Worksheets, white papers, and discussion guides to facilitate professional growth.
We polled our community on everything about employee benefits —these are the results.
Michael Diaz-Griffith on short-term action for long-term progress.
The key takeaways from our most popular virtual program yet.
THAM KANNALIKHAM ON UTILIZING ARTISANS
How to guide clients to invest in artisan craftsmanship.
SUZANNE TUCKER ON EVERYTHING ANTIQUES
Advice for finding, selecting, and incorporating antiques into interiors.
LESSONS FROM
Bunny Williams & Elizabeth Lawrence
TODD NICKEY & AMY KEHOE ON INDEPENDENT RETAIL
BENEFITS ANALYSIS PAGE 08 WHAT MAGAZINE EDITORS WANT IN A PITCH PAGE 13 LETTER FROM THE CEO PAGE 02 Nurturing Talent for the Future
SEARCH PARTY: SEO BEST PRACTICES FOR YOUR FIRM’S SITE 11 ⬤ RESPONSIBILITY MATRIX TEMPLATE FOR SUCCESSFUL COLLABORATION 12 ⬤ EVERYTHING YOU SHOULD KNOW ABOUT SMART HOME TECHNOLOGY 16 ⬤
COMMUNITY
Creating and maintaining a design retail brand. MEET THE NEWEST DLN MEMBERS 04
Matt Berman on Strategic Growth PAGE 18
Kelly Finley on Establishing a Nonprofit PAGE 19
Christine Gachot on Defining Your Brand PAGE 20
Janice Parker on Procedures & Protocols PAGE 21
Timothy Corrigan on Working in a Global Market PAGE 22 DLN MASTERCLASS SEASON 01
Design Leadership Summit in Photos Page 06
Special issue – Resource Digest
EAR COMMUNITY,
Leadership is a balancing act, a constant push and pull between the immediate and the horizon.
The daily whirlwind of decisions, meetings, and urgent tasks can easily absorb all our attention—but the real thrill, at least for me, has always been in what’s just ahead. A month, a year, even five years down the line—that’s where my imagination sparks. Yet, I know that the grandest visions mean little if they aren’t built on a foundation of short-term wins.
At the same time, staying present isn’t only about business. It’s about being engaged in our own lives, about maintaining the clarity, energy, and perspective that allow us to lead well. It’s about remembering to pause, even briefly, in the midst of all the momentum we’ve whipped up, to take stock of where we are—not just where we’re headed.
This issue of The Quarterly is a special one, packed with practical resources designed to support both your daily practice and your long-term ambitions. Most come in the form of mini-white papers—succinct, insightful, and ready to be put to use.
If I were to use one word to describe my vision for the DLN, it would be “useful.” Here, then, is an offering that speaks to our present as well as our future.
I hope you’ll find something in this issue that not only sharpens your approach but also offers a moment of reflection, a touchstone amid the rush of work and life. After all, we lead best when we are both looking ahead and firmly rooted in the present.
Here is to the year ahead, and to the life’s work you are building each and every day. We’ll be here to support you every step of the way.
Michael Diaz-Griffith Executive Director and CEO
The purpose for all of the work we do at the DLN is to better serve you—creative business leaders at the top of the design industry—in leading your firms to new successes. That’s the guiding principle behind The Quarterly and it’s also the foundation of our virtual programs, from Community Roundtable discussions to Office Hours virtual expert sessions to DLN Masterclass, now in its second season. As we look to setting new goals in the year ahead, we figured there could be no better time to underscore the lessons in these programs, compiling them into one useful resource guide.
With worksheets and white papers covering everything from succession planning to SEO, client relationships to collaboration, this guide is meant not only for you, the leaders of your firm, but for your teams, too. We hope you will use this issue of The Quarterly as a workbook of sorts, referring to it for useful information and circulating it to your team as a reference point and educational guide. Of course, the accompanying videos for the nine DLN Masterclass episodes referenced in this issue are now streaming online, so be sure to bookmark those to watch in your own time or even with your teams to facilitate group discussion. And be sure to tune into this year’s lineup of live virtual programming, where we’ll continue to dive into the topics most pressing to the industry as it constantly evolves. Happy reading and, as always, let me know what you think.
Hadley Keller Director of Editorial and Community Engagement
L EADE
CO L LABO
Welcome
Mari Balestrazzi AIRBNB Las Vegas @AIRBNB
Jennie Bishop STUDIO GILD Chicago @STUDIOGILD
Elizabeth Margles ORTAL Toronto
@ORTALNORTHAMERICA
Ashley L. Walker ASHLEY LAVONNE Los Angeles @ASHLEYLAVONNE_
Kevin Toukoumidis DSPACE STUDIO Los Angeles
Fernanda Loyzaga LOYZAGA DESIGN Mexico City
Allison Mattison TRELLIS HOME DESIGN LLC Hingham MA
Keyanna Bowen EAST + LANE Salisbury MD @EASTANDLANE Eve Robinson EVE ROBINSON ASSOCIATES New York
@DSPACE_STUDIO
@LOYZAGADESIGN
@TRELLISHOMEDESIGN
@EVEROBINSONASSOCIATES
Alexis Blake Presley ELEISH VAN BREEMS HOME Westport CT @ELEISHVANBREEMS
Lizette Bruckstein LIZETTE MARIE INTERIOR DESIGN San Francisco @BYLIZETTEMARIE
Genevieve Garruppo GENEVIEVE GARRUPPO PHOTOGRAPHY LLC Brooklyn NY @GARRUPPO
Melissa Reavis HOLLANDER DESIGN LANDSCAPE ARCHITECTS New York
@HOLLANDER_DESIGN
Jonathan Paetzel MARSHALL PAETZEL LANDSCAPE ARCHITECTURE Mattituck NY @MPLASTUDIO
Darren Henault DARREN HENAULT INTERIORS & TENT NEW YORK New York @DARRENHENAULT
Andrea Cipriani Mecchi CIPRIANI PHOTOGRAPHY LLC Philadelphia
@ANDREA_CIPRIANI_MECCHI
Mark Gillette MARK GILLETTE INTERIOR DESIGN LTD Chester UK @MARKGILLETTEINTERIORDESIGN
Bailey Gorelick Donaghue MEGAN GORELICK INTERIORS Montchanin DE @MEGANGORELICKINTERIORS
THE LIVING ROOM
BY THE DESIGN LEADERSHIP NETWORK
NOW DOWN TO THE LAST COPIES
Get your copy of THE LIVING ROOM now at a discounted rate before we release the second book in the DLN series with ASSOULINE.
DESIGN LEADERSHIP SUMMIT. . Edinburgh
COMMUNITY POLL
EMPLOYEE BENEFITS
If one thing is certain in the design industry, it's that there is no single template for structuring a business. Our Members bill, work, and organize their studios in myriad ways. This can make something like offering competitive benefits tricky. We polled our community to show what your peers are doing. Here's the breakdown.
FIGURE 01 HOW LARGE IS YOUR FIRM?
FIGURE 03 HOW DO YOU OFFER MEDICAL BENEFITS?
BENEFITS PAID BY EMPLOYER
STIPEND
50% PAID BY EMPLOYER
BENEFITS PARTIALLY PAID BY EMPLOYER
EMPLOYER PAYS 75% OF MEDICAL PREMIUM FOR EMPLOYEES ONLY
STIPEND & MEDICAL PLANS TO CHOOSE FROM
FIGURE 04 DO YOU OFFER BONUSES?
FIGURE 05
DO YOU OFFER PARENTAL LEAVE?
FIGURE 06 DO YOU OFFER PAID
FIGURE 09
WHICH BENEFITS ADMINISTRATOR DO YOU USE?
SSA INSURANCE SERVICES ADP
PeopleKeep OFFICE MANAGER
PAYCHEX AND FIDUCIARY HOLDINGS LTD
10 WHAT OTHER BENEFITS DO YOU OFFER EMPLOYEES?
FULL TANK OF GAS ONCE A MONTH, BEREAVEMENT PTO, YEARLY PROFESSIONAL IMPROVEMENT TRIP... GOING TO A
OR EDUCATIONAL
FIGURE
REMOTE/FLEXIBLE WORK, TUITION REMISSION, MANDATORY OFFICE CLOSURE BETWEEN CHRISTMAS AND NEW YEAR‘S DAY, CONTINUING ED TRIPS TO HPMKT,
08
SUMMER HOURS WITH 40 HOUR WEEKS, BUT LEAVING EARLY ON FRIDAYS. TRADE SHOWS OUT OF TOWN.
CLIENT & EMPLOYEE REFERRAL BONUS PROGRAMS, HSA, SHORT & LONG-TERM DISABILITY, DENTAL, VISION, MENTAL HEALTH, CRA FOR TRANSIT/ PARKING, VOLUNTARY TERM LIFE INSURANCE, PROFESSIONAL DEVELOPMENT
FRIDAYS OFF, TRAVEL TIME PAID FOR OUT OF THE CITY
GIFTS, WFH FLEXIBILITY, PAID MEMBERSHIPS, TIME OFF TO STUDY AND STUDY MATERIALS
FIGURE
FIGURE
SEARCH PARTY: SEO BEST PRACTICES FOR YOUR FIRM’S SITE
IN A RECENT OFFICE HOURS on branding with DLN Professional Members Roxanne Hanna and Susannah Charbin, the conversation turned from website design to searchability. After all, what good is a beautifully branded site if no one is landing on it?
Below, we’ve pulled together an SEO (search engine optimization, for the uninitiated) best practices one-pager to ensure your firm is ranking as highly as possible in Internet searches that might bring you business.
ESTABLISH KEYWORDS FOR YOUR BUSINESS
• Some starters: location, business type, style, offerings
° E.g., Boston interior designer and interior architect, high-end residential, modern maximalist
FILL YOUR SITE (FRONT AND BACK END) WITH KEYWORD-RICH LANGUAGE
• Write your “about me” page, home page, and any other text-heavy sections of your site with these established keywords.
• Create an SEO meta-title and meta description for your site (this is what search engines crawl to bring up search results)
PAY ATTENTION TO ALT TEXT
• Alt text is the language associated with an image, which is used for both ADA compliance (it’s what e-readers pick up for visually impaired users) and searchability (it’s the language that search engines ingest when confronted with an image)
• Doublecheck every image on your site has both:
° Alt text that provides a brief description of the image (include your firm name)
° A file name that includes your firm name, so the image is affiliated with your name in Internet searches.
• Be sure to remove identifying information (e.g., client names, addresses) from image file names and alt text
PAY ATTENTION TO SLUGS
• Slugs, or URLs, are the addresses that direct users to your content; make sure they are clear and keyword-rich.
• Eliminate filler words and prioritize clarity and searchability over word play
• Linking from your site out to press mentions, organization involvement, and other activities boosts your search
° Link your social media accounts clearly
UPDATE YOUR SITE REGULARLY!
• Frequently updated sites rank higher in search; make it a part of your process to add new projects, press, and other information to your site
• Some other ways to frame updates:
° A journal or blog section of the site
° An RSS feed pulling recent social posts
° A “news” section updated with press and other activities
FURTHER READING
Google’s SEO Starter Guide
RESOURCE
TEAMWORK
A responsibility matrix may be the key to successful cross-disciplinary collaborations. Below is an example of the form Historical Concepts shares with interior design teams; use this as a guide for your own break down.
DURING A RECENT DLN COMMUNITY ROUNDTABLE on working across disciplines, Member Kevin Clark of Historical Concepts shared an example of the responsibility matrix which his team uses to delineate ownership of design tasks between interior designers, landscape architects, and any other professionals involved in a project.
FINISH MATERIAL SELECTIONS & SCHEDULE DOOR/WINDOW HARDWARE
SELECTION & SCHEDULES
CABINET HARDWARE SELECTIONS & SCHEDULE
APPLIANCE SELECTIONS & SCHEDULE
SPECIFICATION
“Every project benefits from the unique contributions of the design and construction professionals engaged to take a project from vision to reality. Collaboration and sharing of design ideas across disciplines is imperative and expected throughout the design and construction phases. However, the development of final drawings, schedules, and specifications always needs a singular owner.
This table represents our standard breakdown of drawing and deliverable ownership between HC and an Interior Designer. Our fees are reflective of this division of scope and our collaboration in the design phases. Should HG be requested to prepare selections, schedules, or detailed drawings of the selections in the right columns, these will be accommodated as an additional service.”
WHAT EDITORS WANT NOW
FOR MAY’S OFFICE HOURS SESSION, the DLN tapped leaders of three Media Partner magazines: Jill Cohen, Editor in Chief, Luxe Interiors
+ Design ; Joanna Saltz, Editorial Director, Delish & House Beautiful ; and Jacqueline Terrebonne, Editor in Chief, Galerie Magazine
The three editors led an engaging session about the state of the industry and what they want now in terms of projects, pitches, and storytelling. Missed the session? Read on for a few takeaways.
PITCHING
Of course, many DLN Members were eager to hear the best way to successfully pitch these magazines. Jill, Jo, and Jackie shared valuable intel on how (and how not!) to reach them.
DON’T
DO
• Send project pitches in a Dropbox file with a PDF contact sheet.
• Curate your selection of photos, narrowing it down to a few strong shots of each space.
• Pay attention to order! Lead with a strong image and organize as you would walk through the home.
• Give editors time to respond. (Wait at least a week to follow up.)
• Consider a “hook” for digital pitches.
• Pitch products with both silo and in situ photo options.
HOUSE BEAUTIFUL: Wants a compelling story and details about what makes the project special (homeowner asks, design hurdles, unconventional details)
• Pitch through the HB pitch portal; DLN Members can reach out to catherine. dipersico@hearst.com for status updates
• Pitch multiple outlets at once; select which project you want for which magazine and cater your pitch accordingly (more on that below).
• Rename your photo files; it will make it much harder for outlets to communicate selections.
• Share the whole project on social before pitching it to a brand.
• Mass pitch products with little relevance to the brand.
BRAND SPECIFICS:
LUXE: Wants details on project professionals, resources, and sources; is less interested in homeowner details.
• Pitch to the editor of your region, who compiles pitches for Jill (find your contact on the Luxe site)
GALERIE: Wants details about the art and the homeowners’ collecting habits/ personal style.
• Pitch to Jackie, jterrebonne@galeriemagazine.com
PHOTOGRAPHY
Another theme that emerged during the session was the importance of (good!) photography to any editorial pitch. Strong photography has never been more of an important investment for your firm, for pitching editorial, maintaining an SEO-friendly website, and creating compelling social collateral. With the addition of interior photographer Members to the DLN last year, we’ll be mounting an Office Hours featuring their expertise; until then, consider these pointers from our editorial leaders.
DO
• Invest in a good photographer (the DLN is a great resource for this, or look through your favorite magazines and see which photographers they’ve featured).
• Hire a stylist! Some favorites from our editors: Robert Rufino, Mieke ten Have, Anthony Ambriano
° DLN Member-recommended stylists on the Insiders Guide
• “Control the shoot!” After decades of being on set for editorial shoots while producing books, Jill notes that many designers hire a photographer—and then stop there. Don’t be afraid to give guidance/pointers to your photographer (and stylist) during the shoot; after all, your designer’s eye is likely different than their photographer’s eye.
DON’T
• Turn the lights on in photos!
• Go over-the-top with styling (make sure it makes sense!).
• Shoot an unmade/rumpled bed unless there’s a made up option, too.
• Skip over the less glamorous spaces; magazines want to see mudrooms, powder rooms, entryways, butler’s pantries, etc.
BRAND SPECIFICS:
There’s an easy way to tell what style of photos a specific magazine wants: Do your research! Using past features as references is a great tool for your photographer and stylist.
HIRING THE RIGHT SUCCESSION TEAM— AND POSITIONING THEM FOR SUCCESS
with Amy Ufberg, Partner, Dechert Ken Roberts, Partner, Interior Talent
WHEN IT COMES TO SETTING your firm up for success (even beyond your own tenure), there’s no more important consideration than hiring. The right people enable your office to run smoothly and allow you to focus on priorities. In this session, Interior Talent founder Ken Roberts and Dechert lawyer Amy Ufberg share key considerations for hiring, training, and setting the right team up for success.
START SOONER THAN YOU THINK YOU NEED TO
Echoing advice from Ankie Barnes and Eric Groft in the DLN’s last Succession Planning session, Amy and Ken underscore the importance of starting early, ideally giving between five and seven years for the process. You don’t need to be thinking of retirement to have a succession plan—you may want to take on a more creative role, allow for vacations, or prepare a new generation of leadership.
DEVELOP A ROAD MAP
You’ll want an effective plan to outline timing for a change in control, titles, and finances. Of course, unexpected changes are bound to happen; with that in mind, you’ll want an ideal plan and a contingency (or Plan A and Plan B). Amy suggests laying this out in a flow chart or decision tree to clearly understand the order of your plan.
HIRE THE RIGHT TEAM
Before beginning the succession plan in earnest , you’ll want to hire some roles outside the company, including:
• Legal team: one for you as well as for your successor(s)
• CPA
• Business consultant: to develop an org chart and divide labor
• Recruiter: to help identify and develop your successor(s)
HONE IN ON YOUR MODEL
As Ken explains it, there are three major models for succession:
• Selling to a larger entity
• Developing an Employee Stock Ownership Plan (ESOP), whereby you transfer ownership to current employees
• Merging with another company and absorbing some or all of its leadership
Your model will determine the rest of your plan. ESOPs, which are the most common among design firms, will entail identifying successors in the company and training them for leadership while also involving them in the legal and financial process. Merging with another firm might be the right option if the leader of a younger studio seems like the right fit to take over for you and you don’t want to disrupt their current model. If you don’t have someone on your current team or in mind as your successor, a recruiter can help you find that person and train them accordingly. In one case, Ken’s client hired someone as COO with a plan
to take over as CEO after five years, during which time the outgoing CEO strategized the smooth transition.
DETERMINE YOUR STAKEHOLDERS
In addition to determining who will run your firm down the line, you’ll want to identify who will make financial, legal, and other decisions without you, including in the event of death. Designate a power of attorney and shareholders.
GET YOUR FINANCES IN ORDER
Financial planning is a huge part of succession planning. Whether you’re planning to sell, merge, or transfer ownership, you’ll need to be prepared for:
• VALUATION : Ken suggests calculating this figure based on the last 7 or 8 years of business to find an average; an outside professional can help determine it. Your valuation may determine next steps: If it’s lower than expected, Amy suggests it may be a good time to transfer funds for more favorable taxation.
• POTENTIAL WEALTH TAX: this will hit firms with over $13 million in business, but will soon likely drop to closer to $6 million. Make sure you have the liquidity to pay this.
• DIVISION OF EQUITY: If you want stakeholders that will benefit from your assets without making decisions (perhaps a spouse or children), you can divide equity between voting and non-voting shareholders.
SHARE YOUR PLANS WITH EMPLOYEES
This part is key, Ken and Amy agree. “In the absence of information, people assume the worst,” says Amy. Get ahead of that by clearly communicating plans (and associated timelines) with your staff.
A few pieces of advice for doing this:
• DON’T FORGET CURRENT EMPLOYEES WHEN HIRING NEW ONES : Instead, turn new hires into an opportunity to advise current employees on what new opportunities this will mean for them, advises Ken.
• GIVE SUCCESSORS INCENTIVE : The succession process can be long and the reward delayed. Incentivize potential future leadership with advanced stock options or bonuses.
• DON’T BE AFRAID OF NDAS : You’ll be discussing sensitive company information with anyone involved in your succession plan, so it’s completely acceptable to expect them to sign a nondisclosure.
EVERYTHING DESIGN PROFESSIONALS SHOULD KNOW ABOUT ARCHITECTURE & INTERIORS PHOTOGRAPHY
PANELISTS
Brittany Ambridge, Lauren Andersen, Roger Davies, Donna Dotan, Genevieve Garruppo, Jessica Glynn; moderated by Ingrid Abramovitch.
SOME MIGHT SAY your work is only as good as its photography— after all, especially for residential designers and architects, that’s the only way most people see your work. In this virtual session, Elle Decor’s
HOW TO BE AN IDEAL
Ingrid Abramovich sat down with six of the DLN’s Photographer Members to discuss everything from using stylists to negotiating photo rights. These were their key takeaways.
PHOTOGRAPHY CLIENT
Ideal clients have a clear vision, excitement about their project, and respect for the photographer's work.
DON’T
DO
• Factor budget for photography into your projects from the beginning.
• Present a clear vision for the shoot (bringing stylistic references in books or magazines is encouraged).
• Be clear about the project details and scope of work.
° Develop a specific shot list and share with the photographer ahead of the shoot.
• Rush to shoot a project that isn’t complete.
• Overlook the importance of styling.
• Request free or heavily discounted photography in return for promotion.
THE IMPORTANCE OF TEAMWORK
The best photo shoots are the result of collaboration between designer, photographer, and stylist.
• A shoot will always be best if the architect or designer is on site and acting as an active participant, while still respecting photographer and stylist expertise.
° Be prepared for all hands on deck, including helping with less glamorous tasks, like steaming linens, stuffing pillows, or last-minute cleaning.
• Begin a shoot day with a walkthrough with designer, photographer, and stylist, identifying key shots and making a plan for the day based on lighting, time, and scope.
• Don’t be afraid to give direction! The input of the creative behind the space is valuable to both photographer and stylist.
KNOWING YOUR R IGHT S
Scan for a list of DLN Member-approved stylists
HOW MUCH EDITING IS TOO MUCH EDITING?
• The rapid progression of AI is impacting photography; DLN photographers agree there’s a clear line between what’s ethical and not in terms of editing
ETHICAL : Enhancements that still present an honest representation (e.g., adjusting lighting/shadows/colors, adding in a furniture piece that was delayed in transit but eventually in the space).
UNETHICAL : Anything that significantly alters the view of the space (e.g., swapping in well-known art where it doesn’t exist).
01 Be up front about your intended usage to ensure an accurate contract. Rights differ depending on purpose: editorial vs. commercial usage; print vs. digital or social media; onetime vs. multiple use.
02 When you’re unsure, always ask your photographer about rights for sharing/publication.
03 No matter who owns the photos, crediting your photographer is always a must.
EVERYTHING YOU SHOULD KNOW ABOUT SMART HOME TECHNOLOGY
SMART HOME TECH HAS BECOME as much of a buzzword as a useful descriptor of available tools. So, how do you design with technology that helps your clients (and won’t be obsolete in five years)? Here, Cecilia E. Ramos, Senior Director of Architectural Markets at Lutron, and Brittany Canniff Kimball, Senior Manager of A&D, North America at Kohler, get honest about smart home technology.
CLIENTS ARE TAKING CUES FROM HOSPITALITY
Just as in many other elements of design, hospitality and residential are overlapping more as clients become savvier and expect offerings from their favorite hotels and clubs at home. The most popular requests are:
• Smart lighting systems
• Battery-powered shades
• Smart toilets and showers
“SIMPLE” MEANS DIFFERENT THINGS
• Different generations have different comfort levels with tech, but they all come back to wanting ease of use.
• Some younger clients are more averse to integration than their parents generation—because they saw bad first-gen tech in their parents’ home. These clients want the simplest way to get their desired setting (e.g., one button for home arrival that sets lighting, shades, and temperature).
“Simple” to the user often means extremely well-integrated and designed to the client’s specific preferences
EDUCATION IS KEY
AGING IN PLACE DRIVES MANY SMART HOME DECISIONS
As the Baby Boomer generation retires (with Gen Xers not far behind), and aging in place becomes more common, homeowners want tech that will support them through aging. Some of these include:
• Voice-controlled systems for accessibility
• Simplified interfaces
• Healthy home features (e.g., air filtration)
Since most clients aren’t educated about the latest technology, designers and architects are responsible for keeping clients informed, making it essential that they keep a finger on the pulse of new and improving offerings.
INTEGRATION VS. RETROFITTING
• When building new, the earlier, the better: Integrate your smart tech from the beginning of the design plan.
• For a retrofit, consider battery-powered solutions, devices linked to smartphones/portable devices like Amazon Echo or Google Home, or add-on upgrades, like a smart showerhead if you can’t integrate with the plumbing.
VALUES DETERMINE HOME ASKS
While all clients have different preferences, there are a few key, unifying values that nearly every request boils down to. Use these as thematic jumping-off points to spec technology for their homes.
• SAFETY (smart locks, security cameras, home surveillance)
• HEALTH (air and water purification, UV protection)
• EASE (automated systems, custom settings)
DEEP DIVE DISCUSSION: THE CLIENT EXPERIENCE
These questions were developed for the DLN by acclaimed client service expert Jon Picoult; for further reading, refer to his new book, From Impressed to Obsessed: 12 Principles for Turning Customers and Employees into Lifelong Fans.
How do you currently gauge the quality of your firm’s client experience? Research has shown that many business leaders view their own customer experience through rose-colored glasses; how are you avoiding this blind spot in your business to ensure accurate assessment?
Thinking about some of your own clients who may have been disappointed in some way, what specifically could you have done differently “upstream” in the experience, at the front-end, to potentially avoid subsequent client disappointment?
To what degree do you think clients’ impressions of their experience with your firm are influenced by the aesthetic you bring to the table versus the process that you navigate them through?
When a failure occurs, overcorrecting on the recovery can create a peak in the experience that overshadows the failure itself, a phenomenon known as the “Service Paradox.” When something goes awry on a project, what techniques have you found effective for engineering a recovery that turns a potentially dissatisfied client into an even stronger fan?
Want to learn more about Jon Picoult’s 12 Principles and how to apply them to your business? Scan the code to order From Impressed to Obsessed.
Matt Berman on Strategic Growth
As cofounder of Workshop/APD, DLN Advisory Board Member Matt Berman has grown a two-person design studio to a firm of over 100. Here, he shares his blueprint for growing sustainably while maintaining a creative and collaborative environment.
CREATING FIRM STRUCTURE
• START SMALL & EXPAND GRADUALLY
Rushing growth will stress finances and team dynamics.
• RESTRUCTURE WHEN NEEDED
As team size increases, implement a structured hierarchy and create leadership within teams or studios.
• TAKE A LONG-TERM VIEW OF GROWTH
Avoid panicking when a project ends. Instead, focus on long-term growth and avoid contracting just because you hit a slow point.
• ALLOW FOR FLEXIBILITY
There is no “one size fits all” approach to growth—especially if you’re expanding into new genres of work.
Example: When Workshop/APD entered the hospitality space, they brought on experts trained in hotel-specific work, a move that wasn’t in their original growth plan but proved necessary to their current model.
Use slow periods to complete tasks that otherwise go on the back burner (employee training, goal setting, systems reorganization, etc.).
INVESTING IN EMPLOYEES
• CATER BENEFITS TO YOUR TEAM
Beyond essentials like health insurance and vacation, offerings like parental leave policies, remote work policies, and other lifestyle benefits appeal more to different employees.
• OFFER EXECUTIVE COACHING
Consider providing 1:1 coaching for media training, interpersonal skills, and career development to empower employees and help them better meet their goals. Communication Is Key Ensure your team understands your goals and strategies. Matt and his fellow founders utilize The Insights Discovery model, which uses four "color energies" to help people understand their personality traits and strengths, fostering effective communication and team dynamics.
FACILITATING EMPLOYEE GROWTH
• CONDUCT REGULAR EMPLOYEE REVIEWS
Make sure these meetings are interactive (not just the manager listing goals).
• PROMOTE LEADERSHIP OPPORTUNITIES
Being clear about the opportunity for upward mobility will motivate your employees.
SUPPORTING YOUR OWN CAREER EVOLUTION
• ACCEPT CHANGING ROLES
Growth will likely mean a transition from hands-on creation to overseeing and curating projects.
EMBRACE CONSTANT LEARNING
You’ll never know everything.
Kelly Finley on Establishing a Nonprofit
Six years ago, Kelly Finley added a nonprofit arm to her Oakland and Atlantabased design firm, Joy Street Design. Financed by Joy Street Design, Joy Street Initiative completes pro bono design projects for those experiencing trauma, violence, and homelessness. Here, Kelly’s recommendations on establishing and managing a nonprofit—and how it benefits her studio.
ESTABLISHING THE NONPROFIT
• START SMALL & EXPAND GRADUALLY
Rushing growth will stress finances and team dynamics.
• HIRE A LAWYER
They will be crucial in the process; consider asking your attorney if they’ll take on pro bono work.
• KNOW YOUR REGULATIONS
While 501(c)(3) designation provides plenty of protection and benefit, it also comes with increased regulation. Make sure you’re adhering to state and federal guidelines.
KEYS FOR COMPLIANCE
• MAINTAIN SEPARATION
Even if it’s funded by your business, your nonprofit will need a separate account and distinct operations.
• FILE NECESSARY PAPERWORK
Comply with tax guidelines, which necessitate filing different forms depending on how much money you raise.
• TRACK YOUR FINANCES
Ensure you are maintaining due diligence by tracking fundraising, expenses, and in-kind donations (your accountant can help with this).
MAINTAINING THE NONPROFIT
• FUNDING
In order to allow for continuity regardless of donations, establish a consistent funding source. Kelly diverts 10% of overall profits and a portion ($5,000) of every design fee to her nonprofit, ensuring sustainability.
STAFFING
Kelly assigns projects for the nonprofit in a manner similar to regular projects, selecting team members based on their skills and development needs. Nonprofit projects are treated with the same urgency and structure as regular projects. Deadlines and reporting mechanisms guarantee they receive the attention they deserve, integrating seamlessly into the firm's overall workflow.
• SOURCING BENEFICIARIES
This requires actively networking and identifying local organizations in need, ensuring the firm’s services make a meaningful impact.
Many nonprofits lack the bandwidth to engage in design projects. For maximum impact, it may be worth cementing a few larger, long-term strategic partners than working on a one-off project basis.
Christine Gachot on Defining Your Brand
DLN Advisory Board Member Christine Gachot cut her teeth working in luxury hospitality for the likes of André Balazs. When she and her husband, John, founded their own firm, they applied many of the lessons learned from hospitality to the Gachot Studios brand. These are the most prescient takeaways from her episode of DLN Masterclass.
EXTERNAL BRANDING
Your brand defines how clients, potential clients, collaborators, partners, and press see you.
• CREATE EXPERIENCES
This doesn’t just mean in your projects; every touchpoint with clients should make them feel special, from office meetings to site visits.
• LEAD WITH YOUR VALUES
Create a brand ethos centered around your beliefs and your personality; your office culture will dictate how you’re viewed from the outside. This also means leading by example to foster your desired team environment.
• BE CONSISTENT
Trust your gut and maintain strict brand guidelines so that everything you do (from your Instagram to your client presentations to collaborations) has your specific mark.
INTERNAL BRANDING
Defining your brand on an internal level will help attract and retain talent.
OWN YOUR WEAKNESSES
No leader is perfect; being open about—and hiring for—your shortcomings builds trust and improves the strength of your team.
• BE A LISTENER
No two employees are the same, and it’s crucial to listen to their individual needs and perspectives.
• FOSTER COLLABORATION
The “back of house” mentality adopted from hospitality puts every employee (and collaborator) on the same team in delivering for the client.
LESSON FROM HOSPITALITY:
The “Back of House” Mentality Design is a luxury service business—at times maybe even more so than a creative one. Channelling the hotel ethos of going above and beyond for guests will instill trust from your clients and help in creating an experience. Hotel lobby touches like fresh flowers, a signature scent, and beautiful glassware in your offices drive the point home.
THE IMPORTANCE OF FUN
Gachot Studios is known internally for office activities like theme parties and book clubs and externally for unconventional projects like branded pool floats and over-the-top holiday gifting. Though these may seem like frivolous expenses, they’re actually invaluable tools for establishing brand identity, maintaining employee creativity, and encouraging team bonding
Janice Parker on Procedures & Protocols
Janice Parker says her team never misses a deadline. That’s because she’s a stickler for strict procedures and clear protocols, which create the structured yet flexible environment that drives her firm’s success. Below, Janice’s rules of time management, delegation, and continuous training.
KEEPING YOURSELF ON TRACK
These guidelines set firm leaders up for success.
• FOCUS ON REVENUE
Identify what’s making money and what isn't. Move employees along if they are stuck on non-revenue-generating tasks.
• COMMUNICATE CLEARLY
Consider using a sorting system or an automated email response to manage expectations about your availability to help you focus on critical tasks.
• DELEGATE
Clear delegation is key to supporting and not criticizing your team. Successful delegation prevents employees from becoming demoralized and promotes a supportive work environment.
KEEPING YOUR EMPLOYEES ON TRACK
These guidelines set your employees up for a streamlined workflow.
• USE MISTAKES AS TEACHING MOMENTS
Analyze what went wrong, discuss improvements, and use these instances to coach your team.
• REQUIRE CONTINUAL TRAINING
Training is a nonstop part of the design profession. Employees may need to extend their learning beyond regular hours, visiting sites, learning about new facets of the industry, or taking relevant courses to enhance their skills.
• CREATE AN EMPLOYEE HANDBOOK
This should cover holidays, family leave, non-compete clauses, and other basic rules. Have employees sign and review it annually.
• USE CHECKLISTS
Separate from the employee handbook, checklists (for site visits, sourcing trips, or client meetings) ensure consistent quality in work processes. Attach these to any work for review to facilitate self-correction and growth.
Resource Janice recommends SHRM for comprehensive HR information.
THE GOAL & CONTROL METHOD
Set a single priority goal for the week, estimate the hours needed, and set a completion date. Any deviation must be justified to the team.
Timothy Corrigan on Working in a Global Market
Timothy Corrigan, Inc. operates 40% of its business outside the U.S., managing projects across 7 countries and 13 states. Here, Timothy Corrigan pulls back the curtain on his multinational studio, explaining the process behind working in a global market, from hiring to sourcing, in order to build a diversified business that taps a broader market and spreads economic risk.
LOGISTICS & OPERATIONS
• ORGANIZE FIRM STRUCTURE STRATEGICALLY
Codify who will oversee projects in which regions, especially when they require knowledge of different permits, tax codes, etc.
• HIRE LOCAL EXPERTISE
Employing accounting firms in different countries is crucial to navigate income, employee, and payroll taxes and ensure compliance.
• PERFECT YOUR PROCESS
Create clear processes that enable you to have an eye on all projects without holding them up with decisionmaking that relies on you.
SOURCING
• EMBRACE THE GLOBAL ECONOMY
Attending international trade shows is essential, both for sourcing product and establishing relationships with manufacturers who will procure or create custom for you.
• COMPARE GLOBAL SUPPLIERS
When you’re working in multiple countries, having options for suppliers and manufacturers is key to ensuring your clients get the best value and efficiency wherever they are.
PRICES & BILLING
• BE TRANSPARENT ABOUT PRICING
Clients can easily verify costs online, so being upfront about pricing builds trust and prevents clients from working around you.
• EXPLORE DIFFERENT COMPENSATION MODELS
Clients in different markets may be comfortable with different fee structures. Consider offering a variety of markup, fixed fee, or hourly to accommodate a wide range of clients.
SERVICE
• POSITION YOURSELF AS AN EXPERT
Providing exceptional service positions the designer as more than just a provider of goods. Clients see the designer as a trusted expert, which builds long-term relationships.
• ENHANCE CLIENT EXPERIENCE
The goal is not only to deliver a great end product, but also to ensure the entire process is enjoyable for the client. Involving clients in the process makes them feel valued and part of the project.
Designing a Successful Retail Business with Todd Nickey & Amy Kehoe
Todd Nickey and Amy Kehoe are masters at multitasking. In addition to their AD100 design firm, Nickey Kehoe, the pair has run the beloved store of the same name in Los Angeles since 2008, selling a mix of antique, contemporary, and their own designs; last year they opened a New York outpost. Here, they share their biggest lessons for developing, staffing, and supporting a successful retail business.
CATERING TO YOUR MARKET
• TEST BEFORE INVESTING BIG Start with a small run. Make adjustments based on feedback.
• CREATE A REALISTIC ASSORTMENT. ASK YOURSELF: Are our products unique, competitive, and accessible? How can we make sure our selection isn’t overly complex or costly?
Offer a mix of high-end and opening price point items to make your brand more accessible
PRODUCTION AND STAFFING
• FIND THE RIGHT PARTNERS
Skilled artisans will be able to translate ideas into quality products.
• BUILD A SALES INFRASTRUCTURE Proper staffing and a stocked warehouse are necessary to handle inventory and keep stores merchandized, even when items are sold.
• GROW SLOWLY
Create specialized roles and departments to meet business needs as you grow; scale only as resources allow. Don't Forget That You're Selling As creative professionals, it’s easy to get caught up in the design of a store; make sure your space is also designed to sell; clear price labels and backstock to replace sold inventory is key.
MANAGING PARALLEL BUSINESSES
• DIVIDE AND CONQUER
Keeping Amy over design while Todd focuses on the store allows both avenues to flourish; the two partners come together for key decisions.
• KEEP TEAMS ALIGNED
Regular town halls and team lunches ensure the design and retail divisions are collaborative and working towards shared goals.
• HAVE A CLEAR BRAND
In order for your employees across divisions to tell a cohesive brand story, have a clear grasp on your brand and how it manifests; this may mean developing a style guide or brand book.
How to Guide Clients to Invest in Artisan Craftsmanship with Tham Kannalikham
Artisanship is at the core of every project undertaken by New York-based DLN Member Tham Kannalikham. But convincing clients to invest in top-tier craftsmanship is easier said than done. In this episode of DLN Masterclass, Tham explains how a thoughtful process of research, education, and storytelling will educate clients to prioritize lasting, meaningful investments.
The basic value proposition: Preservation and good craftsmanship outlast trends.
PRESENTING TO CLIENTS
Artisanship is about investing in people and stories. When clients understand this, the project takes on a deeper meaning for them—and a higher perceived return on their investment.
• DO • Research the history and architecture of the property to ground your pitch in authenticity.
• Offer a selection of artisans, including options that fit the project’s narrative and budget. Connect clients to artisans directly to build relationships that make the process personal.
• DON’T:
• Overwhelm clients with too many technical details. Tailor your pitch to their level of understanding.
• Push preservation if it conflicts with the client’s priorities. Instead, guide them towards a balance of old and new that fits with their specific lifestyle.
• Assume clients will see value in artisanship without education.
The always good investments: architecture, scale, and proportion.
CHOOSING WHERE TO INVEST
There’s no one-size-fits-all approach to artisanship; that’s what makes it special. But the below areas can serve as guidelines for different project styles.
• FOR HISTORIC HOMES
Work with architects, historians, and local artisans to maintain period accuracy.
• FOR NEW BUILDS
Suggest investments in foundational architecture and bespoke elements that elevate the design.
Tham’s Key Takeaways
1. DO YOUR RESEARCH
If it’s an old house, research the architecture, the area, and the family history. Good preservation starts with good background knowledge.
2. INVEST IN LOCAL TALENT
Every community has artisans worth working with. Tap your network for local recommendations who will better understand the context and site-specific nuance of your project.
3. LEARN FROM YOUR COLLABORATORS
See your artisans as experts instead of just vendors.
4. GIVE YOUR PROJECT A NARRATIVE
When clients connect with the story behind their home, it’s no longer just about the looks, but creating their life story.
5. MAKE IT PERSONAL
When clients see what artisans are creating they become invested on a deeper level, and the artisans become part of their family’s story.
How to Become an Antiques Expert for Your Clients with Suzanne Tucker
No one knows the power of antiques better than DLN Fellow Suzanne Tucker, who grew up surrounded by centuries-old pieces, incorporates them into her design practice at Tucker & Marks, and now promotes the world of fine antiques to a wide audience as Show Chair of the San Francisco Fall Show. Here, she shares her best advice for finding, selecting, and incorporating antiques into interiors—and positioning yourself as an expert in sourcing them for your clients.
CHAMPION THE VALUE OF ANTIQUES
• Show your clients how antiques can add character and individuality to interiors, in a way brand new things can’t.
• Convey the idea that pieces with provenance and history connect to global politics, art, and craftsmanship, enriching a home’s design story.
EDUCATE YOURSELF ON FURNITURE HISTORY
Learning about furniture styles and their evolution is essential for spotting valuable pieces. This can happen in many ways.
• READ!
Do your research through books and magazines.
Recommended Reading: “World Furniture” by Helena Hayward
• VISIT Antique fairs, art shows, and trusted dealers to hone your eye and develop your expertise.
• LEAN ON YOUR DEALERS
Don’t be afraid to ask questions; antique dealers are an enthusiastic and passionate bunch, wholly committed to their trade and exceptionally knowledgeable, and the good ones are always willing to share their insights.
CONSIDER THE MARKET
Knowing what’s undervalued can help you score good deals for your clients.
• Now is an excellent time to invest in undervalued pieces, particularly “brown furniture” (mahogany, walnut, etc.).
° Tip: Pieces with beautiful patinas or unique lines are especially worthwhile.
• Be patient; the value of well-chosen antiques often appreciates over time.
MASTER LOGISTICS
• STICK TO REPUTABLE PROFESSIONALS
Work only with reputable dealers and ask for references from other dealers, as well as affiliations with professional organizations. Use reputable shippers who understand the fragility of pieces and handle them accordingly.
• KNOW THE EXPORT RULES
Make sure that a piece bought overseas is allowed to be exported from that country. And of course, you need a certificate of authentication so that you don’t get slapped with custom duties.
• ASSESS BEFORE INSTALLING
Once a piece is in your possession, check if cleaning/repairs/refinishing is needed before you bring it to the house
SUZANNE’S RECOMMENDED ANTIQUE SHOWS
TEFAF Maastricht and New York
• The Winter Show, New York
The Antiques & Garden Show of Nashville
Antiques at the Gardens, Birmingham, AL
The Treasure House Fair, London
SUZANNE’S TRUSTED SHIPPERS & RECEIVERS
Cadogan Tate
https://www.cadogantate.com/ Gander & White https://ganderandwhite.com/ Hedley’s Group https://www.hedleysgroup.com/
Nurturing Talent for Future Leadership
How do you ensure the success of your business for the future? It’s a key question in any industry, but an especially charged one in the fields of architecture and design, where small firms, name recognition, and the highly personal nature of design work make passing the baton a complex process both internally and externally. In this episode, Bunny Williams and Elizabeth Lawrence pull back the curtain on the many years of strategy behind Bunny Williams Interior Design’s transition to Williams Lawrence, presenting a case study for responsible succession planning.
FINDING THE RIGHT FIT
There’s a reason succession planning can take the better part of a decade; ensuring you have the right successor takes time.
• DO
• Understand each other’s values, work habits, and long-term goals.
• Look for integrity and shared vision—key traits that will sustain a working relationship.
• Involve potential partners in all aspects of the business early on to assess compatibility.
Ensure that roles and responsibilities align with individual strengths.
MAKING THE TRANSITION SEAMLESS
DON’T:
▫ Rush into partnership with someone you don’t know well. Compatibility goes beyond design aesthetics.
▫ Overlook the significance of shared values in business decisions and client relationships.
▫ Promise partnerships or equity without a plan in place.
TIMELINE
1988 Bunny Williams founds Bunny Williams Interior Design after 22 years with Parish Hadley
2017 Elizabeth Lawrence named Partner at BWID
2023 BWID renamed Williams Lawrence
One of the critical steps in Bunny and Elizabeth’s partnership has been ensuring that the transition is smooth and transparent for their team and clients.
• Develop a clear legal framework for the partnership, including shared allocations and responsibilities, with the help of trusted lawyers.
• Keep other employees informed of key changes as appropriate; clear communication sets expectations.
• Invest in rebranding or outward communication to reflect new leadership.
with Bunny Williams & Elizabeth Lawrence
MAKING SPACE FOR NEW DYNAMICS
A new partnership will impact relationships within the company. For Elizabeth, a strongfoundation of mutual respect—with Bunny and among the staff—was important.
• BALANCE WORKING RELATIONSHIPS
Make sure the existing team finds the new partner approachable, but also feels heard by both partners during the transition.
• TAKE A LISTENING TOUR
As the new partner, this can prove critical for understanding nuances in parts of the business you hadn’t previously touched.
“All of a sudden I had all the information and I realized why some things had been done the way they had been done,” Elizabeth says.
• GIVE THE NEW PARTNER TIME TO ADJUST
Don’t underestimate the emotional and logistical challenges of transitioning from employee to partner.
SUPPORT A MORE ASSERTIVE STYLE
As a new partner, Elizabeth had to override her instinct to be everybody’s friend.
• DEFER TO NEW EXPERTISE
Upon starting her new role, Elizabeth did a deep dive on the business and fee structures to see where improvements could be made; this represented a tangible effect of her new leadership.
For more resources on Succession Planning, see Hiring the Right Succession Team—and Positioning Them for Success on p. 14
THE POWER OF A NAME
Symbolically, rebranding the firm as Williams Lawrence showcases the new partnership while honoring the firm’s legacy. Practically, it gives Elizabeth greater visibility and establishes her as a leader in the design industry.
DESIGN LEADERSHIP NETWORK the quarterly – issue Five
PETER SALLICK Founder
MICHAEL DIAZ-GRIFFITH Executive Director and CEO
HADLEY KELLER Director of Editorial and Community Engagement
MEGHAN BUONOCORE Director of Events
RUTH MAULDIN Director of the Design Leadership Foundation
AMANDA OPPENHEIMER Membership Coordinator
ELLIE BROWN Digital Media Manager
MICHAEL DIAZ-GRIFFITH HADLEY KELLER Creative Direction
STUDIO SAMUEL Art Direction and Graphic Design
XAVIER SALLUSTRAU Graphic Design
OKTAY SÖNMEZ Graphic Design
MARIE COGNACQ Illustration creative team
The Design Leadership Network is a membership organization serving principals of architecture, interior design, and landscape architecture firms, as well as leaders of related creative fields.
Through a slate of educational programming, digital resources, tailored experiences, and targeted discussion-based networking, the DLN champions community, collaboration, growth, and best practices in the high-end design industry.
We are supported by dedicated Partners, who represent top brands both within and outside of the interior design industry with a shared passion for supporting creative business.
11 East 44th Street, Suite 1206
New York, NY 10017
To learn more about DLN membership and begin your application, visit us online.
