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Recently, I had to let go of an employee. And to be honest, it was a huge bummer. He was a good guy, a talented painter, and a hard worker. But ultimately, he crossed a line that just couldn’t be ignored.
Without asking, he bid his own project and scheduled it during our regular work hours—essentially telling me, “I’m going to do my own thing for a bit and I’ll be back when I’m done.” In any company, that kind of move is inappropriate. You can’t just tell your boss you’re stepping away to do your own job and expect things to carry on as normal.
What hurt more wasn’t just the behavior, but what came out during our final conversation. As we were parting ways, he said something that stuck with me:
“Good luck not working.”
At first, I brushed it off. But the more I thought about it, the more it revealed something deeper—a complete misunderstanding of what I do and what kind of business I’m building.
About a year ago, I made a shift in how I run Walker V Painting. Up until that point, I was doing it all: painting, estimating, scheduling, customer communication—you name it. Like many painting companies, the owner is the lead painter, the estimator, the marketer, and the customer service department.
That model works for a lot of businesses. But for me, it became unsustainable. I was working 60 to 80 hours a week, stretched thin, and constantly behind on things that mattered—like client communication, detailed estimates, and even time with my family.
So I decided to shift.
I moved out of the field and focused my role on running the business, not just working in it. That meant trusting my painters to do what they’re great at—putting paint on walls—while I focused on what I’m great at: building a system, taking care of clients, supporting my team, and driving long-term success.
The core of this shift is specialization. (Harvard Business Review)
Instead of doing everything, I chose to specialize in what adds the most value to the business and to our clients:
Meanwhile, my painters get to focus on what they do best—producing high-quality work on-site. My lead painter runs the job, and I stay available to handle the behind-the-scenes logistics that make everything run smoothly.
This model creates a better experience for everyone. I’m more available to clients. I can actually spend time listening to what they want. I can give them real color advice, thoughtful timelines, and peace of mind.
And for my team? I can pay them better because our estimates are more precise and consistent. They’re working with clear budgets and expectations, not guesswork.
The truth is, this model does mean our prices are a little higher. But they reflect the value we bring:
This isn’t about squeezing every dollar from a job. It’s about building a system that serves our clients better, supports our team more effectively, and creates long-term sustainability.
When that former employee said, “Good luck not working,” it showed a fundamental misunderstanding.
I haven’t stopped working. I’ve just changed the kind of work I do.
I’m no longer exhausted from 10-hour days with a brush in my hand, then going home to do estimates and answer emails late into the night. Now, I spend that time taking care of my clients, leading my team, building systems, and—just as important—being present for my family.
The result?
At the end of the day, I’m not trying to “get out of work.” I’m trying to build a business that adds value—to our clients, to my employees, and to my own life.
This model might not look like the traditional painting company, but that’s the point. I’m not here to do what everyone else is doing. I’m here to build something sustainable (Entrepreneur), meaningful, and valuable—for everyone involved.
So if you’re a client looking for a painting company that shows up, listens, communicates clearly, and delivers great results—you’re in the right place.
And if you’re a painter looking for a place where your work is respected, your pay reflects your skill, and you’re part of a real team—we might be the place for you, too.
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