Nobody likes being kept in the lurch by a vendor, especially when a project is on the line. This week, we asked four designers—Danielle Arps, Kelly Deck, Sara Ianniciello and Rainey Richardson—for their tips on how to handle a brand or sales rep that is being unresponsive.
Up the Food Chain
“Fortunately, we’ve rarely experienced this as a firm, but it has happened from both the brand and sales rep sides. Once, when we couldn’t get a response from a brand, we reached out via their social media platform. Even though they didn’t directly manage their social accounts, our message was quickly relayed to corporate, and they contacted us directly. If I’m talking to a rep and don’t get responses, I go around them straight to the brand, letting them know I’m not getting answers. Nine times out of 10, this is all it takes. Years ago, we were having a tough time getting pricing from a rep. Coincidentally, we were invited on-site for the brand’s learning event, and they asked us if there were any barriers to working with them. We told them it took six weeks to get a quote from a rep, which didn’t sit well with them. So they gave us an in-house rep, and we now get our quotes in 24 hours.” —Rainey Richardson, Rainey Richardson Interiors, Houston
Master the Follow-Up
“In our experience, being ghosted by a vendor is rarely about avoidance and more often a sign of bandwidth or operational strain on their end. That said, communication is nonnegotiable in our process, so we approach it with both patience and structure. We follow up consistently and across multiple channels to ensure our request has not been missed, but we also set clear internal timelines for when we need to pivot. If a vendor is not able to meet the level of responsiveness required for a project, we see that as important information. It allows us to reassess whether they are the right fit not just for that moment, but for future work as well. We prioritize working with partners who value transparency and reliability as much as we do, because ultimately our responsibility is to our clients. When communication breaks down, we are prepared to move forward with alternatives that protect the integrity and timeline of the project.” —Kelly Deck, Kelly Deck Design, Vancouver
Nothing Personal
“I assume it’s a systems problem before I assume it’s personal. Vendors are juggling a lot, but silence isn’t acceptable when timelines and budgets are on the line. I’ll follow up quickly and directly—clear subject line, specific ask, and a deadline. If there’s still no response, I escalate or replace. At a certain point, responsiveness becomes part of the design process. If someone can’t communicate, they can’t be part of the build. I don’t drag it out—I’d rather reset with someone reliable than let a project drift.” —Danielle Arps, Dani Arps, New York
Keep the Momentum
“In our work, responsiveness is part of the service. When communication drops off, we address it early. We follow up once or twice, but if there is still no response, we do not let it slow the project down. We move on to other qualified vendors who understand the pace and level of coordination required. Our responsibility is to maintain momentum for the client, which often means making clear, timely decisions. Over time, you learn that reliability is just as important as quality.” —Sara Ianniciello, Makers Collective Design, New York
