Designed for the Creative Mind™
Sep 28, 2026 · 34 min · 15 segments
You started your interior design business because you love design. You wanted to create beautiful spaces, work with clients, and build something of your own. But somewhere along the way, the business…
Woody warned me that if my design firm grew, I might eventually stop designing altogether.
I knew it meant hiring people, bringing in more revenue, taking on larger projects, and making decisions with bigger numbers attached to them.
Those might sound like two versions of the same job, but they don't feel the same when you're living them.
One job asks, what's the right solution for this room? The other is thinking about whether we have the right people, whether the project was priced correctly, whether the workload is realistic, and whether the business is set up to deliver what we promised.
The owner is thinking about that client along with every other client, every employee, every commitment we have made, and all of the consequences that may be coming around the corner.
And somewhere in this transition is a question that most of us are not asked when we are encouraged to grow.
And that is, do you actually want to lead the business that your talent created? This is the first episode of a new series I am calling Nobody Warned Me About This Part.
We talk constantly about getting clients, making money, hiring a team, growing a firm, etc., etc., etc.
But we talk much less about what happens after some of those strategies start working.
When the business changes your role, your relationships, your appetite for risk, and sometimes even your definition of success.
Some of it I understand because I've lived it long enough to recognize the pattern.
Woody warned me that if my design firm grew, I might eventually stop designing altogether.
I knew it meant hiring people, bringing in more revenue, taking on larger projects, and making decisions with bigger numbers attached to them.
Those might sound like two versions of the same job, but they don't feel the same when you're living them.
One job asks, what's the right solution for this room? The other is thinking about whether we have the right people, whether the project was priced correctly, whether the workload is realistic, and whether the business is set up to deliver what we promised.
The owner is thinking about that client along with every other client, every employee, every commitment we have made, and all of the consequences that may be coming around the corner.
And somewhere in this transition is a question that most of us are not asked when we are encouraged to grow.
And that is, do you actually want to lead the business that your talent created? This is the first episode of a new series I am calling Nobody Warned Me About This Part.
We talk constantly about getting clients, making money, hiring a team, growing a firm, etc., etc., etc.
But we talk much less about what happens after some of those strategies start working.
When the business changes your role, your relationships, your appetite for risk, and sometimes even your definition of success.
Some of it I understand because I've lived it long enough to recognize the pattern.
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