Adobe Stock
In the home design and remodeling industry, client satisfaction doesn’t start and end with a beautiful final product—it’s about how the client feels every step of the way. Whether navigating emotionally charged moments, tailoring communication styles, or setting expectations early, industry professionals know that strong client management is just as vital as good design.
We reached out to designers, remodelers, and builders across the Twin Cities to learn how they build trust, address challenges, and keep relationships strong long after the project ends. Their insights offer a roadmap for professionals looking to elevate their client experience.
Define Success Beyond the Finished Product
For many, client management success isn’t measured by awards or even project outcomes—it’s in the relationships that result. “Ultimately, [it’s] through client referrals and repeat customers,” says David Heide of David Heide Design Studio. “We have one client for whom we’ve done eight projects for them and their children over the past 30 years. … It’s also rewarding when they take you with them to places where they’ve relocated: New York, New Jersey, California, Arizona, Florida, [and] even India.”
Makenna Elphick, marketing coordinator at MA Peterson Design Build, agrees. “A truly successful outcome is one where the client is not only satisfied but genuinely excited … [they] should feel a strong personal connection to the final result.”
And at Boyer Building Corp., trust is foundational. Commercial and residential sales lead Joe Franson says, “If the client doesn’t like us at the end of the project, we’ve missed the mark—and our best marketing opportunity.”
Photo by Spacecrafting
Set Expectations From Day One
Lyndsay Bussler, lead senior designer at FBC Remodel, believes the most powerful tool for managing clients is proactive planning. “Set clear and consistent expectations from day one,” she says. “Be open and honest about costs. Address issues and unforeseen [problems] right away and with options.” In fact, FBC relies on a structured system to guide clients from concept to construction. She adds, “Because of this, we can set strong and consistent expectations with our clients for what to expect at each step.”
That consistency, paired with flexibility, goes a long way. “You need to be their advocate, confidant, and adviser,” says Heide. “There are clients whose calls I take at 8 a.m. on a Sunday and others who would never even dream of calling my cell phone.”
Know That One Size Doesn’t Fit All
Almost every pro echoed the importance of adapting to different personalities. “Some clients want to see every piece of blue tile for sale in the Twin Cities—twice,” Heide says. “Another client asks us to bring some options. They choose from the three tiles we’ve recommended, and we’re done. I’m happy to do it either way, but we have to lay it out for them and give them the choice. They don’t know how this works, and it’s part of our job to educate them.”
Amy Leferink, owner and principal designer of Interior Impressions, agrees: “It’s important not to assume that all clients are the same or will appreciate the same design process,” she says. “We have a very detailed questionnaire that helps us understand [a client’s] ability to make decisions, to clarify their likes and dislikes, and help discern their design style.”
MA Peterson takes a similar approach, adapting communication style as well as substance. “We tailor our approach to different types of clients by first identifying their preferred method of communication—whether it’s email, text, or phone conversations,” Elphick says. “Every client has a unique preference, and adapting to their communication style helps ensure a smooth and efficient working relationship.”
Communication is King
Clear, consistent communication is the cornerstone of a smooth project—and a satisfied client. Bussler goes as far to emphasize staying in constant contact and sharing “the good, the bad, the ugly,” she says. “At FBC, we use Buildertrend daily logs and scheduling to keep our clients up to date.”
Franson at Boyer agrees that even small shifts in communication style can make a big difference. “As simple as it might sound, just emphasizing face-to-face meetings and phone calls over text messages and emails [helps].”
MA Peterson even encourages sales staff to check in mid-project—not just at the start or end. “This additional point of contact helps provide a well-rounded perspective, as clients might share different insights with sales than they do with the project manager,” Elphick explains. “If discrepancies arise, it might indicate gaps in communication that need to be addressed.”
Photo by Spacecrafting
Build Trust by Listening—and Following Through
Strong relationships are built not just on communication but on action. “Say what you’re going to do and do it,” Bussler says. “If all parties know what to expect, things go way smoother.” That’s especially true when clients are overwhelmed. “Ask the hard questions,” she adds. “Ask about budget expectations; ask how they are feeling about your design. Ask how you can improve—and [whether] everything is meeting their expectations. Not every client is outright with their thoughts. Give them a safe place to feel heard and open.”
Leferink echoes that sentiment. “Trust is built through consistent communication, transparency, and delivering on promises.” She provides detailed financials, regular updates, and takes time to educate her clients on well-made, quality pieces—especially for items like furniture that will get a lot of use.
Handle Conflict with Confidence (and Compassion!)
Difficult conversations are part of the job, but how you handle them can make or break the relationship. When things go sideways, “Don’t drop a problem in someone’s lap without creative solutions,” Heide says. “Be prepared. Be honest. Be direct. And don’t let your ego get in the way.”
In addition, Bussler recommends addressing delays or changes early, with both empathy and facts. “Bring multiple solutions and pricing options. Make them feel heard by truly listening and understanding how they are feeling with the issue that has come up. Be their advocate and guide.”
Franson encourages being upfront from the start. “An increased focus on managing client expectations from the start by being upfront about costs, timelines, and potential hiccups would improve the overall perception of contractors and construction professionals,” he says. “Over-promising and under-delivering is a common strain on relationships, so honesty goes a long way.”
Photo by Rich Michell
When Emotions Run High, Stay Grounded
A client’s home is an emotional space—both literally and figuratively. For many clients, remodeling means their lives are disrupted, their space is in chaos, and their dreams are on the line. “People are spending a huge sum of money,” Heide says. “They’ve been lying in bed imagining how things are going to be when all is complete. … News that the tile is backordered—or was installed upside down—might not go well.”
Sometimes, client management veers into couples therapy, he adds, and he even sometimes has to play moderator. “One time, we [got] phone calls from a client between meetings instructing us to change this or that, then at the subsequent meeting, it was clear that one client was going behind the other’s back—in one case, we actually got fired for not following directions.”
Leferink builds decision-making frameworks that couples can agree on ahead of time. “We choose descriptive words to reflect features that they both desire—like ‘warm,’ ‘nature-inspired,’ or ‘cozy’—so that when we are making choices, we make sure [they] fit those descriptions.”
Photo by Jim Kruger
Feedback Isn’t a Finish Line
Client management doesn’t end when the project does. “I’m often sending folks little texts or emails when I see something that reminds me of them,” says Heide. “It’s so much fun when they recount, ‘I remember when you told me this or that,’ about why one option was preferable to another, or how something would perform.”
Franson’s team also stays in touch long after handoff. “The sales team remains available and engaged with the client, often meeting with them at important points in the project timeline and at the end to close out the job and make sure punch list or warranty items are addressed,” he explains. “Successful projects and good relationships both require a hands-on approach—not arms-length.”
Invest in the Relationship, Not Just the Work
At the heart of every successful design or construction project is a relationship built on trust, transparency, and empathy. Clients might come for the transformation—but they stay, refer, and return because of how they were treated. “At the end of the day, does it really matter if it was your idea or theirs? [Whether] it’s blue or green?” Heide asks. “It’s about the client being satisfied and happy.”
