One Signshop’s Installers Approach Another Shop

“YOU WANT TO DO WHAT?” asked Gail Hearthstone of Hearthstone Signs, not quite believing what she thought she’d just heard.

“We want to quit Meanie Signs and bring our whole install team to work for you,” repeated Tyler Dunn, the lead installer for Meanie.

Gail’s mind began to reel with the offer and its ramifications. Hearthstone Signs had been a regular partner of Meanie Signs for its medium to larger installations — Hearthstone not having a dedicated team for them. The projects had always gone well. The three guys and gal who made up Meanie’s team were professional, good at what they did and easy to get along with.

“What… Why?” Gail finally asked.

“We hate working for Zucker,” Tyler began, his tale of sound and fury — literally being yelled at often by an angry boss — definitely signifying something. Among other issues, “the only time we can enjoy our work is when we’re out in the field and Zucker hasn’t decided to hang around on site.”

“I understand,” Gail replied, thinking that she personally had not had any bad experiences with Zucker. “But this would be a huge change for my company. Adding the four of you would take us from 15 to 19 employees. That’s a lot more payroll, benefits, equipment, insurance…”

“Yeah, but it could also be a big revenue opportunity,” Tyler said. “Meanie would suddenly be in no position to fulfill that side of the business. At least for a while. It would take time to put together an experienced four-person install team anywhere in the world, much less in this neck of the woods.”

Tyler went on to explain that if Zucker were able to make it work, Gail should have a better-than-average chance of success. And demonstrating a future in sales when his installation days were done, Tyler went so far as to suggest Hearthstone might even start to do Meanie Signs’ installations. “Zucker wouldn’t have many options,” he said. “If he could look at it as ‘business, not personal,’ he could see that his business would benefit from a new relationship the way yours did beforehand — which clearly was acceptable to you and you’re no dummy.”

“Yeah,” Gail smiled at the persuasion being carefully layered with low-key flattery. “But that’s a big IF. I tend to think he would take it personally. He’d say I’m poaching his employees.”

“But you’re not,” Tyler replied. “It would only be poaching if you were at a site we were working, persuading US to come work for you. This is the opposite. What’s the opposite of poaching? Unpoaching?”

“I don’t know,” Gail said. “It still seems underhanded somehow.”

“It’s very admirable, your reaction,” Tyler said, then added, “That’s one of the reasons we want to start working for you. You give a damn about what people think — people you work with.”

“Thank you,” Gail said. “Well, you’ve definitely given me something to think about. This obviously isn’t something I can switch to overnight, but I’ll definitely look into it. In the meantime, we’ll keep this between us.”

“I appreciate your candor,” Tyler said. “I’ll be in touch.”

Daniel W.
Tucson, AZ

I wouldn’t take the deal, but I’d suggest to Tyler that I’d be happy to work with his new installation company as sub-contractors. Tell him if he really wants to make it on his own, get out on his own! As an independent contractor, he would be far more likely to retain Meanie as a client if he couldn’t blame someone for pilfering them away from him. He’d work for himself, not some boss.

Rob G.
Tampa, FL

Most would look at this as a hiring opportunity or a risk decision. I’d look at it as a systems test. If four installers are willing to leave together, the issue likely isn’t just personality — it’s structure. And if that structure doesn’t change, it tends to repeat itself wherever those same pressures exist.

The real question isn’t whether to hire them. It’s whether your company is set up to absorb them without creating the same conditions they’re trying to escape. Adding a team impacts more than payroll. It affects scheduling, project readiness, communication between office and field, and how decisions are made under pressure. If those aren’t clearly defined, more capacity can actually create more problems.

I’d proceed, but only in stages. Evaluate performance, set clear expectations and make sure the work itself — not just the people — is organized in a way that supports consistency. Otherwise, you’re not solving a problem. You’re inheriting one.

Mike Jr.
Glendale, AZ

Have to turn them down. Leaving their current shop high and dry will end up happening to the new shop, not to mention being possibly blackballed by big sign buyers. Not worth the risks.

Don B.
Cypress, CA

Schedule a private confidential meeting with Zucker. Express an interest in acquiring his installation team. His reaction will determine the next step.