29 www.signlink.co.uk Issue 265 - June | July 2026 automation and faster machinery have removed much of the risk and complexity from print production. Yes, automation should eliminate bottlenecks, reduce errors, and compress turnaround times – but, in reality, it cannot replace skill and experience. Despite the advances we’ve seen, machines can only run so fast. Media still misbehaves. Finishing processes still have physical limits. Breakdowns, as luck would have it, tend to happen during the busiest periods. Automation may streamline workflows, but it doesn’t remove the need for people – experts – to make decisions when conditions are less than perfect. In my experience, the real time savings come from expertise rather than speed alone. Experienced teams assess a job long before it reaches the press, considering artwork choices, ink allowances, and finishing timings. A flood colour that looks simple on screen, for example, may need to run slower to avoid downstream issues that, ultimately, cost more time than they save. This is particularly the case in large-format and bespoke print, where standardised workflows don’t always apply. Colour matching, substrate behaviour, and finishing tolerances rely heavily on human input – and, while automation supports this process, it certainly doesn’t replace it. Print businesses succeeding today are investing in people and their expertise, as well as upgrading equipment. You could have the best kit in the industry, but without skilled operators, planners, and finishers, it simply won’t deliver on the expectations placed upon it. Decision Making Where Trade-Offs Are Unavoidable For all the advancements in print we’ve seen and taken advantage of, there are still instances where something has to give. I’m sometimes guilty of saying ‘yes’ to jobs that require the square to perform at full force, particularly during busy periods. There’s an ingrained instinct to want to help – to ‘make hay while the sun shines’ and avoid disappointing the customer. Often, these jobs run smoothly, reinforcing the belief it’s always possible. But when they don’t, the pressure lands firmly on the team, whether that’s through overtime, stress, or a lack of breathing space between jobs. The challenge is recognising those moments early and making decisions that protect the outcome, rather than simply chasing the deadline. There are projects where all four sides of the square are fixed from the outset – turnaround is tight, the quality is non-negotiable, the delivery deadline is fixed, and the price expectation leaves little room for contingency. In these situations, even small changes (a late artwork approval, a challenging colour, or an unexpected production issue, for example) can have a significant knock-on effect. While some additional costs can be recovered, the truth is margins are under constant pressure and tolerance for error is extremely low. These are the moments where leadership on the production floor matters most. If there are no workarounds and a deadline genuinely can’t be met, it’s far better to have an honest conversation early on. Experience has taught me that trade-offs aren’t a failure of the process – they’re inevitable in bespoke print. The key is understanding where flexibility exists and where it doesn’t, and making those calls with professionalism and transparency. In the long run, honesty will always strengthen customer relationships rather than undermine them. Why Price Matters Of all four sides of the square, pricing is often the most difficult to navigate. There will always be cheap print and businesses I’m sometimes guilty of saying ‘yes’ to jobs that require the square to perform at full force, particularly during busy periods FRESH PERSPECTIVES | VERITY FOX
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