It’s time for a design revolution, according to award-winning architect and designer, Beth Campbell, who’s making it her mission to create happy clients through design. Most recently CEO of Wilson Associates, Campbell has ventured out to start a revolution of her own, Campbell House. Campbell spoke with InspireDesign about the new endeavor, her plans for the next few years and some advice she has for aspiring hospitality designers. Here’s what she had to say:
Has starting an interior design firm always been a career goal of yours? Why?
My career goals have always been focused on surrounding myself with a great team of innovators. I realized working for others had constraints and that for me to work in an environment where I am always learning, contributing and creating a vision, the best avenue to accomplish this is to have my own firm.
You say the industry is ripe for a revolution. What do you mean by this and how will you be contributing to this revolution?
It is time for a change. We do not want to do things the way they have always been done. The means and methods for how we communicate with our clients, how we innovate, the way we collaborate and operate and the end game goal of creating engaging spaces is ever-evolving.
During a time of crisis, such as the global pandemic of 2020, it is about holding a clear vision and then applying the courage to act. Building a passionate and committed team of like-minded individuals, you generate an opportunity for excellence in people and our industry. I would have felt terribly remiss if I had not acted; the people around me deserve the opportunity and our industry is looking to all of us to make a difference in our ever-evolving global platform.
Our competitors are focused on products, services and operations in pursuit of profits, where Campbell House is going to create a different foundation for our designers, one that is built on innovative design, concierge-level services and efficient operating platforms. Our focus becomes, unapologetically, cantered on emotional intelligence with the pursuit of happy clients. We want to allow our talent the freedom to explore endless innovative design solutions while creating stronger client-centric services, thus, driving a new reality to design ideas in a post-pandemic world.
You have extensive experience in the design world, why is this the right time for you to begin your own venture?
Some opportunities do not come twice in a lifetime. The global exhale caused by the 2020 pandemic combined with the inability of a few key competitors to deliver, has created an ideal moment to launch a new approach to the design services industry.
The post-pandemic changes in the desires and needs of the traveler and the minimized internal design staff of our clients has shifted. We see this as an opportunity to capitalize not only on how we design, but on how we deliver our solutions. Plus, the pent-up demand absorbed in 2020 as we globally saw the pause button hit on most projects, has created a pipeline with those solvent organizations ready to move forward with the reallocation of property growth, refurbishment and rebranding in early 2021. To top this all off with the anti-bureaucratic sentiment by employees and clients alike, we find ourselves in a hyper-accelerated need for change in our industry. So, for me, the time is now to act.
Can you detail some of the most important lessons or career advice you’ve received that has helped you with this new venture?
Being a true learner, I spent a considerable amount of time with trusted advisors and mentors discussing the ideal setting for my new firm. The consistent theme of advice was around culture-first and operational efficiency, which for me will result in incredible design and client satisfaction. Here are a few key learnings I have applied:
First is people. Seek growth mindset (thank you Carol Dweck) players and professionals committed to the mission of being in an environment of engagement design in an era of meaning and purpose. In other words, stay away from those who are not committed at the onset.
Second is brand. Building the brand is much more than the right graphics (which are essential in our business), it is about innovative design solutions for the right clients. Our alignment in the marketplace has as much to do with our brand development as stellar design.
Next it is about being operationally savvy. My first conversations were with our now legal counsel and CFO, whereas most start-up designers go to defining their design stylings. We put in place a series of what I refer to as “design equations,” which simply define our target metrics as seen through a lens of client service. To accomplish the most defining metric, we have put in place a stringent rule that we only hire design talent when billable work has presented itself, and as good fortune would have it, clients are calling us.
Bringing all this together to establish a true foundation for what is now our creative house. We are creating the means and methods to curate an environment of exhilarating design solutions that are locally authentic and client-focused.
What will set Campbell House apart from other firms of its kind?
Quite simply put, we are unapologetically putting our people first. This journey begins by focusing on our talent, then creating an environment to innovate and a culture that provides comfort and safety to bring their best self to light. Our differentiator is in focusing on great guest experiences thus driving happy clients. Nowhere in our formula for success do you see an emphasis on bottom line, for we believe that should be the outcome and not the goal.
You’ve started this firm at an interesting time. How has COVID affected the way you’re approaching business? What opportunities and challenges has the pandemic presented?
The opportunity for the hospitality industry post-pandemic will be to reassure travelers of safety without compromising on the sense of hospitality stylings, which I believe all operational models are providing with strength. The biggest opportunity will be to blend the perception of safety while accomplishing the agility to accommodate the evolving needs and desires of the traveler post-pandemic.
We are indeed off to the races. Our approach to the market is providing us an avenue to secure remarkable projects due to pent-up demand in our marketplace and the inability for a few design firms to deliver. These combined factors are the key driver as to our timing for launch, and the intersection of opportunity and changing market needs are proving to be an ideal moment in time to set our creative house in motion.
What advice do you have for younger hospitality designers?
First and foremost, be brave. Step into every learning opportunity you can and be willing to say I don’t fully understand. Actively seek out opportunities for exposure to all aspects of the design and creative industry.
Second, for the young women out there, challenge stereotypes. Do not let people tell you that you are being emotional as their excuse to end a discussion or debate. Kindly remind them that they should not misconstrue passion for emotion. Then ensure that you structure your support systems. Which appears on many fronts. Find a mentor, surround yourself with a strong peer group and develop a healthy growth mindset. You blend all of these together and your career will be off to a smashing start.
What’s your 5-year plan with Campbell House?
At our core, we are a creative house focused on engagement design solutions. This vertically integrated field of vision allows us to grow our team of experts into the realms of additional lines of services for our clients. Our 5-year plan bolsters upon our core philosophy of building our business of curating design solutions that engage; doing so in a constructive and conservative pathway that always leads to continual improvement of solutions for our clients.
Is there anything else readers should know about Campbell House?
Right now, as a start-up, it is critical we provide innovation and quality, as this will define our brand. And very soon, on our horizon, we are building upon our core business as a creative house, providing more services our clients need as the impacts of the post-pandemic drivers are realized.
