Creative Genius Podcast

No matter how creative or talented you are, the proof, as they say, is in the pudding. At the end of the day it’s what you deliver to the client that matters, not what’s on the design board. Turning inspiration into reality involves a lot of steps and orchestrated execution. Ensuring all that goes smoothly and according to plan is the role of the project manager. Whether that’s an individual or the function of some individual, they are critical to the success of your business.

In this episode, Gail talks with Sarah Kimball, project manager with Brighton Studios in Staten Island, New York. Brighton Studios is an interdisciplinary studio focused on creating window displays, scenery, and creative visual merchandising for luxury brands, boutiques, museums, and exhibitions.

In discussing her role, Sarah stated that design firms need a combination of someone who is a visionary and someone (or someones) who can execute the plan to achieve that vision. The project manager serves as a bridge between the two. She does the planning and prep work to ensure that the team is “set up for success” before delegating specific tasks and goals. “I love starting new projects,” she said.

Sarah described some of the characteristics of a good project manager and a not-so-good project manager. In essence, they need to be solution-oriented and see each part of the plan through to completion. They also need to be able to communicate well and get along well with the rest of the team.

A challenge for the project manager is keeping the rest of the team on task. “You have to understand your team,” she said, to know what motivates them, how much information to give them, and how they like to work. It’s also important to set achievable goals for them (by day, by week, by project) and to prioritize the most important tasks. She’s found that explaining why a particular task is important or why it has to be finished at a certain time helps them stay focused.

Gail asked Sarah what the keys are to effective project management. Sarah said:

Creating a clear plan from the start

Creating an environment of clear, transparent information and communication

Anticipation, thinking ahead to what needs to be done when and why

Taking ownership of the project schedule

Checking in with the team on progress and any issues they may be dealing with

Gail also offered her insights on the importance of good project management. Listen to the podcast to hear their entire conversation.

If you're listening on your favorite podcast platform, view the full shownotes here: https://thepearlcollective.com/s10e3-shownotes

Mentioned in This Podcast

For more information about Sarah and Brighton Studios, visit the firm’s website at brightonstudiosllc.com.

Gail recommended the book Rocket Fuel: The One Essential Combination That Will Get You More of What You Want from Your Business by Gino Wickman and Mark C. Winters. It is available from online booksellers in various formats.

Sarah stated that the project management software she uses is Asana. She also mentioned Monday, and Close, which is a CRM software that includes project management components. For contracting, Sarah said she uses Smartsheets.

https://www.youtube.com/watch?v=S6BgX2_dL7U

Episode Transcript

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Well, welcome, Sarah. I'm so excited to have you here. We have known each other for a few years now. we'll talk about that in a second. But tell me a little bit about your background. How did you get into project management? Sure. So not necessarily a direct route, but I went to school for theater. So I graduated from Montclair State in 2014 with a degree in theatrical.

production and design. And then in our programs, we were able to pick a concentration to go with. So I chose lighting design. So I graduated in 2014 with that degree and I spent, you know, just over a year in the theater world. So I was freelancing and working for some other designers and that number of different spaces. And then

I made the shift. I wanted to get into something that was a little bit more stable with, with, you know, the, the consistent paycheck. So I thought of architectural lighting design just as, an interesting stepping stone from theater. And I came across, focus lighting, which is in, New York and architectural lighting design firm. And they had a lot of people that were working there that had come from a theater background.

So I made that shift there and then I was placed into, know, they have a project management department and a design department. So I was placed into the project management department and then it really just clicked. I have a lot of natural management, project management qualities that I was able to really get into it and with the background of design, it made it even more

really like fruitful because I could understand that side while understanding the, you know, how to run a project, how to see it through successfully. So I stayed, I stayed in the architectural lighting design world for like 10, nine or 10 years. So that was my transition into that. So. Well, and that's how we met. You were working for a show and

and you were there and I was working with you and Matthew and another member of the team. So it was kind of an interesting and this is something that I do that I don't do with a lot of clients, but I coach teams. And so I was working with your team. So what were some of the things maybe you can share from your perspective with getting and how that impacted what you were doing as a project manager for his company?

Yeah, so we met right at the start of the pandemic. I think it was really like the day before sort of the world went into the lockdown. So I think that added an interesting dynamic just because the company was transitioning into this remote work from home global pandemic situation. And we were just starting this leadership team and really trying to get to know one another.

and get cohesive in that. So what I really liked about working with you was there was an accountability. There was a process and procedures that were known. You had tested them and now every company is different and has different people, but really like those foundational qualities. So I really liked that because I sort of felt like if I take

to heart what Pearl Collective and Gail are saying and I adapt it to what I know my team can do, we can be so successful. So we had VIP days with you, were, there's so much information, but such good conversation comes out of that and you really get to learn about your other leadership team members. We get to ask you direct questions about specific problems we're having.

And then we had our quarterly check -ins with you, which again, I think it really just gave us that feeling of accountability and that somebody had our back. So I think some of the things that I took from that in terms of my own projects were really checking in with one another. Because you made a point of doing that with all of our sessions is sort of to start out by like, how are you? How are things going?

What are you stuck with? What could be better? And really just listening to us. So I did try to adopt that with our team. And I, we started to do quarterly check -ins, which we found to be really helpful with our, with our group and just kind of, you know, how are you? What's a struggle that you're having in life? How's it affecting your work and things like that. And then I think sort of setting that precedent of when you come to a meeting.

I'm going to ask you how things are going. So sort of that preparation of showing up, being prepared, and really putting in the work. If you put in the work, you will see those results. And you were really good at steering us or not that we were misaligned on something, but really just

personally navigating us towards a better approach or a different way of thinking of something. So those are definitely some things I took with me. There might not be one set way to do it, but the foundation is there and then you modify it. So. Well, what I found really interesting, and of course it made such a difference as having somebody that understood your role in your

that could actually take what we were talking about and make sure that the team was executing. Right. Yes. And that's always a challenge, right? Well, yeah, especially if you have someone who's a founder, who is more of a visionary, then they're the execution people, right? So they need someone like you who can actually listen to what consulting you're getting and take that and apply it and make it happen. Bring it life.

I think it's critical to have somebody who's a second in command that understands that particular part of it. It's a key piece because for somebody that doesn't have that brain, things feel very overwhelming. Yes. And I, in my role, and sort of have this like innate ability to see the big picture and then also

I can figure out how to break it down into those achievable goals so that we get to that finish line. Because I think sometimes, you know, hearing the end goal and then seeing where you're starting, you're like, I don't think we can get there. I don't even know how to start to tackle that. So yeah, it's sort of being that bridge in order to get you there. And the big thing is really,

understanding the goal because that's the only way you know really how to make your to make your plan to get there. Yeah and I think too that just that you're almost like the translator because if you have somebody who's consulting with you and you have somebody who's got the vision somebody's got to make it happen. Right. And so you are the translator for those two people. Exactly. So yeah definitely

sometimes the not fun position of being realistic, which you need. I think the visionary role is to dream big, think big,...

With 13 blocks of home furnishings, over 2,000 studios and showrooms, and a calendar full of events and educational sessions, High Point Market can feel overwhelming to first-time attendees. Don’t let the magnitude intimidate you. With a few pointers from an expert, you can customize your High Point experience to get the most from this one-of-a-kind industry showcase.

In this episode, Gail talks with Tammy Covington Nagem, chief executive officer, High Point Market Authority in High Point, North Carolina. Tammy has been with the organization for 22 years, first as director of operations, then as chief operating officer. She assumed the role of CEO last year when the previous CEO retired.

Tammy said that one of her main areas of focus as the new CEO is the importance of the guest experience. She not only wants to attract new attendees, she also wants to ensure that all other attendees come away feeling that their visit was worth their time and money so that they will come back again.

At the heart of the Market experience is the connection between the people and the product. Home furnishings, she said, are something best experienced in person. “We are here to connect the buyer and the seller,” she said. Part of that connection is providing the seller the opportunity to tell the story behind the product, which is a crucial component of its value.

In recent years, interior designers have become a more essential customer at Market. “Consumers are understanding the value a designer brings,” said Tammy. That translates to value for the manufacturer or vendor. Designers have an opportunity to discover products that they otherwise might not find elsewhere. It can set them apart from the competition who don’t attend.

Gail asked Tammy what her advice was for designers who are thinking of attending Market for the first time. She said,

Register early. First-time attendees must go through a qualifying process to be able to register. Once registered, you will receive a series of emails that will walk you through all the steps you need to plan and prepare for your visit.

Use the Market’s concierge service to book your hotel accommodations. Their highly knowledgeable staff will help you get the best booking for your needs. Don't fear the lack of hotel rooms on other websites - those have simply been reserved for you already!

Sign up for a half-day tour to get an overview of Market and helpful tips from a seasoned attendee.

Leave time for discovery. Don’t over-schedule yourself the first time out. Allowing yourself time to explore can lead to some incredible finds.

On the practical side, Tammy urged attendees to bring a different pair of comfortable shoes for each day they will be on site. She also described how to set up the Market app to help navigate onsite and keep track of sessions and events. For more helpful tips from Tammy and Gail, listen to the entire podcast.

If you're listening on your favorite podcast platform, see the full shownotes here: https://thepearlcollective.com/s10e2-shownotes

Mentioned in This Podcast

For more information about the High Point Market Authority, visit the organization’s webpage at www.highpointmarket.org/hpma.

For more information about High Point Market, how to register, and planning your visit, go to the Market’s website at www.highpointmarket.org.

https://www.youtube.com/watch?v=-RuUnwC0VPs

Episode Transcript

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Tammy, I am excited to talk to you today. This will be so much fun. And most of you that don't know Tammy, she is the CEO of High Point Market Authority. And I see her around campus, so to speak. I've known you for a number of years. And I just really appreciate what you do for our industry. And I thought it would be interesting for you to share about that. But first, tell us how in the world did you end up getting into what you're doing now? How did you get

I mean, Gail, it is a path that I guess was a very unpredictable path. actually started my career in youth serving nonprofits. I have a master's degree in counseling of all the things and worked there for about seven years and just felt like there was more out there that I

You know, needed to explore and I grew up in a furniture family. My dad worked for Bassett furniture for 36 years. And so I always say I have, I do have sawdust in my veins. grew up in Henry County, Virginia. And so, you know, everyone I knew worked in furniture. And so was given an opportunity to work for a previous mayor.

who was at the time the president of the market authority and she was starting this organization and said, look, I need somebody who can keep balls in the air. And we had worked together on some projects with some civic groups in town. And he said, I don't really know much about this, but I think you might be great at it. So why don't you come and work with me? So 22 years ago, I made that leap out

the nonprofit world into kind of furniture where I felt very much at home and needless to say, I think when the market bug bites you, lots of folks, I feel like get into this industry and into this event and stay for a long time. So I'm definitely one of those. Well, it's really great to see you.

gone through a couple of different roles with the organization. Now you're the head honcho. Yeah, Yeah, I started out as director of operations and then was promoted to chief operating officer and spent 11 years as COO. And then, you know, when our current president decided it was time to retire.

had some conversations with our board and interviewed for the role and was very excited to be offered this job. I think after sitting at number two for so many years, you recognize the importance of this organization and leading this organization. And so it's something I take very seriously every day. How different is your role from COO to CEO?

You know it's funny because i think that was my biggest fear was that i was gonna get this promotion and they were gonna sit me down in this chair and they were gonna say okay now you're do this job in the job you had before but i've worked i've kind of restructured the team and worked hard to make sure that i that i was able to get kind of

a higher viewpoint and work at a different level. And so while I remember the days of doing brochure delivery and all those things, I am able to lean into the parts of this that I really love, which is

more of the strategic thinking, the fundraising at the state level, the being involved in our community to ensure that, know, High Point is, you know, that we're all pulling in the same direction for this event. So it is very different. And I think that's by design. Well, it's fun to run things. I think thinking is a fun thing, especially if you have those natural talents. And it seems like you do.

I think it's going to be interesting to see too how you apply that knowledge that you have and the skills and all of that background to changing what High Point Market is doing. And I'm sure we'll see some changes under your leadership and not to say anything in the past was not good. It was always great. I just think everyone has a chance to put their own stamp on it. So that's really exciting. Yeah, I've spent a lot of time really

Working on that the guest experience out of what we do and I think at the core of what the market authority is charged with is not only the marketing and the making sure we have the right people coming to market, but you learn pretty quickly. And I think I learned early in this job that we can recruit new buyers, new designers to come to High Point all day long if we are not retaining those folks and they aren't finding

to be something that's good for their business and something that they feel connected to and that they need to come back every six months. All the recruiting in the world is not gonna help if we're not able to really keep people coming back. And so that is where I cut my teeth, I would say, in this organization. And so I think as you see things unfold, you're gonna see that at the heart of what we're doing.

That is such a great idea. I think that's one thing that is becoming top of mind for a lot of companies today is client experience in all aspects. And that's true for designers too. They need to think about that for their clients. That is the definition and the difference that they can bring to whatever they're doing. It's interesting. We spend a lot of time in journey mapping on our team is really looking

that designer experience from the point that they read something or hear about high point or a colleague tells them about it or they're on social media. What does that journey look like from the minute they are peaked by the interest until they're going home after they're leaving high point? So through that whole life cycle and all the touch points that we have to make a difference in that process and ensuring when they sit back down at their desk, they say, you know

I'm a better designer. I'm a better business person. It was worth my time and my money. And I'm to go ahead and register for the next market. We feel like those are important things and a place where we need to spend time working. It's interesting. I've been, when I was a designer, I'd never came to High Point. And the first time I came to High Point was in this industry, in this business.

And it was somewhere around 11 or 12 years ago. And I've been coming to market twice a year ever since then. And it took me a long time to figure out what is the purpose for me being there. And I think that's an interesting one too. And I'm going to put this in your hoppers to think about those of us who are essentially, I think of myself as a partner to High Point because we bring a lot of our clients there. We set up meetings there. And so we also have a journey as well. So I'll give you

...

Every entrepreneur and small business owner needs help now and then. Peer groups can be a great source of information and support. Books, blogs and podcasts can provide new approaches, strategies and valuable lessons learned. Sometimes, though, your best option is to seek out an expert who can work with you one-on-one to identify the source of the problem and create a plan to move forward.

In this episode, Gail talks with Brian Kerlin, founder and chief executive officer of Optitude, a business consulting firm based in Denver, Colorado. The firm primarily focuses on assisting professional services companies that are entering their second stage of business development and looking to grow their revenues, profits and client pool.

Gail asked Brian, from the perspective of a small business owner, when is the right time to hire a consultant. Brian said that it's when you recognize that you have a problem. Maybe your business isn’t growing because it's not generating sufficient revenue. Or maybe you’re having difficulty attracting and retaining new clients. Whatever the issue, you want to look for an experienced individual who has that specific expertise and a proven track record of helping other business owners.

Businesses go through different stages of growth, Brian explained. What may have made the entrepreneur or owner successful at one stage may not guarantee continued success at a later stage, when the challenges and needed skills change. Owners need to be constant learners, he said. They need to acknowledge what they don’t know and seek out the information and insights that are required to grow the business at each stage of its development.

Working with a consultant is a commitment of time and money. Gail asked Brian for his advice on how to get the best results from working with a consultant. Brian said his firm performs what they call a “collaborative diagnosis.” They work closely with the owner to understand what is the current situation with the business. When they have identified the issues that need to be addressed, they then establish a scope of work for how they will be resolved. The scope of work includes checkpoints and milestones, to ensure the plan stays on track and meets its goals.

Whatever the situation, Brian said, it’s best to learn by doing rather than searching for the perfect solution. His firm has found that one of the factors that make great companies have better results is that leaders are willing to act and go quickly while making mistakes, but keep moving forward. In other words, you miss 100% of the shots you don't take.

For more on those and other insights, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s10e1-shownotes

Mentioned in This Podcast

For more information about Brian and his firm, go to his company website at www.optitude.co.

https://www.youtube.com/watch?v=UNkFN9NJUNM

Episode Transcript

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Brian, welcome to our podcast. so excited to have you on today and I get the pleasure of also talking to your wife as well. Hey, thank you, Gail. I appreciate it. Yeah, honored to be here as a guest. And if you are going to listen or watch this, please make sure you watch my wife Anika's first. She's the most important person in this whole, this whole relationship. So good.

All right, so let's talk about your business because you have been in the consulting space for how long? We started our company in 2018. So simple math about six years and then prior to that I was doing some, I guess, pro bono consulting before I actually launched the company. So I guess six to nine years at this point. Okay, great. And what got you into consulting? Well, you know, there was an individual in my mentoring network

that had said, knowing my 20 plus years of sales and business development and sales leadership experience, there's a lot of companies that are small to mid -size that could probably benefit from your expertise. Have you ever thought about spending some time with those types of organizations? And I hadn't at the time. And here in Colorado, we're both located. There's a great ecosystem of early stage businesses

In that time in my life, I had some extra time to be able to offer that to early stage companies and venture -backed companies and startups. So I really just provided some free time to help founders and CEOs at that time. And it was such an exhilarating experience and being around people that are business builders was just energizing. And while I was trying to provide my expertise, I was learning as much from

So that kind of got me interested and then I went down a crazy journey of meeting a lot of people in the startup and business building world here in Colorado. Well, that's a really great niche that you're in because every single business has to have sales. If you don't have sales, you don't have anything. So you are in a great niche and something useful. So what drives you to do what you

I guess some of this is you just talked about. I've been in this sort of part of business building for my entire career, give or take a few little off ramps, but for the most part, this space. And revenue generation, as you stated, is the life plan. We kind of call it the heartbeat, right? The blood that rolls through a business has to happen when, in fact, new client is brought onto an organization.

And then that usually cascades everything else that's important to deliver the value to that individual client. And that's essentially a sale or somebody that was a prospect becomes a client. And I guess I've just been energized by that type of work. And I know when it does happen, it injects tremendous amount of positive energy to a culture, to

to a business and then obviously those relationships that you end up building with those clients hopefully last a lifetime. Well, hopefully so. When working with your clients, what do you think is the biggest roadblock to scaling their businesses? Yeah, you and your team are so good. some pre -questions, some planning questions, and that was one of the ones that you asked in preparation for today's discussion. And I think the way that I answered it then, and I'll answer it similar now,

is, I think it depends. I probably wouldn't be a great consultant if I didn't use that answer at least once on this podcast. It depends. It really does. think in the companies that we try to serve, which is professional services founders in that second stage of growth between a million and 10 million in revenue, we think that the problems that really show up on a regular basis are that

haven't got to a place where they've removed themselves from generating new clients and new business. And because of that, we think that there's opportunity to offer our expertise and help. That is a very specific niche and certainly an area that I think the professional services firms, probably don't come with sales training into starting their business. So I would think that there are some mindset blocks that go along

not having that training. So what do you think the biggest blocks are that the entrepreneurs face? You know, I think sometimes, you know, even while an entrepreneur is somebody that's a quote unquote risk taker, they're someone that likes to take, take a chance on their own, on themselves, betting on themselves. There's this always self -limiting belief, right? You could probably read all of what you need to, especially in today's world, access to information is simple.

Even with AI, I mean, you can get training, but sometimes you got to cross that barrier. you ready and able mentally to be able to accept what you do know, what you don't know? And sometimes that's just realizing that self -limiting beliefs or reach out to someone like yourself in the business you guys have at Pro Collective for expertise and the interior design business. Or when we do it at Optitude is reach out a

looking for experts that are trying to help founders gain more experience in sales and business development. I think that's what's great about consulting is you have a chance to be able to help those that raise their hand, quote unquote, asking for maybe some help and expertise. When's the right time to hire a consultant and how do you figure out which one is the right one for you if you're needing help with warning sales? Yeah, I think the way we've learned

and the patterns of recognition of the clients we've worked with is the first is just recognizing you have a problem. And I mean that the founder, CEO, the principal, the business owner has a sense that this particular scenario of their business is being repetitively challenged with how to grow revenue, more specifically, how to grow profit with acquiring new customers. So when you can come to the root cause of what is the problem,

we're dealing with that I think that should raise the first flag. There's a problem we know, there's a problem myself and the leadership team, whoever that is, that the business owner can reach out and acknowledge that alignment. Then if you're not, or if that founder or CEO is not the expert in that particular area, or there's no one in the organization that has that expertise, then we believe it's probably the right time to search your network or go out into the web and find someone that might be able to.

to help you. So really recognition number one, and then two, if you're not the expert, really try to seek someone that has that expertise. And I think that's, for our belief, that's also gonna save you time, resources, and focus around what it is you're also trying to do in other areas of your business. Because normally when we have a chance to talk to clients, even though we know they've developed great businesses, there's usually just not

...

Whether you’re a sole practitioner or running a large interior design firm, technology can help it operate more smoothly, efficiently and reliably. From managing projects to finances to human resources, technology can standardize policies and procedures, speed up access to information and documentation, and ensure proper compliance with laws and regulations. No matter if you are a tech newbie, a tech pro or a technophobe, you can find products and services to suit your abilities and the needs of your firm.

In this episode, Gail welcomes back to the podcast Klaus Baer, chief operations officer, WRJ Design in Jackson Hole, Wyoming. Klaus is a huge proponent of using technology to improve business operations, having seen it benefit WRJ Design over the years. He currently employs 14 different IT systems in the 25-person firm. Some of which he has used for more than 15 years and some he has adopted more recently.

In his experience, Klaus said, technology helps the business to run more smoothly and easily for everyone. In addition, the technology can provide you with tracking capabilities, easy-to-access files and documentation, and reports and visuals to help better understand what’s going on in your business from the macro to the micro level. “Once you get the data in, it’s amazing how you can slice and dice it,” he said.

Gail asked Klaus which of the systems he uses he would most recommend to other design businesses. He highlighted six:

Asana - for team and task management

Ignite - for cloud-based storage of files

Trainual - for onboarding and training employees, documenting HR policies and procedures

LastPass - for managing and organizing passwords

Keap - customer management (CRM)

BambooHR - for HR management

Klaus also mentioned an online program, Lucidchart, that he uses to convert data into diagrams and charts. He finds the visual information more accessible and revealing.

All of these technologies have a cost and a learning curve, of course. Klaus recommended a gradual evolution in technology adoption. What does your firm most need now? Pick something that works best for you. To get the most value, he suggested, “Think about things you can scale,” with good customer support and active community forums.

For more details about each of these technologies, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e10-shownotes

Mentioned in This Podcast

To learn more about Klaus and WRJ Design, go the firm’s website at www.wrjdesign.com.

You’ll find our previous podcast with Klaus, on what highly affluent clients really want, on our website or wherever you get your podcasts.

https://www.youtube.com/watch?v=khmVLL_jixc

Who are you designing for, yourself or your clients? Of course, you have a desire and an obligation to deliver the best design outcome for your clients. But they can choose from any number of designers. Rather than try to morph to accommodate the tastes of each individual client, be your authentic self and find the clients who want what you have to offer.

In this episode, Gail talks with Kati Curtis, founder and principal designer, Kati Curtis Design in New York, New York. Regarded as one of NYC’s top designers, Kati and her team of six do both residential and commercial projects. Kati is an active member of a number of interior design-related organizations and has volunteered her talents for the Kips Bay Show House and for DIFFA’s Dining by Design fundraiser.

Kati said she is driven by a desire to develop a unique style and vision. “I want what nobody else can have,” she said. For her, design is about being who you are authentically. “When a client says, 'I want what you have to offer', that’s when we have the most successful projects.”

Looking back on her career up to this point, the one thing Kati said she would have done differently would have been to tout her own style more in the beginning and to not have been reluctant to push it as much as possible. Her advice to designers just starting their businesses is, “Find your own voice and scream it as loud as you can as early as can.”

Kati comes from a built environment background. And although she loves what she does, she acknowledges that interior design is hard work. “I say to people, we make at least 450 decisions a day.” Projects can take a long time to complete, and along the way the clients and others involved can begin to run out of steam and lose focus. Part of her job, as she sees it, is to remind them, her team, and even herself sometimes of the goal, which is the amazing finished project. Her mantra? “Remember the magic.”

Several years ago, Kati’s husband, Simon, who has a background in tech, joined the firm as chief operating officer. She talked about the adjustments that both of them had to make. The arrangement has been working well so far. Still, Kati cautioned anyone considering going into business with their spouse. “Think very hard before you work with your spouse. It can be the greatest thing and the hardest thing at the same time.”

Kati also spoke on her experience doing the Kips Bay Show House, what she has learned about running a business, and what inspires her as a designer. For all that and more, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e9-shownotes

Mentioned in This Podcast

To learn more about Kati and work, go to the firm’s website at www.katicurtisdesign.com.

https://www.youtube.com/watch?v=EORJG0x7Ojg

Who cares if your business fails? Hopefully, you do. But are you paying attention to what’s going on in your business, especially on the financial and operations management side? That’s where many small businesses fail. Often it’s the unexpected calamity that can undo a business. You need to put safeguards in place and keep a close eye on your cash flow and reserves. Because nobody really cares if your business succeeds but you.

In this episode, Gail talks with Philip Allen, chief operations officer for Lisa Kahn Designs in Naples, Florida. Philip, who is also Lisa’s husband, joined the firm in 2011 after a number of years in the construction industry. At first, he performed a variety of tasks and roles. Eventually, he settled into the position of COO, introducing more formal financial and cash management policies and processes to the firm. His job, he says, is to help achieve Lisa’s vision.

The nature of the design business is that the workflow tends to be either feast or famine, said Philip. His first goal as COO was to try to stabilize the work and cash flows in order to level out the peaks and valleys as much as possible. He established metrics such as the number of projects on the board and in the pipeline and the number of total square feet under contract at any given time. With those readings he can then go to the design team and say "we need to step things up a bit" or "we need to dial things back a bit to maintain a more even demand on the team and the financials".

Philip stressed the importance for business owners to stay on top of the financial condition of their business at all times. “You need to look at the numbers, and you need to understand what they mean,” he said. “If you’re not looking at your business’s financial health, there’s nobody else who will.”

Philip acknowledged that many creatives have an aversion to financial statements and that they claim they can’t make any sense of them. The reality, though, he said, is that anyone and everyone can learn to understand the financials. It’s simply a matter of learning to think differently and not being afraid to ask questions. “The biggest obstacle for creatives to understanding financial concepts is shame,” he said.

As examples, Philip recounted a couple of instances when Lisa’s firm got into serious financial trouble from wholly unexpected situations. Better financial and operational oversight might have mitigated, if not completely prevented, the impact of those events on the business.

In addition, Philip shared some thoughts on what a couple should consider before going into business together and his advice for design business owners. For all that and more, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e8-shownotes

Mentioned in This Podcast

For more information about Philip, Lisa and her sanctuary approach to design, visit the firm’s website at www.lisakahndesigns.com.

Listen to our episode from Season 1 featuring Lisa Kahn here.

https://www.youtube.com/watch?v=HYqVMWVud7k

With two working spouses, finding a career-marriage balance can be difficult. When taking on a business partner, negotiating work styles and roles can be tough. So when spouses decide to go into business together, one might expect the challenges could be exponentially greater. Some couples, though, find a way to make it work. Some even find it rewarding.

In this episode, Gail talks with Karen B. Wolf and Matt Brown of K+CO Living interior design, based in Short Hills, New Jersey. Karen is the owner and creative principal. Matt is the chief operations officer. They also are wife and husband. Karen recently rebranded her firm from KBW Interiors to take her name out of the firm’s name and position the firm as a modern coastal look leader. Having decided to leave his business in the food industry after more than 20 years, Matt joined the firm to provide much-needed managerial support and free up more of Karen’s time to do what she does best—create.

Gail asked Karen and Matt what sorts of issues they had to consider when deciding to go into a business partnership together. On the plus side, said Karen, their personalities and skill sets are uniquely different and complementary. At the same time, they share the same common values and their personalities are compatible. Also, they have clearly defined roles in the business, so they don’t compete with one another.

The COO role is to support the CEO and their vision, explained Matt. His job is to take care of the back office and let the designers do what they do best. He has no facility for design, he said, and stays out of that side of the business. On the other hand, he has more than 30 years’ operations management experience and knows that Karen trusts his expertise and judgment in those matters.

As partners and a married couple, it’s important that they maintain a united front when interacting with the rest of the team, said Karen. “We need to be on the same page and avoid having disagreements in front of the staff,” said Matt. Karen added that they also have to be careful about how much personal information they share in the workplace. They are partners at work and spouses at home.

Karen also talked about some of the challenges she’s had to overcome in building her firm into a multimillion-dollar business and about her future plans for the business. For that and more insights into what makes for a successful couple-partner relationship, listen to the entire podcast.

Mentioned in This Podcast

To learn more about Karen, Matt and K+CO Living, visit the firm’s website at kandcoliving.com.

https://www.youtube.com/watch?v=uWPKzIqryFc

Business partnerships have something of a bad reputation. And not without good reason. An estimated 70 percent of all business partnerships eventually fail. On average, partnerships last no more than eight years. A majority last five years or less. However, with the right formula and constant care, partnerships can survive and thrive for many years.

In this episode, Gail talks with Christi Barbour, founder and partner, Barbour Spangle Design in High Point, North Carolina, which specializes in both residential and commercial design. Christi and her partner Christi Spangle started their design firm 24 years ago and are still going strong. Over the years they’ve learned how to draw on and complement each other’s strengths to drive and grow their highly successful business.

Christi told Gail that in the beginning she and Christi both tried to do everything. But in time they realized that they each were good at very different things. They shifted their approach to focusing on their respective strengths, which proved to be a more effective way to run the business.

The one area in which they constantly coincide is their values. “You have to know your values align,” said Christi. That applies to the members of their team as well. When everyone believes in and shares the same values, then you can work together to achieve common goals, she said.

“You have to treat it like a marriage,” said Christi. Partners have to have a high level of respect for one another. You need to know how you complement one another, where your respective strengths are, and how you can support one another. Moreover, you need to truly care about each other’s welfare, be willing to take the bad with good, and be compassionate.

Christi also talked about some of the things she’s learned along the way that have contributed to the business’s success. “Initially, I didn’t listen to my gut,” she said. “When I started listening to my gut, there was a shift.” In addition, she mentioned learning to have hard conversations for the greater good and surrounding yourself with people who are smarter than you and share your values.

Gail and Christi touched on a number of other topics during their conversation. They include how she has created an award-winning workplace culture, her role in the firm, her future plans for the firm, and her charitable activities. For all that and more, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e6-shownotes

Mentioned in This Podcast

To learn more about Christi and her work, go to the firm’s website at www.barbourspangle.com.

Christi mentioned a book Gail had recommended to her, Rocket Fuel: The One Essential Combination That Will Get You More of What You Want from Your Business by Gino Wickman and Mark C. Winters. It is widely available through online booksellers.

https://www.youtube.com/watch?v=EO6Db0mz1j0

Drawings, plans and renderings have always been an integral component of the interior design process. Beginning in the early 2000s, advances in computer technology and software made it possible to create stunningly realistic detailed renderings of architecture and design projects. Soon followed 3D, augmented reality (AR) and virtual reality (VR) renderings. These allow viewers to immerse themselves in a space before any construction has started. They can be a powerful tool for presenting your vision to clients, funders and stakeholders.

In this episode, Gail talks with Jing Johnson, president of PRISM Renderings in Houston, Texas. Jing has degrees in architecture and design from both China and the United States. After 10 years of working in A/E/D firms in the U.S., Jing recognized that there was great demand from realtors and developers, as well as from architects, engineers and designers, for high-quality, precision renderings. In 2000, she started PRISM Renderings, which specializes in serving the commercial real estate market and high-end residential A&D market.

Jing has seen demand for her company’s services grow over the years. Although the images today are startlingly realistic, “renderings are beyond pretty pictures,” she explained. Many of her clients use renderings to raise funds for their projects and to expedite the design process.

“For designers and architects, renderings can save costs and also increase client satisfaction,” Jing said. Clients can better understand the materials being specified for the project. And they can see how they are being combined to create the overall design. That makes renderings a powerful sales tool. They also often help clients to make decisions quicker, saving time and money.

As an added benefit to the designer, said Jing, clients usually pay for the cost of producing the renderings. Some firms also charge a fee for the time involved in providing documents, reviewing the renderings, and walking through the renderings with the client.

Speaking from the perspective of an A&D professional, Jing urged designers to use not only renderings but all the resources available to them to ensure the long-term success of their business. Those include coaches, like Gail, consultants, specialists, and outsourced services like hers.

Jing spoke in detail about the process of producing renderings and also about some of the limitations of renderings. For those insights and more, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e5-shownotes

Mentioned in This Podcast

For more information about PRISM Renderings and its services, visit the firm’s website at www.prismrenderings.com.

About Jing Johnson:

Jing Johnson, the founder and CEO of PRISM Renderings since 2005, leads an exceptional all-women team that produces advanced 3D renderings and animations for the real estate and architectural industry. Our work enhances project viability and marketability. With bachelor's and master's degrees in architecture and years of experience in architectural firms, Jing's expertise is foundational to our success.

Beyond her business, Jing is passionate about helping young mothers achieve work-life harmony, reflecting PRISM's commitment to professional and familial dedication. Actively supporting the design industry and the community, Jing's efforts span sponsorships, volunteering, mentoring, and aiding non-profits, underlining her impactful and meaningful contributions.

Jing balances her professional achievements with her roles as an architect's wife and a mother to two sons and two dogs, embodying a holistic approach to life and work.

https://youtu.be/T-6NBecEOLk

Decisions around compensation are some of the most difficult issues employers have to deal with. How do you determine what is the right level of compensation for a given position? How do you ensure compensation is equitable and fair across your entire team? To what extent should external factors such as inflation and market conditions bear on compensation levels? Aside from salary and basic benefits, what other forms of compensation should you be offering to attract and retain the best employees for your firm? A compensation specialist can help you make the right choices for your business and answer these tough questions.

In this episode, Gail talks with Sarah Lieberman, partner and chief human relations officer with The CEO’s Right Hand, headquartered in the Greater New York Area. Prior to joining The CEO’s Right Hand, Sarah was vice president of human capital services at TriNet, a national provider of human resources services and served as head of human resources at Brooklyn Academy of Music. She holds degrees and certifications in organizational development, human resources, coaching, and leadership development.

Gail asked Sarah about the most common mistakes that firms make in how they manage compensation. Sarah said,

Not having a compensation strategy, OR

Having a compensation strategy but not having a good implementation plan around that strategy, AND/OR

Not having the compensation strategy documented and not having consistent administration around the process.

Sarah also said that it was essential that the strategy and policy are communicated to everyone in the firm who is being compensated in some manner, through offer letters, policy reviews and the employee handbook. “Always be consistent, document everything, and communicate clearly to everyone,” she said.

Preferably, said Sarah, firms should be evaluating their compensation strategy and policy on a regular basis. But, it is especially important to do so as the business grows and other personnel are added.

In addition to salary and basic benefits, employers can offer other types of compensation or incentives to attract or retain employees. These include bonuses, flexible schedules, additional healthcare or financial benefits, professional development opportunities, profit sharing, and stock options.

Gail and Sarah covered a number of other compensation topics as well, such as how best to attract and retain employees, how market competition impacts compensation, how to determine the proper level of compensation for your firm, policies for establishing commissions, what a typical salary increase might be for 2024, and what services a compensation specialist can provide. For all of that, listen to the entire podcast.

If you're listening on your favorite podcast platform, read the full shownotes here: https://thepearlcollective.com/s9e4-shownotes

Mentioned in This Podcast

For more information about Sarah and her contact information, go to the company website at theceosrighthand.co/about-us/our-team/sarah-lieberman

Access a brand new resource from The CEO's Right Hand, Human Resource Infrastructure 360°™ and get the following:

The 5 components of HR infrastructure

Insight into why human resource strategy is vital to business success

Examples of real-life and preventable HR infrastructure breakdowns

A behind-the-scenes look at the critical components of HR360°™

An HR infrastructure checklist for self-assessment

https://www.youtube.com/watch?v=pgAZEkG0y28