90% Logistics, 10% Design: The Truth About Running an AD100 Firm
In this session, the conversation shifts away from technical systems and into something much more personal: the lived experiences behind building a design business.
Through an open dialogue, Bridget and Jake reflect on how their individual journeys shaped not only their creative perspectives, but also the way they run their firms today.
Rather than presenting a rigid blueprint for success, the discussion feels grounded in real-world experience—full of trial and error, evolving strategies, and personal growth. Underneath it all is a clear message: there’s no single “right” way to build a design business, but there are patterns—around authenticity, structure, and adaptability—that consistently support long-term success.
Personal Story as the Foundation of Design
From the beginning, both designers tie their work back to personal experience. Bridget, in particular, frames her approach through the lens of childhood—growing up moving frequently and using her bedroom as a constant, safe space. That experience shaped her belief that interiors should feel emotionally supportive, not just visually appealing.
Her design philosophy, which she describes as “livable lux,” reflects that balance. It’s not about price point or perfection—it’s about creating spaces that feel both elevated and deeply comfortable.
Jake shares a similar theme, though from a different angle. Entering the industry without formal training or connections, he sees his lack of experience as an advantage. Not knowing the “rules” allowed him to take risks he might have otherwise avoided. That mindset—leaning into uncertainty rather than resisting it—became a defining part of how he built his career.
Starting Without a Roadmap
One of the strongest throughlines in the conversation is how both designers started without a clear plan.
Bridget didn’t initially set out to become an interior designer. Her career evolved organically—from music to handbag design, and eventually into interiors after renovating her own home. What began as a personal project turned into professional demand when others started asking for her help.
Jake’s path mirrors that sense of momentum. Moving to Los Angeles without a network, he accepted his first project with little more than instinct and determination. Early wins—like editorial recognition and client referrals—helped build credibility, but those opportunities only came because he was willing to say yes before feeling fully ready.
In both cases, growth wasn’t linear or carefully mapped. It was driven by action, relationships, and a willingness to figure things out along the way.
Growth Happens in Moments, Not Milestones
When the conversation turns to growth, neither designer points to a single defining breakthrough. Instead, they describe a series of smaller moments that built over time.
For Bridget, a major personal renovation project pushed her creatively and ultimately led to industry recognition, including being named to the AD100 list. But even that moment is framed as part of a larger journey—not the finish line.
Jake emphasizes consistency over milestones. Strong client relationships, word-of-mouth referrals, and organic visibility—especially through platforms like Instagram—played a bigger role than any single achievement.
The takeaway is subtle but important: success in this industry is rarely instant. It’s cumulative, built through trust, visibility, and repeated execution over time.
Structure vs Flexibility in Business Operations
As the discussion moves into operations, both designers acknowledge the tension between structure and flexibility.
On one hand, having systems and processes is essential. On the other, the nature of design work—custom, client-driven, and often unpredictable—means those systems can’t be rigid.
Bridget highlights how every project brings different requirements, personalities, and constraints. Jake reinforces that while a roadmap is helpful, it has to allow for adaptation. The most effective businesses aren’t the most structured—they’re the most responsive.
This balance becomes especially important as firms grow, where consistency is needed internally, but flexibility is required externally.
Profitability Without Compromising Creativity
A major shift in the conversation comes when Katie introduces the operational side of running a profitable firm.
Her perspective brings structure to what can otherwise feel like a purely creative industry. Tools like Studio Designer are positioned not just as administrative support, but as essential infrastructure for maintaining profitability and organization.
She emphasizes a few key principles:
Strong, detail-oriented team members prevent costly mistakes
Clear client education helps justify fees and timelines
Procurement should be treated strategically, not passively
Vendor relationships can directly impact margins and product quality
What stands out is the idea that good operations don’t limit creativity—they support it. When the business side is handled well, designers have more freedom to focus on the work itself.
Learning Financial Discipline the Hard Way
Bridget’s reflections on financial missteps bring a more candid layer to the conversation.
Early in her career, a lack of structure around contracts and timelines led to challenges—projects dragging on, clients disengaging, and resources being stretched too thin. Those experiences forced her to rethink how she protected her time and business.
She now emphasizes:
Time-bound contracts to prevent open-ended commitments
Retainers to account for inactive periods
Clear clauses to manage client delays or disengagement
Stronger upfront communication to set expectations
The underlying lesson is straightforward: creative work still needs boundaries. Without them, even successful projects can become unsustainable.
Social Media as a Tool—Not a Strategy
When the topic shifts to visibility, both designers offer a nuanced take on social media.
Platforms like Instagram are acknowledged as powerful, but not all-powerful. Bridget sees it more as a space for collaboration and brand expression than direct client acquisition. Jake adds that while it can generate opportunities, it also introduces constant comparison and pressure.
They describe it as a “necessary evil”—valuable, but requiring boundaries.
What matters more than frequency or perfection is authenticity:
Sharing behind-the-scenes moments, not just finished work
Letting personality come through
Using the platform as a portfolio, not a measure of success
For both, social media supports the brand—but it doesn’t define the business.
Choosing the Right Partnerships
Partnerships are approached with the same level of intentionality.
Rather than chasing visibility or short-term revenue, both designers prioritize alignment—working with brands that share their values and allow creative control.
Bridget points to her collaboration with Crate & Barrel as an example of a partnership that supports her vision rather than reshaping it. Jake highlights the learning opportunity that comes from seeing how products are developed and scaled in different business models.
In both cases, partnerships are seen as extensions of the brand—not separate opportunities.
Building and Managing a Team
The conversation closes with a focus on team building, which both designers describe as one of the most challenging aspects of running a firm.
Hiring isn’t just about skill—it’s about fit. The right team members act as extensions of the founder’s vision while bringing their own strengths, particularly in organization and project management.
They acknowledge that:
Finding the right people can take years
Not every hire will work out—and that’s okay
Open communication and honest feedback are essential
Different roles require different strengths, from creative to operational
Jake also points out that it’s rare to find someone who excels at everything. Successful teams are built through complementary skill sets, not individual perfection.
Pulling It All Together
By the end of the session, a clear pattern emerges. There’s no single formula for building a successful design business—but there are consistent principles that support it:
Leaning into your personal story and creative perspective
Taking action before feeling fully ready
Building relationships and growing incrementally
Balancing structure with flexibility
Protecting your business through contracts and clear processes
Using tools and systems to support profitability
Staying intentional about visibility, partnerships, and team growth
Ultimately, the conversation is less about tactics and more about mindset. Success comes from a willingness to evolve—creatively, operationally, and personally.
And like any business, design firms don’t succeed by accident. They grow through a combination of instinct, discipline, and continuous refinement—where creativity and structure work together, not against each other.
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Julia approaches building a design business with a very grounded, experience-driven mindset. What can often feel like a glamorous or purely creative career is reframed as something much more layered—shaped by personal history, trial and error, and the gradual development of both creative and operational discipline. She isn’t presenting success as a straight path or a formula—instead, she shows how it’s built through authenticity, resilience, and a willingness to evolve over time.
From the beginning, there’s an important distinction: talent alone isn’t what builds a successful design firm. Both Bridget and Jake make it clear that while creativity is essential, it’s the combination of perspective, decision-making, and adaptability that turns that creativity into a sustainable business. Many designers start with strong instincts, but without structure or awareness, growth can feel inconsistent or overwhelming.
One of the first themes that emerges is the role of personal story. Bridget, in particular, emphasizes how her childhood shaped her entire approach to design. Moving frequently, she found stability in her own space, which became a creative and emotional outlet. That experience carries through into her philosophy today—creating homes that feel safe, livable, and deeply personal, not just visually impressive.
Jake’s perspective complements this in a different way. Entering the industry without formal experience, he highlights how not knowing the “rules” allowed him to take risks more freely. That lack of structure early on became an advantage, giving him the confidence to say yes to opportunities before feeling fully prepared. It’s a reminder that expertise isn’t always the starting point—sometimes it’s developed through action.
That naturally leads into how both designers actually began their careers. Neither followed a traditional path. Bridget moved through multiple creative fields before landing in interiors, with her first real project emerging from renovating her own home. Jake built momentum through early client work and visibility, including recognition tied to publications like Better Homes and Gardens. In both cases, their businesses grew out of doing the work first and refining the process later.
Another point they return to is how growth actually happens. It’s rarely tied to one defining moment. Bridget references milestones like industry recognition, but frames them as part of a longer journey rather than a turning point. Jake focuses more on consistency—client relationships, referrals, and steady visibility through platforms like Instagram. The pattern is clear: success builds gradually, through repetition and trust, not sudden breakthroughs.
As the conversation shifts into operations, the importance of balance becomes more apparent. Structure is necessary, but it can’t be rigid. Design projects are inherently variable—different clients, timelines, and expectations mean that no two projects follow the exact same path. Both designers emphasize the need for systems that support the work without limiting flexibility.
This is where the business side becomes more defined. Tools like Studio Designer are introduced not just as organizational aids, but as a way to bring consistency to complex workflows. Alongside that, the role of a strong team becomes critical—people who can manage details, prevent errors, and support execution behind the scenes.
But even with systems in place, financial discipline often comes from experience. Bridget speaks candidly about early mistakes—projects without clear timelines, clients who delayed decisions, and the resulting strain on resources. Those challenges led to more structured contracts, clearer expectations, and safeguards like retainers. It’s a shift from reactive to proactive—protecting the business before issues arise.
She also reinforces that profitability and creativity aren’t at odds. In fact, strong operations—clear pricing, educated clients, and strategic procurement—make it easier to maintain design integrity. When the business is stable, the creative process has more room to thrive.
The conversation then moves into visibility, where both designers take a measured view of social media. Platforms like Instagram are valuable, but not definitive. They’re tools for storytelling, collaboration, and brand building—not the sole driver of business success. Both acknowledge the pressure and comparison that come with constant exposure, reinforcing the importance of using these platforms intentionally rather than reactively.
Partnerships are approached with a similar mindset. Rather than chasing exposure, both designers prioritize alignment—working with brands that support their vision and allow creative control. Bridget’s collaboration with Crate & Barrel is an example of choosing a partner that enhances, rather than dilutes, her design voice. The focus is on long-term brand value, not short-term gain.
Team building is another area where reality sets in. Hiring isn’t quick or easy—it’s an ongoing process of finding the right mix of skills and personalities. The most effective team members aren’t just talented; they understand the vision and can execute it with consistency. Both designers acknowledge that not every hire works out, and that refining a team takes time, patience, and honest communication.
Jake also highlights that no single person can do everything. Strong teams are built through complementary roles—creative, operational, and managerial—working together rather than relying on one individual to carry the entire process.
By the end, the bigger picture becomes clear. Building a design business isn’t about following a fixed path—it’s about developing a structure that supports both creativity and sustainability. When personal vision, operational systems, and financial discipline come together, growth becomes more consistent and manageable.
Julia’s overall message is less about specific tactics and more about perspective. Stay true to your point of view, take action before everything feels perfect, and build systems that support how you actually work. If those elements are in place, the business evolves naturally—becoming stronger, more refined, and more aligned over time.
And ultimately, just like any well-run business, it comes down to balance. Creativity drives the work, but structure sustains it. When both are in place, you’re not just designing spaces—you’re building something that lasts.
