{"id":13264,"date":"2025-08-07T18:29:50","date_gmt":"2025-08-07T11:29:50","guid":{"rendered":"https:\/\/cstc.vn\/blogtsk\/its-like-tetris-what-studio-managers-want-designers-to-know\/"},"modified":"2025-08-07T18:29:50","modified_gmt":"2025-08-07T11:29:50","slug":"its-like-tetris-what-studio-managers-want-designers-to-know","status":"publish","type":"post","link":"https:\/\/cstc.vn\/blogtsk\/its-like-tetris-what-studio-managers-want-designers-to-know\/","title":{"rendered":"\u201cIt\u2019s like Tetris\u201d \u2013 what studio managers want designers to know"},"content":{"rendered":"
How has the role of studio manager changed over recent years?<\/h5>\n

As budgets have been squeezed, and employee well-being has risen in importance, the studio manager role has broadened and become more strategic.<\/p>\n

\u201cIt\u2019s evolved from purely operational oversight to a hybrid of studio leadership, team coordination, and project management,\u201d says Naima Hidalgo Mu\u00f1oz, who \u201cwears many hats\u201d at Cardiff-based Toward studio<\/a>, including studio manager.<\/p>\n

\u201cWith many teams now working remotely or in hybrid set-ups, studio managers are expected to manage distributed workflows, maintain team cohesion, and ensure deadlines are met without the benefit of in-person oversight\u2014which is challenging!\u201d she adds.<\/p>\n

For Jessica Moore, studio assistant at strategy and design studio Dalziel & Pow<\/a>, as the role has become more diverse, it\u2019s also become more human.<\/p>\n

\u201cIt\u2019s not just about admin anymore, although yes, I still know where everything is,\u201d she says. \u201cThese days I\u2019m also part culture-builder, part unofficial therapist, and occasionally, snack re-stocker.\u201d<\/p>\n

\u201cI\u2019m part culture-builder, part unofficial therapist, and occasionally, snack re-stocker.\u201d<\/p>\n

In terms of being more strategic, the role plays a more central part in agency life.<\/p>\n

\u201cIt\u2019s no longer just about scheduling,\u201d says Emily Payne, director of operations at Turner Duckworth.<\/a><\/p>\n

\u201cIt\u2019s about creating the right environment for great work to happen, while navigating tighter budgets, faster turnarounds, and the ongoing challenge of finding the right freelance support.\u201d<\/p>\n

And with clients expecting more value for money, \u201cstudio planning has had to \u2018box smart\u2019 in how we resource projects,\u201d says Becky Drew, WMH&I<\/a>\u2019s people and planning lead. \u201cGenerally, this has meant leaner teams. Ten years ago, we might have had three or four creatives on a project; now it\u2019s typically one or two, supported by a wider network.\u201d<\/p>\n

She\u2019s also noticed a welcome shift \u201ctowards prioritising mental health, wellbeing, and recognising individual differences. \u201cCreating an environment where people feel respected and able to thrive is key \u2013 from rethinking processes to better supporting neurodiversity, to shaping working models that help everyone do their best work.\u201d<\/p>\n

Moore at Dalziel & Pow echoes this, talking of \u201cfostering a studio environment where people feel inspired, respected, and like they want to show up, even on a Monday.\u201d<\/p>\n

What\u2019s the most time-consuming part of your job, and why?<\/h5>\n

\u201cOrganising creatives is no small feat!\u201d admits SJ Howard-Parkinson, practice manager at Shepherd&<\/a>.<\/p>\n

The architecture and interior design firm has four founding directors, \u201ceach with their own unique style of working. Understanding how everyone operates and being adaptable to their approach is absolutely key,\u201d she adds.<\/p>\n

\u201cWith shifting timelines and sometimes limited budgets, making sure we have the right people in place, while ensuring everyone feels creatively fresh takes constant care and attention,\u201d Payne at Turner Duckworth says.<\/p>\n

Drew at WHM&I backs this up. \u201cActing as the go-between within the studio, the most time-consuming part is gathering information from across the business to stay on top of shifting project statuses.<\/p>\n

\u201cWithout this, it\u2019s impossible to prioritise studio traffic accurately or fairly, or ensure work is delivered on time and on budget.\u201d<\/p>\n

Or as Toward\u2019s Hidalgo Mu\u00f1oz puts it, \u201cIt\u2019s like playing Tetris with people\u2019s time, while trying to keep everyone happy, and projects on track.\u201d<\/p>\n

The need to be across many different things at all times can feel non-stop. \u201cManaging the energy, morale and day-to-day flow of a creative studio takes constant attention,\u201d says Dalziel & Pow\u2019s Moore.<\/p>\n

What don\u2019t designers understand about your role?<\/h5>\n

Most of the studio managers we spoke to gave similar answers, which is how much of their work goes unnoticed.<\/p>\n

\u201cMany designers don\u2019t see how much behind-the-scenes negotiation, forecasting and fire-fighting goes into making their day run smoothly,\u201d Hidalgo Mu\u00f1oz says.<\/p>\n

\u201cStudio managers are constantly juggling budgets, client expectations, internal politics, and team capacity. We\u2019re not just assigning work \u2013 we\u2019re protecting their time, managing stress levels, and creating an environment where creativity can actually happen,\u201d she adds.<\/p>\n

Payne has a similar take. \u201cBehind the scenes, there\u2019s a lot of juggling and working with our client services team to make sure projects run smoothly, deadlines are realistic, and we\u2019re not over-promising to clients.\u201d<\/p>\n

Likewise, Drew sees a studio manager\u2019s job as lifting the pressure off designers so they can focus on the creative. \u201cWe\u2019re there to smooth the process, spot issues before they arise, and reduce stress by bridging the gap between creative and client services.\u201d<\/p>\n

So it\u2019s not just about shuffling meeting rooms, as useful as that is. Moore describes herself as the Wi-Fi whisperer, snack supplier and unofficial crisis counsellor.<\/p>\n

\u201cNo matter what\u2019s going on, I want people to feel they can come to me for anything, even if it\u2019s just to ask where the good biscuits are.\u201d<\/p>\n

Howard-Parkinson is just a year into the design industry, and feels she could do with \u201ca design industry-specific dictionary.\u201d<\/p>\n

\u201cMaybe it\u2019s just me being fairly new to the design world, but I often find myself googling abbreviations and phrases. There\u2019s so much to learn, and no two projects or clients are the same.\u201d<\/p>\n

What\u2019s the one thing designers could do to make your life easier?<\/h5>\n

Labelling is top of Moore\u2019s list. \u201cYou\u2019d be amazed at how quickly a studio turns into a tile-themed escape room when samples start showing up unlabelled.<\/p>\n

\u201cIf designers could take five seconds to label samples, it would save me time and save me from writing emails that start with, \u2018Hey, anyone\u2019s sample?\u2019.\u201d<\/p>\n

Meanwhile, Howard-Parkinson, who was previously in the hospitality industry, values a convivial atmosphere.<\/p>\n

\u201cI genuinely believe that everything runs smoother when the vibe is good. The most important part of any workplace is how people treat each other, and mutual respect is everything. A few jokes along the way help, but kindness and a friendly environment make all the difference.\u201d<\/p>\n

She, Payne, Hidalgo Mu\u00f1oz and Drew all highlight communication. \u201cJust keep talking to me,\u201d Payne says. \u201cA quick check-in or flagging something early helps me stay ahead of issues and support the team as best I can.\u201d<\/p>\n

Howard-Parkinson agrees. \u201cClear communication and straightforward direction are crucial, even if that can be a bit of a challenge when working with creative minds, but that\u2019s part of the fun.<\/p>\n

Because without communication, Drew says, \u201ceverything unravels.\u201d Hidalgo Mu\u00f1oz agrees. \u201cIt\u2019s surprises that throw everything off.\u201d<\/p>\n

What\u2019s the worst thing a designer can say to a studio manager?<\/h5>\n

Naima Hidalgo Mu\u00f1oz:<\/strong> \u201cCan I just have more time?\u201d That usually means a cascade of scheduling headaches, unhappy clients and resource reshuffling.\u201d<\/p>\n

Emily Payne:<\/strong> \u201cI didn\u2019t realise this was due today.\u201d When timelines are tight, surprises like that can throw everything off. A quick heads-up can make all the difference.<\/p>\n

SJ Howard-Parkinson:<\/strong> It\u2019s those little requests that pop up all the time, usually when you least expect them! \u201cHey, remember those 50 drawings I asked you to print the other day? Any chance you could reprint them for me?\u201d<\/p>\n

\nWhat to read next: <\/strong>\u201cStrategy is not a threat\u201d \u2013 what strategists want designers to know<\/a> | \u201cIt stings\u201d \u2013 designers discuss having their work replaced<\/a> | The Longevity Lessons: Johnson Banks (est. 1992)<\/a> | How to get paid on time<\/a>\n<\/div>\n

Source<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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