The qualification framework
Spend more sales energy on the leads most likely to become good projects.
A clear process makes qualification feel less personal and more consistent. Instead of asking “Do I like this enquiry?”, evaluate whether the project fits the studio commercially, operationally and creatively.
01ProjectIs this the kind of work you want?
02CommercialCan the scope and budget work?
03ClientCan you work well together?
04ReadinessAre they ready to move?
Chapter 01
01 · Define what a qualified client means
01Choose the project types your studio wants more of.
02Set a minimum project budget or investment range.
03Define the locations you can realistically serve.
04Clarify which services you want to sell.
05Identify the client behaviours that usually lead to smooth projects.
06Use these criteria consistently instead of qualifying by instinct alone.
Chapter 02
02 · Qualify before the discovery call
01Ask for project location.
02Ask what spaces are involved.
03Ask approximate property size where relevant.
04Ask the expected project budget.
05Ask the desired project timing.
06Ask what type of support they are looking for.
07Ask how they found the studio.
08Ask what they most want to change or achieve.
Chapter 03
03 · Use budget as a fit signal
01Explain that project budget and design fee are separate where applicable.
02Use ranges rather than forcing clients to guess an exact number.
03Check whether the budget matches the scope.
04Watch for luxury expectations paired with unrealistic budgets.
05Do not avoid the budget conversation because it feels uncomfortable.
06Treat unclear budget answers as something to explore before preparing a proposal.
Chapter 04
04 · Check timeline realistically
01Ask when the client wants design work to begin.
02Ask whether construction dates are already fixed.
03Identify deadlines driven by moves, leases or events.
04Explain when procurement lead times may affect the schedule.
05Check whether the studio actually has capacity.
06Avoid promising a start date before reviewing the full scope.
Chapter 05
05 · Identify the real decision-makers
01Ask who will approve design decisions.
02Ask who will approve budget decisions.
03Confirm whether a partner, family member, investor or developer is involved.
04Encourage all key decision-makers to join important meetings.
05Watch for one person collecting information for someone else.
06Do not build proposals around a client who cannot approve the project.
Chapter 06
06 · Understand why they are hiring now
01Ask what triggered the project.
02Ask what is not working in the current space.
03Ask why they are seeking professional help now.
04Ask what would make the project feel successful.
05Listen for urgency, frustration, confusion or lifestyle changes.
06Use the answer to understand the client's real buying motivation.
Chapter 07
07 · Understand their expectations of a designer
01Ask what they expect you to handle.
02Clarify whether they want concept-only or full project support.
03Ask how involved they want to be in decisions.
04Clarify expectations around contractors and site management.
05Clarify expectations around procurement.
06Correct assumptions before they become scope problems.
Chapter 08
08 · Listen for communication fit
01Ask how they prefer to communicate.
02Notice whether they respect response-time boundaries.
03Notice whether communication is clear or constantly changing.
04Explain your normal meeting and update rhythm.
05Look for clients who can make decisions within agreed timeframes.
06Treat communication fit as part of project fit, not a minor detail.
Chapter 09
09 · Identify red flags early
01Unrealistic budget for the desired outcome.
02Unrealistic timeline.
03Repeatedly criticising every previous professional.
04Expecting extensive free design work before signing.
05Refusing to discuss budget.
06Constantly changing the brief.
07Wanting the studio to guarantee contractor performance outside its control.
08Pressure to start before scope and payment terms are agreed.
Chapter 10
10 · Identify green flags
01Clear reason for starting the project.
02Realistic understanding of budget.
03Respect for the designer's process.
04Relevant decision-makers are involved.
05Open communication.
06Willingness to make decisions.
07Interest in the studio's actual approach, not just the cheapest fee.
08Project scope aligns with the work you want more of.
Chapter 11
11 · Structure the discovery call
01Start with the client and project, not a presentation about yourself.
02Clarify scope.
03Clarify budget.
04Clarify timing.
05Clarify decision-makers.
06Clarify service expectations.
07Explain your process briefly.
08End with a clear next step.
Chapter 12
12 · Avoid free consulting on the call
01Give enough insight to demonstrate expertise.
02Do not redesign the room live.
03Do not give detailed sourcing lists before engagement.
04Do not troubleshoot the entire construction problem.
05Redirect highly specific advice into a paid consultation where appropriate.
06Keep the discovery call focused on fit and next steps.
Chapter 13
13 · Score the lead
01Project fit.
02Budget fit.
03Timeline fit.
04Service fit.
05Communication fit.
06Decision-maker readiness.
07Commercial value.
08Likelihood of a smooth working relationship.
Chapter 14
14 · Create simple lead categories
01A — excellent fit and commercially strong.
02B — good fit with one or two questions to resolve.
03C — possible fit, but requires a smaller service or later timing.
04D — not suitable for the studio.
05Keep categories internal.
06Use the category to decide how much sales time the lead deserves.
Chapter 15
15 · Decide when to send a proposal
01Scope is clear enough to price.
02Budget is credible.
03Timing is workable.
04Decision-makers are identified.
05The requested service matches what you actually offer.
06Key red flags have been resolved.
07The project is commercially worth pursuing.
Chapter 16
16 · Know when not to propose
01The client refuses to discuss budget.
02The project is outside your service area or expertise.
03The timeline is impossible.
04The scope is too small for your full-service model.
05The client wants services you do not provide.
06Major decision-makers are absent and unengaged.
07The amount of unpaid pre-proposal work being requested is unreasonable.
Chapter 17
17 · Redirect poor-fit leads
01Offer a consultation for smaller questions.
02Refer to another designer where appropriate.
03Suggest a later start date if capacity is the issue.
04Offer a smaller defined service if it genuinely fits.
05Keep the decline polite and concise.
06Do not create a custom service just because you feel uncomfortable saying no.
Chapter 18
18 · Track why leads do not convert
01Budget too low.
02Timeline mismatch.
03Wrong service.
04Outside service area.
05Client chose another studio.
06Project postponed.
07Poor communication fit.
08No response.
09Use this data to improve marketing and qualification.
Chapter 19
19 · Measure qualification performance
01Total enquiries.
02Qualified enquiries.
03Discovery calls booked.
04Proposals sent.
05Signed clients.
06Average project value.
07Proposal conversion rate.
08Revenue by lead source.
09Percentage of enquiries declined before proposal.
Chapter 20
20 · Build your qualification workflow
01Step 1: enquiry form.
02Step 2: initial fit review.
03Step 3: discovery call.
04Step 4: internal lead score.
05Step 5: proposal or redirect.
06Step 6: follow-up.
07Step 7: signed client or closed lead.
08Review the workflow quarterly as your studio changes.
Simple lead scoring
Use four internal lead categories.
A · Excellent fitPrioritise.
Strong project, credible budget, workable timing, aligned service expectations and good communication fit.
B · Good fitResolve questions.
Promising lead with one or two issues that should be clarified before preparing the proposal.
C · Possible fitRedirect.
Could suit a consultation, smaller service, later start date or different scope rather than your core offer.
D · Poor fitDecline.
Major mismatch in budget, timing, service, expectations or working relationship.
Recommended workflow
Qualification from enquiry to signed client.
01EnquiryCollect the right information.
02ReviewCheck obvious fit first.
03CallClarify scope and readiness.
04ScoreAssess the lead internally.
05ProposalOnly for suitable leads.
06Follow-upKeep the next step clear.
07CloseSign or archive the lead.