Beyond the Sketchbook: Mastering the Business of Design with Industry Leaders. Esteemed practitioners Keith Granet, Grant Kirkpatrick, Tom Stringer, and Louis Taylor share candid insights into the origin stories, critical business skills, and forward-looking strategies necessary to build and sustain a successful design practice.
Moderated by Cheryl Durst (EVP and CEO of IIDA), the panel focused on the transition from being a talented designer to running a thriving, resilient business, covering genesis, operations, talent management,...
Beyond the Sketchbook: Mastering the Business of Design with Industry Leaders. Esteemed practitioners Keith Granet, Grant Kirkpatrick, Tom Stringer, and Louis Taylor share candid insights into the origin stories, critical business skills, and forward-looking strategies necessary to build and sustain a successful design practice.
Moderated by Cheryl Durst (EVP and CEO of IIDA), the panel focused on the transition from being a talented designer to running a thriving, resilient business, covering genesis, operations, talent management, branding, and future-proofing.
- Origin Stories and Industry Appreciation:
- The panelists shared diverse paths into design. Some were drawn in early (Grant and Tom), while others arrived via finance and business consulting (Keith and Louis).
- Louis Taylor (Finance, SchappacherWhite) noted that, coming from auditing various industries, design is “absolutely the best industry to work in by far.”
- The 80/20 Rule of Entrepreneurship:
- A critical takeaway for design professionals is understanding that running a firm is primarily a business function. Keith Granet and Grant Kirkpatrick stressed that the time split is often 70–80% focused on business (HR, finance, marketing, systems) and only 20–30% on actual design work.
- Keith Granet (Granet and Associates, Leaders of Design) emphasized that good systems and data tracking (like a monthly “executive summary” of financials) are “freeing” and allow for greater creativity by alleviating stress over payroll and rent.
- Infrastructure and Skill Development:
- Hire Your Weaknesses: The consensus was to surround yourself with great consultants (finance, PR, marketing) and “hire your weaknesses” to empower the principal designer to focus on their “highest and best use.”
- Future Talent Gap: Louis Taylor noted that junior staff coming out of school often require significant training in “soft skills” (people skills, professional email etiquette, presentation, listening) to bridge the gap between conceptual learning and the real-world practice.
- Branding and Storytelling:
- Effective messaging must be authentic and focus on an idea bigger than the work itself.
- Grant Kirkpatrick (KAA Design Group) detailed their use of “The Five Whys” to articulate a vision, which for his firm is the belief that “design elevates the human spirit.”
- Tom Stringer (Tom Stringer Design Partners) built his brand around his personal value of adventure, which attracts clients who are “kindred spirits.” He emphasized that design is predicated on building trust over multiple generations.
- Future Proofing and Resilience:
- AI and Technology: The panelists recognized AI as a powerful, unavoidable tool that will alleviate mundane tasks and enhance existing work, though it also presents a significant challenge (“scares the shit out of us,” noted Keith). Firms must embrace it.
* **Talent Retention:** **Institutional knowledge** is key to longevity. Firms are focusing on creating exceptional workspaces, competitive benefits (like sabbatical programs), and internal culture to recruit and **retain the best talent.**
* **Mentorship:** Mentoring should be a fundamental part of a firm’s **culture**, not a forced, rigid program. It is essential at all career stages, providing wisdom and long-term connections that help owners stay agile and resourceful.
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