Every week in Business of Home’s Trade Tales column, we ask designers around the world to share how they run their firms, manage clients and stay inspired. Here, we’ve collected 10 responses that stuck with us this year.
On Advertising Your Firm
“I am now based in the United States [after living and working in Kazakhstan for more than 20 years], and that means I have to actively advertise my firm and present myself as an interior designer. When I worked in Kazakhstan, I was already a well-known interior designer there, [so] I did not need to present myself, [because] people already knew what to expect from me. But here, people do not know me yet. I am starting from scratch, and this is both very hard and very inspiring. So, I advertise. I started an Instagram, I began posting on TikTok, I reached out to real estate agents, and I introduce myself everywhere I can. I participate in community groups, even on Facebook, where I write and share who I am and what I do. Right now, the best tool for me has been Instagram, especially Reels. They allow me to show my personality, my projects and my expertise in a way that connects directly with people.” —Assel Baimakhan, DesignCraft Interiors, Chicago
On Maintaining Profitability
“Profitability comes from structure. We start every project with a clear scope, a realistic budget and a timeline we actively manage throughout the process. Most profit loss in interior design comes from scope creep, unclear approvals and slow decision-making, so we work hard to eliminate those gaps. I also believe in pricing for value, not hours. Designers underestimate how much expertise and risk they absorb. When fees reflect the true scope of responsibility, profitability becomes sustainable. Another key factor is working with reliable partners. A solid contractor or supplier doesn’t just deliver quality—they protect your margins by preventing delays, remakes and costly mistakes. And finally, I stay very close to the numbers. We track progress weekly, review procurement in real time and communicate constantly with clients so nothing drifts. Creative freedom is important, but financial discipline is what keeps a studio healthy.” —Daniele Mancinetti, Ibiza Design Collective, Ibiza, Spain
On Keeping Clients Up to Date on Tariffs
“As tariffs continue to shift, clarity is key. Rather than relying solely on headlines or outdated online resources, we’re in direct contact with our overseas vendors to get the most current, accurate information straight from the source. This ongoing dialogue allows us to assess real-time implications and communicate honestly with our clients about how these changes may affect their budgets, timelines and overall project scope. In response, we’re expanding the range of sourcing options we present—offering both domestic and international manufacturing pathways—so clients can make informed decisions that balance cost, speed and quality. In today’s environment, adaptability and transparency aren’t just nice to have—they’re essential to delivering successful outcomes.” —Kari Bennett, EdgeID, Salt Lake City
On Getting Your Clients to Take Design Risks
“We use the three E’s: enthusiasm, eyes and education. When we present the idea, we don’t hold back our enthusiasm. If we’re excited enough while presenting the concept that our eyes are twinkling just talking about it, that feeling is contagious. It’s an immediate jolt in the right direction. We then share the concept with our client as a 3D rendering or a video tour to leave as little to the imagination as possible, allowing their eyes to absorb the vision more fully. This way we’re not asking them to understand it; we’re simply letting them see it. Lastly, we remove as many remaining barriers as we can with education. Let’s say we’ve won the client over and they’re feeling ready, but the [contractors] still have hesitations. We arm ourselves with as much information as we can: material specifications, technical possibilities, functional and logistical details that can assist in helping everyone involved feel more secure in the investment and longevity of the design.” —Theresa Ory, Theresa Ory Interiors, Atlanta
On Offering Constructive Criticism to an Employee
“We always give feedback from a place of care and support, where we think of the person first. Our goal is never to judge but to coach, helping our team grow, refine their skills and deliver their best work. That means making sure the person receiving feedback understands our intentions are positive and growth-focused. It makes the conversation feel more like coaching than correcting, which is how we want all feedback to be received. We keep a few principles in mind: Ask for permission to give feedback, which helps lower defensiveness (‘Can I share a thought on the X project?)’; be direct, specific and timely (we don’t wait days or weeks, and we avoid overwhelming the person with too many points at once); focus on the work or the action, not the individual, and choose words carefully to ensure it never feels personal; and highlight key takeaways to avoid nitpicking. Finally, we believe critique should be part of the culture, not something reserved for when things go wrong. Regular project reviews or postmortems are built into our process so that reflection becomes standard practice. This helps normalize feedback and makes continuous learning part of our office culture.” —Anna Baraness and Kristin Tarsi, Studio AK, New York
On Maintaining Relationships With Past Clients
“Rathell Designs is proud to be 90 percent referral-based, a testament to the strong relationships we’ve built with our clients. We take great pride in taking care of those who have supported us and shown their love and passion for seeing our firm grow. We never take this trust lightly and are deeply thankful to our clients, who champion our success and want to see us thrive. Through personalized follow-ups, newsletters and social media, we keep our clients engaged and inspired, ensuring their continued satisfaction. We also value referrals and show our appreciation with incentives or heartfelt thanks. By consistently offering value and staying connected, we foster lasting, meaningful relationships with those who have been a part of our journey.” —Brittany Cooper, Rathell Designs, Cary, North Carolina
On Finding a Markup Strategy
“Our strategy is less about profit and more about ensuring that our clients understand the time and effort it takes to specify and coordinate each aspect of a project. We use a cost-plus structure, and we’re very transparent about it, with the added percentage being referred to as our ‘procurement management fee,’ rather than a ‘markup.’ This percentage ensures that our employee overhead and shipping costs are covered, and anything left beyond that is profit. These fees are built into each product cost, and typically the price structure ends up still being 10 to 40 percent less than retail pricing, which keeps everyone happy. We try to avoid retail purchases unless it’s something the client is really set on, in which case we’re very clear that any trade pricing goes to our firm—no discounts—but they will not be charged more than retail price for these items. We use the same strategy with any specialty fabrication, such as upholsterers and millwork, again, to cover time for coordination, shop-drawing reviews and scheduling.” —Alexis Pew, Kaminski + Pew, Philadelphia
On Creating an Employee Benefits Package
“I’ve built our benefits package around what actually matters to our team—because people do their best work when they feel valued, supported and part of something bigger. We offer a matching 401(k) and profit sharing because success should be shared. We cover 75 percent of health insurance premiums, provide an HSA to help with deductibles, and offer dental insurance so our team has the coverage they need. Employees also receive more than five weeks of time off when you consider PTO, holidays and office closures—because time to recharge is just as important as the work itself. When we hire, we’re looking for people who want to grow with us, which is why we offer a clawback bonus—a way for us to invest in those who are committed to staying and building something with us. We’re not just hiring employees; we’re building a team for the long haul. Beyond the benefits, culture is everything. We take time to connect outside the office—whether it’s at our yearly retreat, industry events, or just grabbing dinner and cocktails together. We also invest in continuing education, because growth matters, both personally and professionally. People spend a huge part of their lives at work, and I want this to be a place where they feel supported, challenged, and excited to be part of what we’re building together.” —Kevie Murphy, K.A. Murphy Interiors, Manhasset, New York
On Getting Published
“From my experience, getting published comes down to two key factors: the quality of the work itself and how the story is presented. I’ve learned that editors are often juggling a lot of information and don’t have time to dig deep into every submission. It’s essential that you or your PR team frame the story in a way that immediately excites them. Make it easy for them to see the various angles through which they can showcase your project. If you have the budget, investing in someone who specializes in this process can make all the difference. But if you’re working with limited resources, carve out the time to really focus on presenting the most compelling details of your project in a clear and engaging way.” —Tina Ramchandani, Tina Ramchandani Creative, New York
On Avoiding Burnout
“Avoiding burnout is about creating intentional balance in my life and prioritizing the things that feed my soul. As much as I pour myself into my work, I know that I can only give my best when I’m operating from a place of peace, joy and alignment. My faith is a cornerstone of my life—it grounds me and reminds me that my purpose is greater than any challenge I face. Taking time for prayer, reflection and gratitude keeps me centered and provides clarity even in the busiest seasons. Beyond that, I make space for activities that allow me to reconnect with myself. Pilates is a big part of my routine—it strengthens my body, clears my mind and keeps me energized. Dancing is another passion of mine that acts as an expression of joy and freedom and helps me let go of stress. I also indulge in spa days whenever I can, treating myself to moments of complete relaxation and rejuvenation. I have learned that rest and restoration aren’t luxuries—they’re necessities. Whether it’s through faith, movement or adventure, I make it a point to nurture my spirit so I can continue showing up fully for my clients, my team and myself.” —Nikki Klugh, Nikki Klugh Design Group, Chula Vista, California
