Their message is: “Not everyone gets in.” Hotels, on the other hand, are built around occupancy. Their message is: “Would you like a late checkout?”
Most people try to smash the two together and end up damaging both. The club loses its mystique and the hotel loses its warmth. Where I differ from many of my competitors is that I’m not trying to make people feel excluded. I’m trying to make people feel like they belong. That’s a very different thing.
The reason people join our clubs isn’t because they want to stand behind a velvet rope and look at the people who didn’t get in. They join because they find their tribe. They find people who share similar values, interests, curiosity, taste, and behavior. They feel at home.That’s also what I tried to create at Sunset Tower. The magic of a great hotel isn’t luxury. It’s belonging. It’s walking into a room and feeling like everyone already knows your name, even if it’s your first time there.
So yes, I absolutely think it’s possible to fuse the club and hotel experience, but only if you’re incredibly intentional about who you’re attracting. The real luxury business isn’t selling rooms or memberships—it’s curating chemistry.
If the hotel guest and the club member would genuinely enjoy sitting next to each other at dinner, you’re onto something. If they wouldn’t, no amount of interior design, marble, or marketing can save you.
I think we’ll eventually get there by pulling the same levers on both sides—design, programming, service, culture, and even who we market to—so that the hotel guest and the club member are complementary versions of the same person attracting a community that vibes well together. When that happens, the distinction between guest and member starts to disappear, and the entire place feels like a community rather than a business.

GET A JOB!!!

Welcome to June Gloom.

In this dispatch devoted to news and revelations concerning the Southland, we’ll hear from Madeleine Mogul, a New Yorker willfully trapped in Los Angeles.

Should we get into guns? A friend asks me this while testing Westman Atelier blush sticks at the Grove. What she’s really asking is if we can make shooting guns a “thing” this year. In the way line dancing was once a thing, in the way Mahjong is now a thing. In Los Angeles, it’s hard to discern between an emotional crisis and a normal use of time. I’m reminded of a guy I met who was saving up Disney paraphernalia to open a Mickey Mouse themed gay bar...

What else is there to do here but dream? For starters, it’s June Gloom. For those living elsewhere, it’s a bit like a 75 degree February. Everyone’s giving Humphrey Bogart attitude in earth-tone shapewear. Blocks of retail stores are sitting empty across the city. Without the penalty of a vacancy tax, there’s no rush to do anything about it. The K-shaped-now-E-shaped economy can be sorely felt, but not by Justin Bieber, who I saw smoking two blunts with a blow torch recently. All this being said: Spencer Pratt conceded, it’s stone fruit season, and the sun will shine on Los Angeles again — at least once the marine layer burns off at noon. Speaking of Pratt…

Entourage Creator and Beverly Hills resident Doug Ellin didn’t realize he couldn’t vote for Spencer Pratt.
Jurisdiction laws in Los Angeles would have it that Beverly Hills, West Hollywood, and Malibu cannot vote for LA County mayor. That is because they are technically cities, and have their own mayoral elections. This came as a surprise to many people last week, including the creator of Entourage, who went on a Twitter rant about supporting Spencer Pratt.

Goop Kitchen has finally released their nutritional information.
The Goopfella’s Pizza, which, up until last week I was treating as more of a personal pie, has 2,580 calories. Roughly triple the amount of a personal pizza at Dominoes. Don’t even get me started on the Harvest salad (more sugar than a can of Coca-Cola).

The chef behind the Tesla Diner has opened a Jewish deli.
Los Angeles appears to be feverishly obsessed with concept delis and diners. There’s Max & Helens, Bub & Grandmas, Belles, and Clark Street to name a few. Might I suggest the real deal instead.

Erewhon is behind on its rent in Culver City.
In a breach-of-lease complaint filed in Superior Court, its landlord, an international real estate giant based in Culver City, said Erewhon “is liable more more than $275,000 in unpaid rent and legal fees.”

Paloma Wool is opening a store in Los Angeles.
The brand partnered with Sophie Becker, the world’s hottest ventriloquist, to promote the opening. It is right around the corner from The Row, Isabel Marant, Martin Margiela, and Thom Browne, and was designed by Max Milà Serra.

Peptides are on an FDA fast-track.
As if LA cares about the FDA. Eve Babitz called heroin the “most celebrated romantic excess of our time.” I wonder what she’d say about grey-market injectables. Last week I watched a girl shoot up GLP-1s at the Silver Lake Meadow. This week, I was offered a ‘plug’ for the new *stacks* coming out of China from my dermatologist. The FDA will hold a meeting to weigh in on a smattering of popular peptides. Some speculate private interest (and MAHA) will accelerate the approval process. Wishing everyone a very peptide summer regardless.

Cafe Stella now has a dress code.
No hats, tank tops, or team athletic attire. I found owner Gareth Kanter shuffling around the space with a church-grade Byzantine censor of burning rosemary. He’s threatening to put a pool in the parking lot again. He also changed the Pharmacie du Vin general store into a bookstore in less than 24 hours. Other additions include a beautiful impressionist painting that sits on a brass stand in between tables. Very La Colombe D’Or. The food is still Lucien with better produce, but I’m here to drink liquor. Speaking of that, I’m told that Bar Seco will be opening a rooftop bar.

This quarter, Los Angeles experienced the largest population decline in the United States.
A breakdown begins with an uncompromising act of control. Some people take to their bed. Some people take to their bangs. And in Los Angeles, many take to the Threat of Moving to New York. Even Alana Haim is flirting with the idea. Maybe having the floorspace for a 9x14 rug doesn’t enrich your quality of life.

Snap launched $2,195 glasses.
The campaign, shot by Steven Meisel, features Jimmy Butler, Imogen Heap, Hoyeon, Jack Harlow, and Kaia Gerber.

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Tehrangeles.

A World Cup report from the Iran-New Zealand match in LA — by Daniel Riley.

Until earlier this week, the Iranian national team was not permitted to enter the United States, despite all three of its World Cup group-stage matches being scheduled for the West Coast. Initially, Iran had planned to make its base camp in Tucson, Arizona, but due to ongoing hostilities between the United States and Iran, the team was exiled to Tijuana, Mexico, and visa entries were delayed. Several non-player members of the team, including the president of Iran’s soccer federation, were denied entry and left behind in Mexico, when the team left Sunday for Los Angeles, where the terms of their visa limit them to less than 48 hours on American soil.

How did they spend their time in the US? Answering delicate questions about who and what they represent in the arena of global sports. Staying at the Westdrift Manhattan Beach. And maybe stopping by a Chipotle in El Segundo. By the time they took the field on Monday night for their match with New Zealand, it felt like an onerous obstacle course had already been overcome. The 70,000-plus sold-out crowd at Los Angeles Don’t-Call-It-SoFi Stadium made three-dimensional and sonorous a statistic I have heard all my life: that Los Angeles has the largest concentration of Iranians outside of Iran, and is sometimes called the second-largest Persian city on earth.

In a stadium that felt weighted three-quarters for Iran, a quarter for Mexico (who was not playing), with only a light dusting of All Whites fans, the nuances of support for Iran were riveting and educational. In all directions—on t-shirts, hats, banners, stickers, and painted faces—was the historic “Lion and Sun” flag, which served as the state flag from 1907 until the 1979 Islamic Revolution, after which it was strictly banned. FIFA also officially banned the flag from the match, and warned it would remove fans who displayed it. Good luck. Some fights broke out among Iran fans before the match over nuances of support I couldn’t reliably grasp. But one I could: an overwhelming number of fans in the stadium booed the national anthem but cheered their team for 90 minutes. A reminder that you can love your country (and its soccer team) without loving its current government. The distinction between a nation and a state.

The match ended in what can only be described (in that way that makes sense most places in the world but rings oxymoronically in this country) as a thrilling draw. 2-2. More scoring than either team probably deserved (just ask xg), seemingly leaving all fans satisfied as they rushed toward the vast open-air exits at SoFi into hundreds of acres of parking lot and an 8 o’clock magic hour. Iran, meanwhile, was forced to fly back to Mexico early—leaving before midnight Monday, just a few hours after the conclusion of the match.

I leave this Southern California audience with four unsolicited pieces of advice: 1> Go to a World Cup game - there are six left in LA; 2> If you can’t see the US play, go to Iran’s next match on Sunday and experience a disaggregated version of Los Angeles, uniquely sorted and assembled, that you maybe haven’t seen before; 3> Consider buying your tickets day-of – deals were had the afternoon of the game; 4> Pink Zone parking passes fire sale on Stubhub day-of.

Hotels California.

It’s still too early to confidently announce that is’s an American Summer, but anecdotally, I can tell you that my friends are doubling down on American travel. Between the Knicks win, the World Cup, America’s 250th birthday, and economic uncertainty due to war in the Middle East, there are plenty of reasons to stick around. I asked Feed Me readers about their favorite hotels in California. If you still haven’t planned your summer travel, consider a sommelier-curated wine fridge in Sonoma, or meeting ghosts at the Chateau Marmont pool.

“All of the famous hotels in California are famous for a reason, and stating them feels obvious. But I think respect must be paid: Chateau Marmont, Beverly Hills Hotel, Hotel Bel Air, Sunset Tower, Fairmont San Francisco, Post Ranch Inn, the Ojai Valley Inn, Sea Ranch Lodge... everyone knows already. I haven’t been to the new Hotel El Roblar yet but I’ll try to find an excuse to go. I also will put people onto Nick’s Cove in Tomales Bay—small and legendary bayside hotel with only five cottage suites. Being out there you feel completely secluded, there is no development permitted on the coast so it’s the lone shoreline property for the entire bay. But my favorite hotel in California, personally, is the Parker Palm Springs. It’s a taste thing, call it a preference. It brings me the closest to my essence and my destiny. (I’m a gay man over 40.)” - Patrik Sandberg

“If money is not a factor … Terranea Resort. Stunning scenery and nature to explore with an incredible restaurant on its campus. Rancho Palos Verdes may fall into the sea in our lifetime so perhaps it is worth the splurge.” - Tasbeeh Herwees

“The Skyview Los Alamos. My favorite California hotel is 0.8 miles from my favorite restaurant, Bell’s. One of the very best ways to spend three days down here starts with snagging a room at this modern motel, which runs about $1,000 for two weekend nights. Make a long dinner at Bell’s the centerpiece of your stay, filled with indulgent wine bottles, Daisy Ryan’s gorgeous French cooking and her husband Greg’s impeccable approach to service. Round out your trip with books and cocktails by the Skyview pool, antique shopping at Sisters, and stops at any of Bodega, Priedite, or Bar Le Cote. I like a hotel that leisurely buttresses the surrounding activities. Hotels shouldn’t be the star. The Skyview knows that.” - Austin Tedesco

“Chateau in LA for the ghosts and the pool and the peaceful lobby. Parker Palm Springs for the palatial grounds and the pool.” - Brooks Reitz

“If somebody else is paying: Auberge du Soleil. The rooms are sumptuous. The views are extraordinary. The service is fantastic. The pool is perfect…and there’s free poolside champagne at 4p every day. Breakfast on the terrace is wonderful. The location can’t be beat for wine tasting or eating at Napa Valley’s finest restaurants. You can borrow Mercedes for tooling around wine country. Who could complain?” - TG

“Carmel Valley Ranch for beekeeping, lavender crushing, horses, and hiking. Also Sea Ranch Lodge for iconic NorCal vibes, windswept, often foggy. Timber Cove for more NorCal quirkiness, mid-century, oysters a plenty…” - Meghan Parent

“It’s too hard to give you just one hotel. But a hotel that always delivers is Hotel Bel Air. It’s relaxed and serene, offering an understated casualness that is unmatched. The staff has been there for decades, and the service is warm and attentive. They have a way of making you feel like you’re at home. The hotel has welcomed so many characters over the years. Talk about a hotel that can really anticipate your needs! Other contenders include Rosewood Miramar for the beach and Post Ranch Inn for the unique landscape. I also love Pelican Hill in Newport Beach. The hotel is quite old and is undergoing renovations (Marriott), which I’m devastated about. It’s one of the few hotels where everything feels rich. The landscaping is incredible. You almost feel like you’re visiting a Tuscan estate. You should do a bio of Donald Bren/Irvine Company sometime. The man painted all of his parking lots green so he could see where he owns land from his helicopter.” - Helen Nguyen

“Deetjens in Big Sur: no TVs or WiFi or cell reception, you have to call their landline to make a reservation, set in its own little waterfall canyon nook with cats roaming around, and a deeply cozy restaurant. Rooms are rustic but clean and I always book a room with a fireplace and have the best reading and rest time. Honorable mentions: Chateau Marmont, Madonna Inn, and La Playa in Carmel.” - Jes

“I actually don’t think California is a great hotel state. I do have my eye on Sensei Porcupine Creek, though.” - Jason Stewart

“Post Ranch Inn because of the quiet. If you book a cliff side room, you can have a hot bath in the steel tub above the clouds. It’s epic. The restaurant is a wonderful journey of pacific morsels with fun table theater. I also love walking around the redwoods and hanging in the nest sculpture because it feels like being a kid in a treehouse.” - Anne Marie

“Farmhouse Inn in Sonoma ranks up there! For the feather bed, sommelier-curated wine fridge in-room, s’mores by the fire pit, and a kitty named Charlotte who roams the grounds like she owns the place (or at least she did when I was last there!).” - Molly Schoneveld