When Barefoot Painter LLC was founded in 2016, our primary goal was modest: cover the company’s bills, manage personal expenses, and ensure the founders could sustain themselves.

Rapid growth seemed like a distant prospect at the time. However, in the span of just eight years, the company transformed remarkably, evolving from a small partnership into a thriving sole proprietorship.

What began as a humble business with no employees has since grown into a full-fledged organization, boasting a dedicated sales manager, multiple crews, and office staff.

This evolution was not driven by an ambitious growth plan, but by a commitment to understanding and meeting customer needs, while identifying and addressing gaps in the market.

Learning Through Customer Demand

One pivotal moment in Barefoot Painter’s journey occurred when a customer inquired about cabinet painting.

At that time, the company didn’t own a sprayer, a crucial tool for achieving the high-quality finishes clients expect.

My former business partner and I debated whether the purchase was necessary. While she was in favor, I was hesitant. However, that initial reluctance soon faded, and I now realize that buying the sprayer was one of the best decisions I ever made.

Unlike companies that might rush into new services, Barefoot Painter took a methodical approach. We didn’t just buy the equipment and jump into the work; we thoroughly researched the process. We read the entire manual, sought advice from our paint representative, and practiced our spraying techniques on multiple test pieces before ever working on a client’s cabinets.

This dedication to learning and precision set the standard for how Barefoot Painter would handle every new service moving forward: through careful preparation, research, and a commitment to quality.

Transition to Sole Proprietorship

In December 2019, I took full ownership of Barefoot Painter LLC, marking a new chapter for the company. At that time, I had just one employee.

Shortly after, my husband and eldest daughter joined the company, helping to address growing customer demand for quicker project completion.

As the business expanded, the company’s capacity to take on more work increased, but growth was always handled with care. Every decision to add a new service was accompanied by extensive research and analysis.

Key questions always guided the decision-making process:

• What is the cost to the company?
• What additional resources will be necessary?
• Does the company have the capacity?
• Is the service one that Barefoot Painter wants to offer?

For me, the financial implications of each decision were paramount. Every service needed to generate a return on investment in a reasonable timeframe. Training costs, the need for additional equipment, and the available manpower were all considerations that had to be carefully weighed.

I knew that stretching the team too thin or investing in equipment with a long learning curve could potentially hurt the company, and profitability was always top of mind.

Managing Growth Intelligently

As Barefoot Painter LLC expanded its offerings, the need for space and additional equipment arose.

For example, when the company considered adding furniture refinishing to its list of services, we faced logistical challenges. Furniture takes up significant space, and larger projects meant that Barefoot Painter needed to secure more room, which in turn increased overhead costs.

All these factors had to be incorporated into pricing and efficiency calculations.

Planning for the future was also key. I learned early on that capacity planning isn’t just about handling today’s workload; it’s about anticipating tomorrow’s challenges. The company had to account for potential employee absences, turnover, and unexpected events that might disrupt operations.

Having contingency plans—Plan B’s—became an integral part of Barefoot Painter’s strategy.

Saying No at the RIght Time

Barefoot Painter LLC has built a reputation for thoughtful, deliberate growth. While customer requests often drive the company’s expansion into new service areas, not every request makes sense for the business.

For instance, despite multiple inquiries, the company has decided not to offer hardwood floor refinishing, garage floor finishing, or tile backsplashes. These services did not meet all the necessary criteria in terms of feasibility, profitability, or capacity–so they were not added.

However, we don’t dismiss new ideas out of hand. Services that repeatedly come up in customer requests are revisited every six months. This ensures that the company stays attuned to market demands while maintaining control over its growth.

The Value Sustained Growth

Barefoot Painter LLC has always taken a measured approach to expansion. We understand that rapid, unchecked growth can overwhelm a business, leading to operational challenges and financial strain. By focusing on slow and steady progress, Barefoot Painter has been able to maintain high-quality service while ensuring the business remains profitable and manageable.

The key lesson from Barefoot Painter’s journey is that growth doesn’t have to come at the expense of quality or stability. By listening to customers, investing in the right resources, and planning carefully, businesses can expand sustainably and successfully navigate the complexities of scaling up.

As one of my favorite maxims says: “You’re either growing, or you’re dying.”

With thoughtful planning, Barefoot Painter is proving that slow and steady growth often wins the race.

Kathy Vacho is the owner of Barefoot Painting in Ladysmith, Wisconsin. Using her Bachelor’s degree in Sustainable Management, she brings a unique blend of environmental consciousness and business management to the painting industry.