Scaling a design business is not easy. The battle is to get new business then add designers…

In design research you are trying to understand the customers beliefs, experiences, attitudes, behaviour and interactions.

We aim to get recognised and paid for the value we create, not the hours we spend on the project. We want to shift from a cost focus to a value focus.

That’s what design-led businesses do. They see design has a part to play in every part of their business and the actively apply it.

Clients don’t understand design value because it is design language, not business language

HCD has served us well but with the recent pandemic there is a shift to humanity centred design

The move to digital files has changed the apparent value of our intellectual property. We need to reclaim it as a revenue stream.

Design isn’t a career known for longevity, leading to many designers questioning their next step – that’s why many build a side hustle.

Soft skills make humans indispensable – especially in the creative industry where the ability to communicate with clarity is vital. Infact they’re the skills that differentiate a great leader from an OK one. Question is, are they learned skills or personality traits?

Positioning a creative business to attract (the right) new business is our most-requested activity. It’s an area we enjoy because it’s not complicated, but to be successful you must be forensic with the detail. That’s what makes it interesting…

Any conversation about pricing eventually turns to talking about retainers — an agreement where a client purchases an agreed amount of a designer’s time each month. This article questions whether retainers only valid for transactional work?

Any conversation about pricing eventually turns to talking about retainers — an agreement where a client purchases an agreed amount of a designer’s time each month. This article questions whether retainers only valid for transactional work?