This session illuminated the complexities of client management in the lighting industry, emphasizing that “the client” is never a single person. Lighting designers often serve multiple stakeholders—owners, architects, interior designers, developers, contractors, operators, and end users—each with different priorities and levels of influence. Success depends on identifying who makes decisions, who shapes direction, and who ultimately occupies the space. Client management, therefore, becomes a blend of clarity, diplomacy, and relational intelligence.

Communication emerged as the strongest theme. Panelists stressed that misalignment frequently happens when designers are distanced from the end client or when intermediaries unintentionally misrepresent technical information. Suggestions included crafting clear presentation materials, ensuring presence in key meetings, using recordings for accuracy, and educating collaborators who act as messengers. Without intentional communication systems, both design quality and client satisfaction suffer.

The conversation also highlighted the importance of early vetting and expectation setting. Budget, schedule, decision pathways, and approval structures should be clarified from the start to prevent conflict and scope creep. Designers were encouraged to treat client selection as reciprocal—knowing when to walk away, using contracts and deposits strategically, and recognizing that the ability to fire a client is part of a mature practice.

Another key theme was independence and ethics. While new business models are emerging across the industry, the panel reaffirmed that maintaining independence preserves trust and protects the integrity of specifications.

Finally, the session addressed succession in client relationships within a firm. Intentional mentorship, visibility, and structured hand-off allow younger designers to build confidence and rapport while ensuring principals remain close enough to provide continuity. This strengthens client loyalty to the firm as a whole.

Overall, the event presented client management as both interpersonal and operational—a skill set defined by communication, boundaries, emotional intelligence, and long-term relationship building.