For many designers, the “dream job” is the one they create. In the following Q&A, Jonathan Lin, BFA Communications Design ’25, shares what he’s learned as the founder of the brand transformation studio New Studio Partners.
Can you tell us about your role as the founder of New Studio?
As a founder, my job is to create clarity for our clients, our work, and our team. A typical day shifts between steering the business and shaping the work itself. Recently, we helped launch SOROS, a crypto-backed global e-commerce platform, where we built everything from the name to the brand to the full product experience.
Looking back, what was the most valuable part of your Pratt education?
At Pratt, the real value came from a handful of people who changed how I think. Justin Fines was one of them. He was my branding professor and later a mentor, and he advised me as I led New Studio’s rebrand of the Utica Public Library. His experience on large-scale rebrands like Burger King and Adobe, along with his feedback inside and outside the classroom, pushed me to think like a creative professional rather than a student.
What’s a professional skill you developed at Pratt that you rely on today to run your business?
The most important skill I gained was learning how to present ideas clearly. You develop that through repetition, critique, and figuring out how to make your thinking make sense to others.
What inspired you to start your own studio rather than pursue an in-house role?
I had been doing client work on the side for years, so starting a studio felt like a natural next step rather than a big leap. I have always been more interested in the business of design than the design itself, and I think it is important for designers to understand business, because design is ultimately a tool for it. Building a studio gave me the space to learn faster, take ownership, and shape the kind of work I wanted to create.
As a founder, what has been a particularly difficult professional challenge you’ve faced?
In school, you follow a brief so the work can be critiqued and graded. In practice, you often have to redefine the brief and guide clients toward what will actually create value. The shift from “making what is asked” to “identifying what is needed” may seem challenging at first, but it became essential to how we work.
Thinking about your studio’s portfolio, is there a specific project you consider a turning point?
There has not been a single turning-point project. The real turning points have come from the right clients. When the relationship works, one project naturally leads to the next. Most of our growth has come from referrals that began with a strong partnership.
Has there been a point where you’ve had to consciously pivot or learn a major new skill to ensure your studio’s success?
We learn something new on almost every project. Our growth has come from trial and error, seeing what works, and building systems around it. Clients often ask for things we have never done before, and we usually say yes because we know we can figure it out. Learning fast and adapting quickly has helped us move forward.
What advice would you give to a current student who dreams of one day starting their own creative business?
Understand that we work in a value-driven world. Learn how value is created and how to communicate it. Talent matters, but clarity and curiosity will take you much further.
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