By Philippa Somerset
Recently, I had the pleasure of talking to Karen Howes, the Founder and CEO of one of London’s most prestigious interior design companies, Taylor Howes. Described as a ‘serial entrepreneur, philanthropist and passionate advocate for excellence in business and personal relationships’, this summary of my interview provides a fascinating insight into the life and work of a remarkable woman.
Karen’s story
Karen started Taylor Howes 30 years ago when it was ‘just her, the dog and a couple of associates!’ Slowly, over 30 years, she has built up an amazing practice which she is really very proud of. She told me, ‘Taylor Howes has become my second family, and I’m still just as passionate about it today as I was then. We’re a team of 30 designers based in Knightsbridge: we work all over the world, working with incredible clients on incredible projects together with some mutual clients. For me, as I’ve gone through my journey, it’s as much about the people as it is about the designing.’
Core values
I asked Karen what sets Taylor Howes apart from other interior design businesses and she believes that essentially, it is to do with their core values, which are kindness, honesty and passion. ‘When we go on that interior design journey, we get to know our clients really well. 60% of our projects are repeat clients, and we often work on multiple projects at the same time. When clients come back to us time and again, I always know we’ve done a good job.’
The launch of Studio Howes
Karen recently launched a second arm to her business called Studio Howes. It came about because she had a client’s daughter who needed some help. She explained that Studio Howes is really a first-year solution to help the next generation and, unlike Taylor Howes, much of it is not high-end bespoke design.
Adapting to changing needs
Karen firmly believes that her business has to adapt and respond to a client’s changing needs. We discussed the time where a client who started off wanting help with just two pieces of furniture, but they ended up with a long contract. She described how they had an instant connection mainly because the client always insisted on the best possible standards. Karen commented: ‘He had immaculate taste and wasn’t prepared to compromise on quality: three years later we are still there! We’ve seen that project evolve, and we’re now working on another project for the same family, which is really exciting but I can’t tell you anything about it. Confidentiality means everything in the world we work in.’
The importance of confidentiality
I asked Karen how she dealt with issues surrounding confidentiality at Taylor Howes and she replied: ‘Firstly, we have non-disclosure agreements on probably 70% of our projects. This means that we can’t publicise a huge amount of what we do. Once we’ve completed a client’s project and (as with your business) gained their trust, generally we are allowed to show the results to others providing we do that face-to-face. Understandably, a client does not want their home splashed across various websites and social media platforms. So when it comes to issues of confidentiality we are very, very hot on that. It’s their home at the end of the day and everybody, whatever their budget, whatever their walk of life, should be able to cross that threshold, shut the door and feel safe. Some of our clients who are in the public eye don’t always get that so I think it is really important to keep that trust.’
Managing multiple contractors effectively
It’s clear that Karen has very exacting standards and I wondered how she kept to those standards when multiple contractors were involved. She said she often worked with many contractors and has always been strict about maintaining consistently high standards. She said: ‘I think the best projects come with the best management team who are involved right from the outset. The team needs to know a property inside out before handing it over to the best architect, the best project manager, the best lighting designer, et cetera. There’s a whole myriad of people involved. So if we are brought in first, we can ensure the whole process is managed well; we can bring together all those people who are going to create a special home. You only get the best projects when everyone is working well together. Every project, every client, is different; every end goal is different, and we’re not about churning out the same thing over and over again. We want everything to be unique, and I know that’s what you at Somerset Estates want too.’
Taylor Howes special relationship with Somerset Estates
It was wonderful to hear that Karen felt that her company and ours worked so well together. She reminded me: ‘We first worked together through a joint client, who loves the people in your team, and that’s not surprising. When I first met your team, I have to say I found them so professional and easy to work with. Nothing is too much trouble for them and that’s not something you find very often. The fact that the house that we worked on looks as immaculate now as the day we handed it over brings me real joy. I do remember, Philippa, when you temporarily moved the team here when in-between office moves, for us it was really heavenly; you are so discreet!’
Sharing clients and the importance of discretion
Karen explained that our two companies have very different roles when acting for the same client, and that discretion is vital. She was particularly complimentary about Somerset Estates: ‘I’ve never heard you or your team talk about any clients and that is really so important. Discretion has to go to a different level: you almost can’t quantify it. Clients must feel safe because we know so much about them, and know that things aren’t going to get out into the public arena. They don’t have to worry about that, and from our perspective it’s a mark of honour to command that trust.’ I definitely agreed and added that trust has to come from the top and we have been consistently clear not to talk about clients in public. At Somerset Estates we always reinforce this policy and lead by example.
Managing projects together
Karen thought that: ‘When you have a cohesive team, as we both do, it pays dividends to work together from the outset. With any project, property management should not be seen as an afterthought as you can so easily miss out on a lot of knowledge that is invaluable. This is particularly important as homes today are super-complicated in terms of the technology and everything else that goes in there. If Somerset Estates are there at the beginning, you will know everything about that home and how everything works.’ I completely agreed with Karen because being there from the beginning helps to ensure that the final handover to the client runs smoothly.
Business and sustainability
Karen turned her attention to sustainability in the property industry. ‘For some clients, it was not even on their radar. She added: We’re always trying to be ahead of the game: one of the things concerns sustainability of design and longevity. What we don’t want to do is slavishly follow trends so that in three or four years time they are going to be completely out of date. The best approach is always to make sure that you’re doing the right thing for the planet, that things aren’t being skipped over and then redone.’
The role of women in business
Given everything that Karen has achieved, I consider her to be a real role model both as a business owner and as a woman. I asked how her industry compares today with what it was like 30 years ago and what her journey has been like. She said that there were certainly some struggles to begin with and a good deal of misogyny that they absolutely did not support in the design industry. She went on to say: ‘We have quite a few guys in the studio and they all know and understand what our core values are, but obviously, we cross over into certain industries that aren’t perhaps so kind to women. Where that’s concerned, my attitude is one of zero tolerance.’
Making a difference in the community
Knowing that Karen is highly regarded for her philanthropic work, I wondered whether she had any exciting projects ahead of her and she explained that she had a busy autumn ahead.
‘I do quite a lot of philanthropic work, and just before Covid hit I started an initiative called Rest Nest transforming the nurses’ restroom at St. Mary’s Hospital )which, before the transformation, was described as ‘shockingly awful’. The look on the nurses’ faces at the end was just the best thing, and the best day’s work I’ve ever done. That was just the beginning as we’ve now completed 32 rooms under an NHS Imperial Trust initiative that is still ongoing’.
‘I’m also very involved with a children’s mental health charity which trains counsellors in helping to deal with schoolchildren’s mental health issues. We place counsellors into schools, generally those educating children under the age of 11, but we’re moving on to other schools where support is needed, including some public schools. It is certainly making a difference to the children who often come from quite complex backgrounds, as well as offering support to parents and teachers alike. That’s part of what I’m working on at the moment, which helps to keep me grounded.’
It was a pleasure to interview Karen and hear all about her journey and we look forward to many more years working together on future projects.
If you would like to speak to us about your upcoming projects or be put in touch with Taylor Howes please contact us at: info@somersetestates.com
