Interior design commissions spark spirited debate across the trade. Should a lead designer who signs a client get a commission, or is client acquisition simply part of being a loyal ambassador of the firm? The Interior Design Community raised the question on Instagram, and the responses from design pros showed a clear split. Some argued that paying commissions is a smart incentive that drives loyalty, while others viewed it as unnecessary for firms already operating on tight margins. The discussion revealed a deeper truth about the business of interior design, compensation structures are rarely straightforward, and the balance between recognition, reward, and retention is delicate.
The Case for Small but Meaningful Commissions
Bethany Adams of @bethany.adams.interiors admitted she had not been in this situation herself, but from a leadership perspective, she sees value in offering something, even if small.
“I’ve never been in this situation but as a boss I think I would. It would be small! Profits are not what you think and bringing in a client vs. maintaining a firm on the profit of a design firm are not the same. She has the risk, overhead, etc. But I think it would be a nice little ‘thank you and don’t take your clients and leave me’ move.”
Her point gets to the heart of why some firm owners consider commissions less about financial reward and more about relationship management. It is not about sharing profits in a literal sense it is about expressing gratitude in a way that makes employees feel valued, while also keeping them committed to the firm’s long-term success.
The No Commission Perspective
On the opposite end, some designers see bringing in clients as part of the job, something that should not require extra pay. @waldron_designs put it plainly:
“I have worked at several firms, and never did I get a commission for bringing clients in. I brought clients in because I was proud of where I worked. I shouldn’t have to get paid to be proud of where I work. I feel the same way about my employees, if they’re not excited about where they work, and aren’t interested in bringing clients to our firm, they may not be the right fit.”
The argument here is cultural. If a designer does not feel motivated to advocate for the firm, maybe the fit is not right. For larger practices, commissions for signing clients are not the norm, so boutique firms, often operating on tighter margins, may choose other structures.
Performance Bonuses as a Middle Ground
Some firms avoid direct commissions but still reward staff in measurable ways tied to performance. @planarchitecture shared their system:
“Everyone in our office gets quarterly performance bonuses directly related to the office’s performance.”
When pressed for specifics, they elaborated:
“We have three levels per quarter: 1%, 2.5% and 4%. So, if we hit base 4 quarters, they get 4%. If we hit the highest tier each quarter, they get 16%.”
This bonus structure ties compensation not to individual client signings, but to the overall health of the firm. It encourages collaboration rather than competition, and gives staff a reason to take pride in every project.
Why Commissions Can Be a Powerful Motivator
Not every designer agrees that pride in the firm is enough. Chrisse Allan of @chrisse.allan.lifestyle said her best years professionally were directly tied to being rewarded for the business she generated:
“Absolutely! I had my most successful years when I worked for a firm that actually gave me a commission on the projects that I brought in. It was a wonderful incentive, plus the opportunity to be creative was really satisfying.”
The word ‘incentive’ came up again in the discussion. For firms seeking growth, commissions can tap the natural networks of their designers, creating a steady stream of new opportunities.
@bdra_interiordesignacademy added that commissions can be a smart retention move if set up early in the relationship:
“Yes, absolutely! The first time it happened I was pleasantly surprised and I figured, ‘My revenue just went up because of you, so here’s a share for you to complete the circle.’ After that, I just inform employees during onboarding that there’s a bonus for them, should they bring in clients (ultimately revenue) for us!”
The Contract Question
One of the strongest points raised came from @karlagarciadesignstudio, who stressed that clarity upfront is everything.
“I think this is a conversation that should’ve taken place before the clients were brought in and should have been documented in writing. It’s important to ask for what you want and need upfront to avoid confusion later.”
Karla emphasized that she always asked about these details when joining a firm to evaluate whether an opportunity was worth pursuing. Non-compete clauses are standard, and they need to be clear about whether they apply to clients or employees personally sourced.
Real Numbers From the Field
Not all firms shy away from specifics. @reb.baker shared a generous structure:
“When I worked for a small design firm, I was given a 20% commission for all furniture, lighting, fabric, etc. that the client ordered, on any project I handled.”
And as @hudsonhome put it:
“Yes, if you want them to stay.”
Culture, Compensation, and Retention
For some firms, commissions are about fairness and motivation. For others, they feel unnecessary. The deeper issue is retention. Firms ask how to retain top talent and keep them loyal and invested in the company’s health. Designers ask how to ensure the value they bring is recognized. The answer is not one-size-fits-all. Larger firms may have less flexibility, while boutique firms may find commissions a cost-effective way to grow without a dedicated sales team.
Why This Matters Now
Margins have tightened across the industry, and designers are building personal brands on social platforms. The line between employee and entrepreneur is becoming increasingly blurred. Offering a commission or structured bonus could be the difference between retaining a star designer and having them leave to start their own studio. On the other hand, overpaying for a business that might have come in organically can erode profits. This is why transparency matters. If firms are clear upfront, and designers are honest about expectations, misalignment decreases.
The Takeaway
The question of whether to pay lead designers a commission for signing clients is not going away. Some designers thrive on incentives, others believe pride in the firm should be enough. Clarity, consistency, and communication are the most important factors. As firms compete for clients and talent, how they handle commissions can quietly shape culture and growth.
Helpful Resources for Design Pros
- Compensation benchmarks from ASID, ASID Compensation and Benefits resources.
- Market context from NKBA, Kitchen and Bath Market Outlook.