What I’ve Learned Building a Commercial Design Studio as a Female Founder
When I started building my commercial design studio, I didn’t set out to make a statement about leadership or gender. I was focused on the work itself—on creating environments that functioned well, supported people, and delivered real value to the businesses using them.
What I didn’t realize at the time was that building the studio would become as much a lesson in leadership, self-trust, and resilience as it was in design. Over the years, especially as a female founder in a male-dominated commercial design and construction industry, I’ve learned that the way you lead is inseparable from the way you design.
These are some of the lessons that shaped me—and the studio—along the way.
Credibility Is Earned Repeatedly, Not Once
Early on, I assumed that strong work would naturally establish credibility. And while the quality of the work absolutely mattered, I learned fairly quickly that credibility—especially as a woman—often had to be reinforced again and again.
Looking back, what surprised me most was how much credibility was tied not just to design decisions, but to how confidently I spoke about budgets, timelines, and outcomes. The more clearly I articulated the reasoning behind decisions, the more trust shifted in the room.
I learned that:
Expertise has to be voiced, not just demonstrated
Preparation changes the dynamic of any meeting
Confidence often comes from clarity, not volume
Over time, I stopped waiting for permission to be seen as an authority. I focused instead on showing up prepared, decisive, and grounded in experience. That shift changed how clients engaged with me—and how I led.
Being “Nice” Isn’t the Same as Being Effective
In the early years, I felt a subtle pressure to be endlessly accommodating. I wanted to be collaborative, flexible, and agreeable—qualities often encouraged in women leaders.
But as the studio grew, I learned that running a commercial design practice required something different: clear, decisive leadership.
I learned through experience that clients didn’t benefit when I softened hard truths or avoided difficult conversations. What they needed was someone willing to:
Push back on unrealistic timelines
Clarify scope before it became a problem
Make informed decisions when there wasn’t a perfect answer
Over time, I noticed something important: clarity built trust. The more direct and transparent I became, the stronger the working relationships were. Being firm didn’t damage collaboration—it strengthened it.
When Design Spoke the Language of Business, It Was Taken More Seriously
One of the most significant shifts in my leadership came when I started framing design decisions through a business lens—not just a creative one.
I learned quickly that when design conversations focused only on aesthetics, they often stayed at the surface. But when I connected design choices to performance, operations, and long-term value, the conversation changed.
Over time, I began consistently linking design to:
Employee productivity and wellbeing
Brand perception and tenant experience
Operational efficiency and flexibility
Retention, recruitment, and culture
What surprised me was that this approach didn’t limit creativity—it elevated it. Design became a strategic tool rather than a discretionary expense, and our role shifted accordingly. We were no longer just executing ideas; we were helping shape decisions.
I Had to Unlearn Other People’s Definitions of Success
For a long time, I measured progress against external markers—growth rate, firm size, visibility. It took time to realize that those benchmarks weren’t inherently wrong, but they weren’t automatically right for me either.
Building a sustainable studio required asking harder questions:
What kind of work do we want to be known for?
What pace of growth actually supports quality and longevity?
What kind of leadership do I want to practice day to day?
Redefining success meant choosing alignment over acceleration. It meant allowing the business to grow in a way that supported both excellence and sustainability.
Looking back, this decision shaped everything—from the clients we work with to the culture we maintain.
Being the Only Woman in the Room Changed How I Lead
There have been many moments—on construction sites, in executive meetings, during negotiations—where I was the only woman present.
Early on, those moments felt intimidating. Over time, they became clarifying.
I learned how to stay grounded under pressure, how to trust my expertise even when challenged, and how to speak with confidence without needing to dominate the conversation. Leadership presence, I realized, wasn’t about proving anything—it was about consistency and self-assurance.
Those experiences shaped how I lead today: calmly, clearly, and without needing validation.
Finding My Voice Was Part of the Work
For a long time, I believed that professionalism meant staying in the background and letting the work speak for itself. What I eventually learned was that my perspective as a founder was part of what clients valued.
Sharing insights—whether through writing, conversations, or leadership decisions—didn’t undermine credibility. It strengthened it.
Owning my voice helped:
Build deeper trust with clients
Attract collaborators who shared our values
Clarify what the studio stands for
I learned that leadership isn’t just about delivering work—it’s about articulating why it matters.
The Right Clients Respect Leadership, Not Just Talent
One of the most practical lessons I’ve learned is that not every opportunity is the right one.
Over time, I became more intentional about working with clients who value strategic thinking, trust professional expertise, and understand the role of design in long-term success. Those relationships consistently produced better outcomes—for everyone involved.
Learning to say no was uncomfortable at first. But each time I did, the studio became more focused, more confident, and more aligned.
Confidence Came From Action, Not Certainty
If there’s one lesson that underpins all the others, it’s this: confidence didn’t come from having all the answers.
It came from making decisions, learning from mistakes, and continuing forward with integrity.
Building this studio required trusting myself before I always had proof. Over time, that trust became reinforced through experience. Confidence, I learned, is not a fixed trait—it’s something built through action.
Looking Ahead
Building a commercial design studio has shaped how I think about leadership, success, and the role design plays in the built environment. It’s shown me that thoughtful, strategic leadership has a place in this industry—and that there’s room to lead in a way that feels grounded, intentional, and human.
The work continues. And so does the learning.