Leading Through Crisis: How Transparency and Adaptability Saved Our Business
- Oct 8
- 4 min read
By Jessica Munday
Cofounder - People & Culture Manager
When the pandemic hit, overnight, our business was, without warning, in jeopardy. We design and manufacture, sell and also, at the time, rented out, LED neon lights and signs.
Given the nature of our products, a huge portion of our work was in the weddings and events sector.
With events cancelled indefinitely, 30% of our business disappeared almost instantly.
We were still in our infancy then, having experienced dizzying growth in our first year, when suddenly, like many others, we were faced with uncharted territory.
There was talk of waiting it out, riding the storm, but that felt like an even bigger gamble with no clear end in sight. Instead, I decided to close down the hire arm of the business, redistributing and retraining staff. It wasn’t easy, but protecting the business meant drastic change, and I felt it was better to be proactive rather than sit on my hands.
Choosing Transparency Over Pretence
At the centre of my leadership style are our values: powered by passion, brighter together, and ignited by our customers. In those uncertain days, I knew I had to lead with honesty and integrity. I was transparent with the team about the situation, avoiding sugar coating anything.
I admitted my fears, acknowledged there were a lot of unknowns, not just from a business perspective, but the world as a whole.
I reassured them that their thoughts, concerns, and input mattered.
This open dialogue built trust, alliance and encouraged creative thinking and collaboration at a time when we needed it most.
We held full team meetings (remotely to include our global offices). Everyone was part of and privy to the decision-making process, cultivating an environment where people felt heard, valued, and motivated to be a part of our success.
Delegation, Empowerment, and Individual growth
I was heavily pregnant during that period, which further amplified the importance of delegation. Handing over responsibility wasn’t about lightening my load; it was about pivoting the business, upskilling staff, nurturing accountability, and giving people the opportunity to grow. It was remarkable to see team members step up.
Team members who weren't in “strategic” positions were suddenly contributing some of our most effective ideas.
This reinforced a core belief that I have held from all my years working in recruitment and HR: employees at every level should be encouraged and empowered to share their ideas and insights. You never know where the best solutions might come from. I have seen incredible innovations come from new starters. Often, fresh eyes can give a whole new perspective.
The Pivotal Pivot
The most influential strategic decision we made was to shift from a B2C focus to targeting B2B and corporate clients. Initially, it felt like a massive risk. (We were investing money in a pivot, when a third of our business had just been wiped out.) But that decision became transformative.
We worked with our local community, offering discounted signs to businesses desperate to entice customers back.
It helped them, and in return, they gave us videos and images that we used to overhaul our website, socials, and to create more relevant sales materials for our outreach campaigns.
By shifting attention to business and corporate signage, productivity surged by an incredible 123%.
It wasn’t just about survival anymore; it was about creating a launchpad for growth. We uncovered a new market that we had barely touched on, which not only sustained us during the crisis but positioned us for stronger, long-term success.
From April 2020 to May 2021, our revenue jumped 163%. That leap took us from being a 7-figure business to 8-figures.
Protecting Our People and the Business
Throughout the uncertainty, my thought process was guided by two priorities: protecting our team and protecting the business.
The pressure forced us all out of our comfort zones. Staff wore many hats, tackled new challenges, and developed a resilience we didn't know we were capable of.
While the times were tough, and I hope we never need to revisit such uncertainty, the openness we harnessed allowed collaboration, humility, and camaraderie to thrive.
I’m a huge believer that good bosses create more wellness in the workplace than any wellness plan ever could. During the pandemic, that belief was tested and proven true.
A New Chapter of Change
That experience gave us confidence to embrace change again as we open another arm of our business: Custom Illuminated Signage. This new venture offers a wider range of illuminated signs for businesses, a big step up in our capabilities and client offerings. The learning curve will be steep, but our approach remains the same. We’ll delegate responsibility, invite ideas from people at all career levels, and give individuals the opportunity to flourish.
Just as before, I know some of our best strategies will come from unexpected places.
Stronger on the Other Side
The measurable impact speaks for itself. I am so proud of the fact that that time under intense pressure didn’t topple us; it made us stronger.
It made us reevaluate how we lead, how we operate, and how we think about growth.
For Custom Neon, while we can't ever say the pandemic was a blessing because of the devastation it caused. It became an unexpected catalyst that turned us into a more adaptable, resilient, and ultimately more profitable business.
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