The longer I’ve owned a sign company, the more I’ve become convinced that the most valuable assets in the business aren’t the equipment, software, trucks, or inventory.
It’s what people know.
The problem is that most of that knowledge exists in their heads.
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One thing I’ve noticed over the last couple years is that every company seems to have a handful of people that everyone depends on. They’re not always managers. Sometimes they’re not even the most senior people in the company. But everybody knows who they are.
When a weird project comes in, somebody asks them.
When a customer issue comes up, somebody asks them.
When a sign needs to be installed in a way nobody has seen before, somebody asks them.
They’ve become the unofficial source of answers.
I’ve started paying closer attention to that because I see it everywhere.
The estimator who remembers how a similar project was priced three years ago.
The fabricator who knows which method is going to save two hours of work.
The installer who can look at a site photo and immediately spot a problem everyone else missed.
The project manager who already knows which cities are easy to work with and which ones are going to turn a simple permit into a month-long exercise in frustration.
Most of these people don’t even realize how much knowledge they’re carrying around because it’s become second nature to them.
That’s where it gets interesting.
If you ask them how they know something, the answer is often surprisingly vague.
They just know.
They’ve seen enough projects, enough mistakes, enough customer requests, enough permit reviews, and enough installation surprises that their brain starts recognizing patterns automatically.
It’s not written down anywhere.
It’s experience.
I think that’s one of the reasons experienced estimators are so difficult to replace.
People often talk about estimating as if it’s a pricing function. The longer I’ve been around it, the more I think it’s really a judgment function.
The pricing is easy.
The judgment takes years.
What’s funny is that building Ryvet has made me think about this even more.
When we first started building the software, I thought we were mostly dealing with estimating. The more customer conversations we had, the more I realized many shops were actually wrestling with a completely different problem.
Knowledge transfer.
A lot of the feedback wasn’t really about estimate generation. It was about consistency. It was about onboarding. It was about helping newer people get up to speed faster.
One customer talked about using it with new salespeople.
Another talked about using it as a second set of eyes.
Another referred to it as “the other estimator we’ve been looking for.”
What all of those comments had in common was the same underlying challenge.
Experienced people are hard to find.
And even when you find them, it takes years to develop that experience.
I don’t think software replaces that.
Honestly, building Ryvet has made me believe the opposite.
Experience is probably more valuable than I originally thought.
What software can do is help preserve some of the lessons that experienced people have already learned. It can create consistency. It can document assumptions. It can give newer employees a better starting point.
But somebody still has to know what good looks like.
That’s why I think the strongest companies over the next decade won’t necessarily be the ones with the best software or the biggest shops.
They’ll be the ones that figure out how to capture what their best people know before it walks out the door.
Because the longer I own a sign company, the more convinced I become that the most valuable things in the building usually aren’t written down anywhere.