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

This headline made me smile because, like many other industries, agism is rife in the creative sector. Designers aren’t known for career longevity.

Even if a client doesn’t have the budget, or the timeline is prohibitive, there’s a better response to a request than saying no. This article is discusses alternative responses…

Some creatives understand value pricing means upping rates. Billing more for the same work. And if there\’s not budget, saying no. But no a lazy response.

The health improvements of designers working a four-day week are known, but also understanding the monetary implications is vital.

One of the most common challenges in the creative industry is hiring. Clients hiring creatives. Creatives hiring creatives. Creatives hiring employees. Creatives hiring freelancers. All tough decisions … should you hire on skillset or attitude? On ability or potential? To job description or opportunity?

We can all lack motivation. Now, more than ever, designers spend many hours working remotely. This article shares how to keep yourself motivated.

To grow a design business we need more hands … that means hiring either employees or sub contractors. Both need to managed and managing other creatives is hard.

Here’s an exercise done to identify bad clients. It delivers valuable insights, especially if you repeat it a couple times a year.

In 2020 we lost a friend, a client and a great designer, Jack Rodgers. To celebrate Jack’s resilience we’re offering a 12 month mentoring scholarship to an emerging studio.

Apart from productivity increases there are two ways to accrue money: firstly by adding a margin, secondly by adding profit. They are different beasts and we would argue you need both to build a sustainable businesses.

Taking on a design intern can be a win:win scenario. It adds diversity to a stable design team. Designers get management experience, interns get studio experience.