What would happen if you increased your sell rate, just by a little? How much would it take to make noticeable difference to your bottom line? And would clients notice?

When designers get busy, they hire another designer … designers manage designers. That’s interesting because leadership needs a completely different skillset to designing.

When designers get busy, they hire another designer … designers manage designers. That’s interesting because leadership needs a completely different skillset to designing.

We’re seeing a lot of movement in our creative industry. Factors are varied but many designers are questioning: is this as good as it gets?

Design value isn’t something designers can assign and expect clients to recognise. Value comes from increasing revenue and satisfaction while decreasing costs.

KPIs should be used to measure business performance not individual performance. Here’s why…

Benchmarking gets a bad rap in the design industry. The reality is it can increase the opportunity to be creative..

A well-thought-out positioning strategy will identify the right problem/solution/service/client fit that translates into premium pricing or lower costs.

Design has become more complex as designers have to swap back and forth between traditional visual design and digital

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

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

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.