Taking extended time off from your interior design business when you’re the CEO and principal designer can feel daunting. You've put your heart and soul into building your reputation, taking care of clients, solving issues, and marketing your services. You've likely been involved in every.single.thing that happens in your business daily, weekly, and monthly.

Most interior designers start their own business for more freedom, flexibility, and control over their schedules. Yet, as businesses grow, it can feel impossible to take time off because so much of what you do isn't documented. The feeling that, “If I take time off, everything will come to a screeching halt” is often true—if you don’t plan properly.

Whether you’re planning for maternity leave, a fully unplugged vacation, or a once-in-a-lifetime trip, with the right preparation, your business can run smoothly while you’re away. It may even thrive with the tips in this article, benefiting your company, your team, and your bottom line for years to come.

So, whether it's you, the CEO, preparing for time off, or one of your team members, follow these steps to ensure a smooth transition and that your business and clients are well cared for while you enjoy your time away.

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For most interior designers we talk to, referrals are the number one source of new business.

What could be better? People who know and like your business tell their friends and colleagues (who are likely similar to them) about your interior design business and then your pipeline fills with ideal clients. 

According to a Nielsen report, 92% of consumers trust recommendations from friends and family more than all other forms of marketing. And, referral customers are 50% more likely to make a purchase than non-referral customers (McKinsey & Company). 

Unlike other marketing strategies, it doesn’t cost anything to ask existing customers for a reference. To be honest, it’s probably the lowest hanging fruit in your entire business. 

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When you first start your interior design business, you have to wear a lot of hats. Unless you have investors, you’re single-handedly managing the marketing, sales, client delivery, admin, customer service, finance, operations, and IT. By yourself.

But after time, you realize that is not sustainable, and it leaves you with no time or energy to actually grow a company that gives you more time and freedom—which is the whole point of starting your business in the first place. 

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Dear Dakota, 

How do you locate talent for an operations/purchasing type role, someone who doesn’t want to be a designer? I need to find someone who would like to work at a design firm managing budgets, invoices, procurement, and design operations? Everyone who applies for my open position wants to be a designer. HELP!!

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Dear Dakota, 

Do you have tips for managing the not-quite-end of a renovation project? This is when things start to unravel. Clients get anxious and start to micromanage because they're exhausted and overwhelmed. It's not a pleasant experience for anyone involved

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Dear Dakota, 

We charge a flat fee for Phase I and Phase II of our interior design services, and don't charge a service fee for the purchasing phase. Our flat fee pricing is contingent upon the client agreeing to purchase furniture through our vendors. We offer this arrangement to secure the entire project and ensure that clients buy all the required items from us.

Recently, we encountered a new challenge with a client. Although she loves the design and we are within budget, she expressed intentions to sell the custom home and not purchase furnishings at all. 

It’s been two months since we presented the design, and she hasn't signed the contract yet. I've contacted her multiple times, but she has only responded regarding ongoing contract work, not the furniture purchase. 

In my current contract, I have a provision that allows me to charge the client a fee of a specific % if the client removes items from the scope that were originally presented with a cost and within budget. I'm curious to know if your contract includes anything similar or if it has provisions to make it ironclad in such cases.

While this particular project is already underway, I'm concerned about handling similar situations in the future. Do you have any advice?

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