Managing a creative business is about constant change of direction, overcoming obstacles and reinvention. The skills is keeping clients and employees onside.

Traditionally, at the end of each calendar year, creatives design or curate a gift for clients. This year, I think we should do something different. Something more personal.

Clients like to work with designers interested in their business, their goals and their activities. Show that’s you by sharing information to make your client’s life easier.

Clients like to work with designers interested in their business, their goals and their activities. Show that’s you by sharing information to make your client’s life easier.

Many creative businesses are moving to the theatre model. Instead of employing, they hire on a project-by-project basis. I think many are missing the main point of the model…

We build websites using similar templates, then choose the same words to describe what we do. No wonder we end up looking the same.

Most designers choose a creative career because they’re good at and like creating imagery. Problem is to promote our work we must write.

The creative industry is led mainly by market forces. At its most basic it’s a simple transaction: we trade creativity for money. At least that’s how it is meant to work.

A community of knowledge is a group of people sharing what they know. As the creative industry fractures, they are proving more and more valuable.

The creative industry I joined is not the creative industry I’m part of now and that’s OK. It’s changed and I’ve changed. It’s been a career of life-long learning, both in hard and soft skills.

We have made ourselves so accessible to clients — they can call/text/email/slack to contact us anywhere, anytime. It’s hard to manage.

‘Spotters fees’, ‘kick-backs’ and ‘hidden consultancy fees’ – they’re all secret commissions and they’re illegal under the Crimes Act.