Katie Weeks is the editor of Eco-Structure magazine, and co-author of the recently released book Interior Design in Practice: Case Studies of Successful Business Models. How to run a successful design practice is an interesting subject matter in any economy, but particularly so in the current economic state of our industry. otto spoke with Weeks about the book and what it means to be successful during an economic downturn.

What does Interior Design in Practice offer that isn’t necessarily captured on its amazon page?
One of our goals in writing the book was to provide real-world advice that complements the more textbook-like interior design books already on the market. What we found most interesting in putting together the case studies were the wide range of strategies that exist in how to run a successful practice. There is not a set, tried-and-true method to building a firm and no two firms are identical. What we hope to provide is a collection that showcases a sampling of individual approaches that will assist readers in finding the methods that work best for their individual situations.

How did the recent global economic crisis factor in the process of writing this book, if at all?
It’s no secret that the architecture and interior design communities have been hit hard by the recession that started in 2008 as well as its on-going financial aftershocks. And we’re hardly out of the woods yet. We first started interviewing participants before the economy turned south and continued this process through the fall of 2008, which meant adjusting some case studies to reflect the new reality. Certainly some of our participants have tightened their belts since we spoke with them, but they’re hardly alone in doing so. We have not checked in with each participant since the economy bottomed out, yet I do believe that all of our case study participants are still in business, albeit some at a smaller scale. However, I do think that whether you’re in a successful economy or a downturn, the foundations of a successful practice remain the same, which is what we hope to showcase.

Did you find anything unexpected or unorthodox about successful design business that made it into the pages of the book?
Certainly there are successful firms operating in the field with unorthodox methods, although we didn’t come across anything especially unexpected. Each firm really has to create a structure that best fits its goals and day-to-day operations, which means that, in a way, each case study contains elements that are both familiar and unexpected. For example, in examining how firms bill their clients, we covered a roundtable discussion from Brooklyn Designs that showed how three designers in the New York area tackled billing and fees. Although these three firms operate in the same region, how they handle their finances vary by personal preferences that have been shaped by each designer’s trials and errors during their time in the profession.

In your opinion, what are the one or two most important factors for success in a design practice?
Passion and practicality. These two traits do not always run hand-in-hand and can make or break a business. As we note in the book, most people don’t get into interior design because they love dealing with numbers, financials, business plans, and the more business-oriented elements of running a practice. They get into the business because they love designing. Yet you can’t have a long-term successful practice without dedicating a significant amount of time to the more number- and detail-oriented aspects of the firm. After all, in the end it is a business. The passion is what sustains you through those moments or tasks that you have to but would rather not do. It is what drives you to succeed and continue to grow and challenge yourself.

Are you currently working on any other projects?
We have not discussed another project related to Interior Design in Practice at this point, but both Terri and I will be speaking individually at industry events throughout the coming year. On the day-to-day end, Terri is running her two firms, a design practice and a consulting firm, while I’m continuing to focus on Eco-Structure magazine.

by Jean Lin