GOING PRO

Setting your garden design practice on a firm professional footing takes lots of planning, groundwork and expert advice, says Jane Moore

As a garden designer, you just never know what that next phone call will be,’ says Alan Sargent. ‘I’ve known one designer who went from a border design commission for a couple of thousand pounds after making a small garden at RHS Hampton Court, to the next commission which was a million-pound job.’

Those are the sorts of commissions that a designer dreams of but Alan, a multiple- award-winning show and garden designer, believes that having a good business practice and strategy in place to cope with this escalation is essential, or it could all go horribly wrong.

‘Too many designers are not business people, but I firmly believe that you should start as you mean to go on,’ says Alan, who has spent the last 30 years using his experience to host workshops and seminars that are especially crafted so garden designers can focus on their business foundations.

Alison Warner, founder of Evolve and Grow Coaching, which specialises in developing businesses in the construction sector, agrees: ‘If you want to grow, the reality is that you will become the owner of a garden design business, as opposed to a garden designer. The two roles are very different and that’s why it’s so important to receive help developing this new skill set.’

‘Set clear guidelines from the outset and take time to build networks of contractors,’ advises award-winning show and garden designer Alan Sargent (above)

‘I was advised that it’s essential to be disciplined and to measure absolutely everything your

Understand the finances

Alison advocates getting to grips with financial planning from the start, investing in business skills as well as technical skills. She adds that, when they first get in touch, 95 per cent of her clients want to improve their understanding of the numbers involved.

Many are inexperienced with profit and loss analysis and cashflow and, as Alison says, this lack of knowledge can break a business. ‘Know your numbers; your cost of sales, your monthly overheads, and the sales you need to make to break even once you have paid yourself.’

That is advice that Tom Simpson, of Tom Simpson Garden Design, took very much to heart when he began to develop his own business. ‘I was advised that it’s essential to be disciplined and to measure absolutely everything that your business does financially, be it cashflow, sales or expenditure,’ he says. ‘It sounds basic, but if you can monitor these simple things, you will have much more control, which makes the more challenging periods easier to manage.’

First steps

‘The very first thing I did after graduating was to set up a website for my student portfolio,’ Tom reveals. ‘There wasn’t much there, but it was enough to draw in my first few clients.’

Alison emphasises that any business needs to focus on getting that first crucial customer, then ensuring that you do a great job and asking for a testimonial. After that, you can move on to the next and do the same, building up your portfolio and experience.

Alan has a word of caution, however. He is concerned that designers need to be careful from the outset as, unless there are clear guidelines established at the beginning, clients will change deadlines and specifications as the project develops.

‘Not all clients are Mr and Mrs Pleasant,’ he says. ‘They can eat an unwary designer for breakfast if you’re not careful.’

Both he and Alison advise that every designer should put contracts, insurance, and other relevant paperwork in order swiftly, and that setting up systems for invoicing and accounting is an equally important early task to undertake when setting up a business.

‘If customers have a fantastic experience, they’re bound to recommend you,’ says Alison Warner (top). That and things like entering the SGD Awards have certainly been the case for Sheila Jack MSGD (above), designer of this ‘secret’ garden (left) in Kensington.

Alison also advocates the creation of product packages, rather than standalone services, and building in a retaining service such as an annual review, to keep customers coming back to you.

Hone your soft skills

Throughout your business, from first steps to establishment, it is the soft skills such as dealing with people and being easy to contact, as well as being available, that come into play; they are every bit as important as leadership and financial management.

‘Being successful in all businesses means being good with people,’ says Alison. ‘If you ensure that each customer has a fantastic experience, they are bound to recommend you.’

That advice is certainly borne out in the experience of garden designer Sheila Jack MSGD, of Sheila Jack Landscapes. ‘Almost all of my clients have come through a referral of one kind or another,’ says Sheila. ‘Garden designers I have worked with were also all very kind in putting me forward for jobs that they couldn’t take on, and some clients have found their way to me via things like the SGD Awards.’

Fellow designer Tom agrees that building relationships is crucial to establishing a fluid client base. ‘Nurturing good working relationships leads to recommendations,’ he says. ‘Some of the best enquiries I get these days come through the other design professionals I have worked with, particularly architects.’

That chimes with one of Alan’s top tips for establishing a fledgling design business:

‘Take some time to build networks with contractors and join the Association of Professional Landscapers and other professional bodies such as the Society of Garden Designers,’ he says. ‘Also, try to develop relationships locally, ten miles or so around your home town.’

Alan advocates targeting local parish magazines for features and advertising rather than focusing efforts solely on social media, which he believes is too broadreaching and has a ‘scatter gun’ effect.

Keep it small or go large?

Sheila and Tom both believe that keeping your company small means you stay firmly in control creatively, and that you remain close to the client. However, as a business grows, the principal designer is often pulled in different directions, as Tom has

Address Book

• Alan Sargent, alansargent. co.uk – offers bespoke one-to-one business coaching, and one-day Garden Designers Practice Workshops on 24 March and 26 May; further dates to be announced.

• Alison Warner, evolveandgrowcoaching.com

– Build and Grow Academy courses run online throughout the year. Bespoke one-to-one business coaching also available.

• Sheila Jack MSGD, Sheila Jack Landscapes, sheilajack.com

• Tom Simpson, Tom Simpson Garden Design, tomsimpsondesign.com witnessed. ‘The drawback to working alone is that you have a finite capacity to take on new work so it’s inevitable [you’ll want] to grow your team in order to grow your business,’ he says.

For Sheila, it is the close contact with clients that is paramount; it enables her to provide each one with an individual, personalised service. Alison agrees that this hands-on, friendly approach is good for both business owner and client, and adds that it also keeps the business more agile and flexible.

‘As a small business, you make the decisions there and then, to do what is right for the client.

‘The thing is to focus on what you enjoy and do best. Then, as you grow, make sure you surround yourself with people who love doing the things you hate.’