Floral Design as the Business of the Future: An Interview with Viktoriia Perebyinis

Floral design is more than just an art—it is an industry where new standards of sustainable business and entrepreneurial leadership are being set today.

At the forefront of the industry, we meet people who break conventional ideas of beauty, turning delicate arrangements of living plants into a powerful business tool. Among them is Viktoriia Perebyinis, a talented florist and entrepreneur who has already made her mark in the United States. Her journey is an example of how persistence, foresight, and extraordinary vision can push one beyond a personal profession and toward the heights of an industry.

How did your American story begin? 
In the U.S., I started working at a flower shop, first as a florist and later as an assistant and deputy manager. It was an incredible learning experience: I learned process management, client interaction, and the nuances of the American market. Here, floristry is not just about aesthetics—it’s part of the culture, with very clear traditions and expectations. This experience helped me understand how to integrate European beauty and elegance into the American style while maintaining my own creative signature.

When did the idea of starting your own business arise? 
When you work with flowers every day and take responsibility not only for the visual expression but also for strategy and operations, you naturally begin to build your own business philosophy. Since 2021, I have been developing my floral business model, first through international collaborations in Europe and later expanding into the United States. The entrepreneurial vision was a natural evolution of my expertise: after establishing a strong foundation and a unique methodology, the logical next step was to create a dedicated brand for the U.S. market. My venture goes beyond traditional delivery services and focuses on premium floral design for commercial clients, integrating aesthetics with sustainable and scalable business practices. The primary goal has always been to build a recognizable brand at the intersection of floral artistry and responsible, forward-thinking entrepreneurship. 

Many people see floristry as purely a creative profession. For you, is it more art or business? 
For me, it’s a synthesis. I cannot separate the two. Art without business thinking remains a fragile arrangement that disappears quickly, and business without art becomes dry commerce. I always try to think like an entrepreneur, even when arranging a bouquet, and like an artist when building strategy. This combination is what allows us to talk about floristry as the industry of the future.

What do you consider your main advantage as a florist and entrepreneur? 
The ability to see the bigger picture. Many colleagues focus only on the composition itself, but I always consider how it will be perceived by the client, how it will fit their space, mood, or event. Plus, I’m not afraid to experiment and take responsibility. In business, this is key: it’s not enough to work beautifully—you need to create a product that builds trust and loyalty. That, I believe, is my strength.

You participated in a competition in California. What did it teach you? 
It was an important experience. I met all the requirements but didn’t win a prize. The reason is simple: local florists are strongly influenced by Mexican traditions, and their aesthetic differs from my European perspective. I realized that sometimes it’s important not to conform to the local style but to maintain your own line. This builds recognition. Even though I didn’t win, it became a point of growth and helped me understand that I need to build my own brand, not blend into others’ standards.

How competitive is the floral market in the U.S.? 
Competition is enormous. America is a service-oriented country, and the floral business is long embedded in its cultural code. But that’s precisely why there’s an opportunity to stand out. I see potential in combining high European quality with sustainable business models—from optimizing logistics and procurement to eco-friendly solutions and personalized service. This approach will not only help survive in a competitive environment but also rise to the top as an industry expert.

You mention sustainable business. What does that mean in floristry? 
It’s a broad range of solutions: from choosing suppliers and minimizing waste to managing resources wisely. For example, I explore reusing decor elements and implement digital tools to optimize orders and reduce write-offs. For me, floristry is not only about beauty—it’s the business of the future, and it must be responsible.

Looking at the long term, what is your goal? 
I think five years ahead. I want to open several flower shops in California, Texas, and possibly other states. But the key goal is to create my own floral academy. I want not only to build a business but also to share knowledge. I see a demand in the U.S. for a new generation of florists ready to work at the intersection of aesthetics and entrepreneurship. The academy could become a platform for developing such professionals.

What do you see as your biggest challenge today? 
The hardest part is balancing creativity and business. Floristry as an art requires inspiration, while business requires discipline, structure, and strategic thinking. Learning to combine the two—that is the real challenge. But I see leadership in precisely this ability: to maintain both artistic and entrepreneurial excellence simultaneously.

And finally, what advice would you give to those just starting out? 
Be bold. Don’t be afraid to change direction if your heart is elsewhere. I left a predictable career in IT to take a path full of risks—but that’s what made me happy. And second: learn to think like an entrepreneur. Even if you are an artist, working with beauty and inspiration, remember that there is a market, a strategy, and a future behind it.