Pricing your services as an interior designer can be one of the hardest parts of running a business—especially when creative work, project management, vendors, and unpredictable timelines are all in the mix. But here’s the thing: pricing shouldn’t feel like a guessing game.

In The DTS Files, I’m breaking down:

• The biggest mistake designers make when pricing their services (and how to fix it).

• How to price based on data (not fear), so you can confidently present fees to clients.

• What you should track to uncover hidden profit opportunities in your business.

• Why “charge what you’re worth” is the worst advice—and what to do instead.

Your business can be wildly profitable when you know how to price your services correctly. If you want to set fees that reflect your expertise without overworking yourself into the ground, join The DTS Files to unlock this article and my advice.

What I Learned from My Summer Slowdown—And How It Made My Business More Profitable

When I started my business, I thought success meant saying yes to everything, working 24/7, and pushing through burnout. Over time, I learned that real success comes from strategic decisions—like intentionally slowing down.

Every year, I step back, reduce my client load, increase my profitability, and focus on big-picture growth. And every year, it reinforces what I already know: working less (when done right) doesn’t hurt your business—it makes it stronger.

Inside The DTS Files, I’m sharing:

• How reducing my 1:1 client work actually made me more profitable.

• Why I restructured my services—and what I learned in the process.

• The business strategy behind stepping away (and why more designers should do it).

• How I used this time to increase my audience, refine my marketing, and make my company more scalable.

If you’re serious about building a business that works for you (not the other way around), this is a must-read. Join The DTS Files for my full breakdown.

Dear Dakota,

How to respond when a potential client or existing client asks, “Will you share your discount?”

This week’s Dear Dakota question is one I know you have dealt with before. You’re on a discovery call with a potential interior design client, and they ask the dreaded question that makes your skin crawl.

“Do you share your discount?” Or some version of it.

This questions gets me pretty heated (it’s NOT a discount, it’s your trade pricing), and in this post, I’m going to share a few ways to respond, PLUS my thoughts on why you should never ever (or, “never sever” as my daughter used to say) share your “discount” with clients.

👩‍💻 And, if you’re new to selling furnishings or want to figure out how to address any client objections related to how you price your goods, be sure to check out our training, Beyond Retail, to learn the ins and outs.

01 | First, let’s assess WHY your prospective clients and clients are asking this question. 

Are you marketing yourself as a discount designer? Are you only showing images of you shopping at retail or discount stores? Is your body of work or marketing attracting clients who can’t afford trade items, OR people who simply do not want to pay for them? 

If you’re thinking, “NO NO NO,” then I would bet your client is asking this because they’ve heard others do it, NOT because they expect you to do it. So, this doesn’t make them a red flag client; it simply indicates they need clarity and education around your process and your business model. 

REMEMBER: Don’t market your discount. Market your value!

02 | It costs you and your business time (which is a higher value than money) to have these accounts. And also money. 

This is the professional trade-only pricing that you applied for, qualified for, and maintain because you are a business and have met (and continue to meet) certain requirements. There is a cost for you to have this account. You’ve invested time researching vendors, going to market, meeting with vendors in your office, shopping for new release items/fabrics, and so on. 

You’ve invested money in placing opening qualifying orders (and maybe carried inventory AND kept it safe in the hopes of selling it to an upcoming client). You’ve placed orders to maintain your annual spending requirements. You might even pay for books and samples. 

For your business to have access to these accounts, there is a time and monetary investment. Not to mention, having and using the same vendors means you have a better relationship, better pricing, better customer service, and quicker sourcing because you’re familiar with the line, the fabrics, the team, etc.

That’s a real savings to your client, especially if you bill hourly for sourcing. 👏👏👏

03 | You need to know how you actually DO price your products.

People are going to ask, and they’re not the bad guy for doing it.

Think about how you want to price your products.

We help the interior designers we work with to communicate how their products are priced and the white glove service that comes along with purchasing from them.

I personally do not recommend SPLITTING the “discount” with clients or giving a XX% discount. For real.

What does this even mean? 🫠🫠🫠

The discount between what?

MSRP and your price? MAP and your price? RETAIL and your price?

A discount off of what?

MSRP, MAP, RETAIL (what retailer?).

See how this opens up a ton of backend admin work?

Do you have time to check that pricing on every single product? I know my million-dollar design firms don’t.

This is a logistical nightmare. What happens if you “split the discount” and then the client (who now thinks this is some sort of competitive price-hunting bargain game) finds a retailer who offers it for less than the retailer you found to establish the “split”? Are you reducing more? Are you crediting them back?

EWWWW.

If it's something you cannot get for less than retail (maybe because One Kings Lane, Serena, or Perigold have more buying power and therefore lower pricing and their own freight carriers) then you may decide you don’t want to TOUCH retail purchases and will therefore provide your client with the purchasing information so they can buy on their own because you can't beat retail pricing

📌 NOTE: We have many designer clients who will not touch retail order management. We have some who charge a retail management fee to do it. And we have some who require that every.single.thing.presented MUST be ordered by the designer.

^^^So you have to do what is best for the OUTCOME you have promised your client.

I do find that this instills trust in the client if you let them know you do this. On the other hand, if you work with luxury clients, they likely will NOT want to place orders (that’s why they hired you!).

I say this with love: Stop.Making.Furniture.Sales.SO.Hard.

💌 Want my best insights and strategies delivered weekly? Join The Weekly Install® — it’s free.Sign up here.

04 | If you discount your products, will you also discount your scope of work related to ordering and product management?

LOL.

But think about it.

📌 Most of our designers use the product markup to cover their time spent ordering, tracking, communicating with vendors, pricing, updating clients, handling claims, coordinating deliveries, receiving small items, and inspecting them at their office, etc. 

If the client wants a discount on products, let them know your pricing covers the time required for all of the above. If they would prefer you not include those services in the product price, would they prefer you bill your hourly rate of $175/hour for all work done related to ordering and product management instead?

I would guess it would be a solid NO.

🚪 Ready to go deeper?
What comes next is the exact framework I use (and share with my clients) to confidently explain your pricing policy to prospects and clients without sounding defensive, losing the sale, or getting trapped in endless price comparisons.

You’ll see:

• How to decide exactly how you’ll price and present products

• Where to set expectations in your client journey so you avoid awkward money talks mid-project

• Scripts for answering “Do you share your discount?” confidently

🔑 Read the rest inside The DTS Files — my members-only collection of advanced strategies, industry insights, and behind-the-scenes advice for running a profitable, elevated design firm.

💌 Not quite ready to become a member? Join The Weekly Install® and get my best insights and strategies for free delivered straight to your inbox every Friday. Sign up here.

If your discovery calls are not productive or it takes WEEKS to get someone to even book a call, your contact form is likely the problem. A poorly structured form can scare away potential clients, waste your time, and attract the wrong inquiries. But with a few strategic tweaks, you can streamline your process before you even hop on a call.

Inside The DTS Files, I’m sharing:

• Why people might not even be filling out your form at all

• What NOT to ask in your contact form—these questions are scaring off potential clients.

• The formatting mistake that makes your form frustrating to fill out.

• The step 98% of luxury service providers completely miss.

Your contact form should qualify leads, not drive them away. Want the exact steps to fix yours? Join The DTS Files today to unlock the full post.

Dear Dakota,

How do you handle clients who refuse to give you a budget, despite explanations and an initial design presentation?

This week’s Dear Dakota question comes from an interior designer who’s struggling to get a budget from clients—even after the initial design presentation. Talk about frustrating!!!!!!!

If you’ve ever felt stuck in this situation, you’re not alone. Budget conversations can be tricky for a lot of the interior designers I talk to.

Join The DTS Files for my advice and insights.

If you’re newer to the field, you may have NO clue how to manage a new build or renovation project. Or maybe you’ve been collaborating with contractors for a while, and things are feeling more out of control than ever. And if you have a difficult GC, lots of delays, and subs moving on to other jobs because they couldn’t wait for all your plumbing finishes to arrive, your profitability tanks, your overwhelm skyrockets, and your client is now somehow mad at YOU. The nerve!

If this sounds all too familiar, keep reading for seven ways to create boundaries around project management (there are certainly a million more). Throughout this post, I will refer to construction and renovation management as project management, and I’m making the assumption you are NOT a licensed general contractor.

01 | Clearly define the services you offer during the construction phase

If you are comfortable collaborating with contractors, doing site visits, processing change orders, and being the point person during the construction phase, this should be spelled out clearly in the contract and scope and should be reflected in your pricing. Or, if you will only collaborate and coordinate with your own painter/wallpaper hanger/carpenter/carpet guy/etc. that should be detailed as well.

📌 IMPORTANT: Be sure to check with your attorney on what is allowed in your state related to managing your own subcontractors and billing for their services. This often falls into the General Contractor category, and if you’re not a licensed GC, you could be opening yourself up to a lot of liability. So again → check with a licensed attorney in your state on the legal way to handle this and then define it in your contract.

But, even without taking on the role of GC, there is ample opportunity for you to be an asset to your client during the construction and installation phase.

For instance:

• Being present for deliveries of items ordered through your company

• Providing on-site design-specific instructions and specification books to installers and fabricators

• Confirming that installation meets your design intent

• Troubleshooting and answering questions from any of the tradespeople on site

• and much more.  

An interior designer being on-site at critical points during construction can ensure the design is being implemented properly. If the project warrants and you are making regular site visits during the process, make sure both your client and the GC understand your role.

02 | Know who you will and won’t work with.

If you’ve been in the industry for a while, you’ve likely worked with a builder or two you’d prefer to avoid in the future. During the inquiry phase, find out if the client has already contracted with a builder or GC. Based on past experience, there may be times when it’s best to decline a project early or steer a client away from a problematic contractor.

Ensure your prospects are working with LICENSED professionals, not their brother and his college buddies who are “really good at carpentry.” (Yes, this has happened to one of my clients.)

If they aren’t using licensed contractors and are planning to DIY any construction, you’re likely better off moving them to a Design Only service. More on that here. 

Clients will likely ask for your recommendation when they haven’t hired a builder or GC yet, so develop a list of contractors you trust. Some states may require you to provide multiple recommendations to avoid liability, so consult with an attorney to determine what’s allowable and how to protect yourself.

📌 In any event, SAVE your “little black book of vetted contractors and vendors” for once a prospect becomes a client. Don’t give that premium info away to anyone who asks.

03 | Be upfront with prospects about who hires contractors. You or them.

This ties back to point #1—knowing what’s allowable in your state.

A general contractor is responsible for applying for building permits, ordering build materials, managing the project timeline, carrying GC insurance, and hiring, scheduling, overseeing, and paying all subcontractors.

Depending on your state’s laws, you may take on certain parts of the process but always check with a licensed attorney.

For instance, if your state allows you to hire subcontractors without a GC license or without special insurance, you may hire, schedule, and pay the installers whose work involves products or decorative finishes while the GC manages all the construction-related elements, such as the sheetrock install, carpentry, plumbing, and cabinet subcontractors. There may be instances where the installation of decorative finishes (wallcovering, drapery install, mirror, and art installation) happens after the completion of the GC’s management of the project, so these may be areas that you oversee. 

Ensure the client understands who is responsible for what and that they will have a separate contract (separate from the contract with you) with the GC and any other third party hired by them (architect, structural engineer, landscape designer, etc.). 

When we work with interior designers, we define multiple touchpoints throughout their process to explain who will be responsible for what, how services will be paid for, and who will be overseeing various aspects of construction.

If construction projects have been a source of stress, it’s time to take back control. The DTS Files gives you access to this full post, plus expert insights to help you structure your CA services, set better boundaries, and confidently stay in your lane during construction.

🔑 Read the rest inside The DTS Files — my members-only collection of advanced strategies, industry insights, and behind-the-scenes advice for running a profitable, elevated design firm.

💌 Not quite ready to become a member? Join The Weekly Install® and get my best insights and strategies for free delivered straight to your inbox every Friday. Sign up here.

Dear Dakota,

How To Identify Red Flag Clients (vs. clients you just don’t want to work with)?

Join The DTS Files for my advice and insights. There IS a big difference between the two.