You’ve probably heard the saying, “Work on your business, not in it.” But what does that really mean? Shifting from doing everything yourself to running your business effectively isn’t easy and won’t happen overnight—but it’s essential for success.
So, how do you make the change? How do you step away from designing, making signs and handling everything on your own? Liz and I have a few ideas. Let’s break it down together.
The Power of Delegation (AKA Trust)
Liz: As a business owner, trusting others is one of the hardest challenges you’ll face. Who can you rely on? Will anyone care about your company as much as you do? Your livelihood—and your teams’ livelihoods—depend on it. If this sounds like something that’s kept me up at night, that’s because it has.
But the truth is, you can’t do everything yourself and do it well. You have to trust people enough to delegate. Without doing this, you’ll be stuck in a cycle of mistakes, putting out fires and battling burnout.
For me, the key to letting go was creating Standard Operating Procedures (SOPs)—clear instructions that ensure tasks are done consistently and efficiently for each role. When we started our company, my role was “Operations.” My background is in accounting, but I also had to handle sales, project management, vendor management, estimating, accounting and business growth.
As my sign shop, Studio Dzo, grew, I gradually delegated these roles, freeing myself to focus on the business rather than being stuck in it. And as the owner, that’s exactly where your focus needs to be.
Systems, Systems and More Systems.
Joe: As Liz mentions, it starts with defining tasks and defining responsibilities for each role in your business. But beyond that, you need systems in place to give your team the tools they need to succeed.
Think about the challenges you need to solve—job management, scheduling, quoting, sales goals, client communication and accounting. The right systems will streamline these processes and free you up to focus on growth.
Here are some tools I recommend:
- SignTracker (yes, I’m a bit biased!)—Great for job and file management, team tasks and quoting.
- QuickBooks Online—Ideal for accounting and integrates smoothly with SignTracker.
- Adobe Suite & Flexi Cloud—Great for design and production, especially if you have printers.
- CRMs & Google Business Suite—Many CRM options exist for managing sales and Google Business Suite is affordable and easy to use.
There are tons of small business and industry-specific tools out there. The key is to research, test and find the ones that solve your problems and fit your budget.
Onboarding and Training
Liz: Once your roles are defined and systems are in place, it’s time to train your team. As the owner or team lead, it’s your job to set them up for success.
Joe: Yes, and new employees often feel nervous on their first day. They’re trying to figure out who they’ll be working with, what their tasks are, and—most importantly—where the coffee machine is. A chaotic first day can be discouraging, so creating a smooth onboarding experience is essential.
We always made new hires feel welcome by starting with the basics—filling out employee forms and reviewing the company handbook, which covered policies and benefits. Then, we took them to lunch with a few team members they’d be working closely with. After lunch, training began.
For fabrication or installation jobs, we set up a shadowing system where new hires worked alongside a team lead for a few weeks. If your shop is small, you may have to take on this role yourself.
If your new hire is a project manager, they will need extensive systems training.
At my former shop, Sign Tech International, new project managers at would sit with me for up to two weeks, actively managing jobs and using our system before handling smaller projects on their own. Sales reps would shadow our sales manager for at least a month, working on joint sales to learn how to request art and quotes, turn in sold jobs and to correctly represent our company’s brand in the community.
The key is structured training—no one we hired was ever left to figure things out on their own. Most importantly, let go of the mindset that “it’s easier if I just do it myself.” As Liz said earlier, you must trust your team. People do their best work when they feel valued and that starts with giving them real responsibility and setting them up for success.
Bottom Line
Liz: Running a sign business is challenging. It takes managing relationships, making tough decisions, and always improving. But by staying open, seeking support, and building strong systems, you can create a great work environment.
Leadership is a journey of learning and teaching. When you prioritize well-being and trust, you’ll not only grow a successful business but also make a lasting impact on your team and the industry.
Joe Arenella: Founder of Sign Tech International, a sign shop with 60 employees that made signs for national chains, local developers, and big projects like the Dallas Cowboy Stadium. He turned from sign shop owner to software founder! With SignTracker (an Inktavo company), he makes job tracking and sign quoting easy for sign shop owners.
Elizabeth Arenella Toynes (Liz) grew up in the sign industry as Joe’s daughter. After swearing off the industry and earning her degree in accounting, she got wrangled back in. She now co-owns and operates Studio Dzo, a multidisciplinary design studio that specializes in designing and building beautiful, inclusive, and effective signage and wayfinding that elevate brands and experiences, with her husband Russell in Austin, Texas.
You can also find Joe and Liz on the Behind the Signs Facebook Community for industry tips and free resources, and on the Behind the Signs Podcast where they discuss the ins and outs of owning a sign business.
