She has led the business to consecutive million-dollar years and multiple national honors.
Kristi Jenkins-Correa is a dynamic force in the wide-format printing industry, blending over two decades of experience with an unwavering commitment to excellence. As co-owner of Signarama Fort Collins since 2023, she has led the business to consecutive million-dollar years and multiple national honors. Jenkins-Correa’s career spans sign production and international operations for the U.S. Army and customer-centric leadership.
Known for her grit, empathy, and hands-on approach, she mentors her team daily and fosters an inclusive, high-performing culture. A multi-award-winning professional, Kristi continues to break barriers and elevate standards in a traditionally male-dominated field through innovation, integrity, and service.
How has your background in military operations and hospitality shaped your approach to leadership, team culture, and customer service in the wide- format industry?
My background in military operations gave me a deep understanding of structure, accountability, and process-driven leadership. I managed three facilities, often juggling and shifting priorities. That experience taught me to think quickly, adapt under pressure, and keep operations running smoothly even in high-stress environments.
It also strengthened my skills in scheduling and logistics—critical in a fast-paced shop like Signarama, where there are always many moving parts. I rely on that military mindset of staying calm, focused on solutions, and valuing teamwork every day.
For me, everything is about the team. We don’t operate in silos—we check in with each other, run ideas by multiple people, and collaborate to get jobs done right. No one is above any task, and no one works alone. That’s the culture we’ve built here.
My hospitality experience, on the other hand, taught me emotional intelligence. It exposed me to people from all over the world and reinforced the importance of treating every customer with patience and respect. I’ve always told my employees that the customer isn’t always right, but they should always leave happy. That’s the standard I hold myself and my team to—making people feel valued, even when situations are challenging.
As a woman leading a high-performing business in a male-dominated industry, what changes are most needed to make wide-format printing more inclusive?
The most important thing is that women must keep standing up, speaking out, and making sure they’re heard. It’s easy to be brushed off or talked over, especially in a male-dominated space. Savvy (Walker, partner) and I often do walkthroughs where we’re the only women present. We wear Signarama hard hats or find other ways to stand out so people will approach us.
Even if it feels uncomfortable, if you’re the only woman in the room, you have to keep showing up and speaking with confidence. I also encourage younger women to step into these industries—whether or not they’re focused on signage—because the more we break glass ceilings, the easier it becomes for the next generation to walk through the door. Representation matters.
We offer tours and walkthroughs and sometimes meet with female students coming out of high school, to show there’s a place for them in this industry. To make the industry more inclusive, we must keep amplifying diverse voices, offering real mentorship, and shifting the culture—not just the hiring practices.
Hiring a woman isn’t enough; she must have opportunities to contribute meaningfully. The future of this industry depends on leaders who are willing to listen, adapt, and make room at the table for different ideas and perspectives.
What sustainable practices or innovations have you found most promising in wide-format printing and how do you see environmental responsibility evolving in the industry?
This is something I’m deeply passionate about, even if the rest of the industry hasn’t fully caught up yet. One of the most impactful changes we’ve made is asking more questions at the start of every job. When we understand how and where a sign will be used, we can make smarter, more intentional choices.
Sometimes that means recommending recyclable or biodegradable materials; other times it’s repurposing a pre-used sign to cut down on waste. Many materials used in wide-format printing aren’t recyclable, and even when recyclable options exist, they often require specific processing or conditions to qualify. That’s why I stay informed and continually research ways to improve.
I’ve also worked to strengthen relationships with our vendors, so they keep us updated on eco-friendly products—from greener substrates to lower-VOC options. We’re always testing and learning about new sustainable materials. Sustainability isn’t a one-time switch—it’s an ongoing process.
I’m hopeful that as the industry evolves, more businesses will embrace sustainability not just because customers demand it, but because it’s the right thing to do for our planet. We don’t have it all figured out yet, but we’re committed to learning, adapting, and making better choices for the future.
How do you communicate to your clientele that your business is an eco-friendly one and that you strive to be as sustainable as possible?
We place stickers and decals on recyclable products to let customers know they can be recycled. For example, if we print a recyclable banner, we attach a paper sticker to the back. We also promote these efforts on our website, and my partner, Savvy Walker, does an excellent job of keeping our marketing fresh so visitors see new content regularly.
With our roll-to-roll printer, we make use of the last 6 to 10 feet of material that can’t be run through the machine. We transfer it to our flatbed printer and print on what would otherwise be waste. From that material, we offer certain customers 150–250 free stickers, and we also create promotional stickers for our own business. One of our favorites features a raccoon with a trash can and the slogan, “It’s called a trash can, not a trash can’t.”
We take every opportunity to highlight the sustainable products we offer. In fact, some customers come to us from around the world specifically because we provide certain eco-friendly products.
What strategies have you found the most effective in mentoring and empowering staff to take ownership of their roles and grow within the business?
This question was a fun one for me because I hate being micromanaged—and I hate micromanaging. I want my team to feel empowered to make decisions, take ownership, and not wait for permission. From day one, I make it clear that they have a say in how much they want to grow in this business. I’ll give them the tools, and they can decide how to use them.
I’m always open to new ideas, especially when it comes to efficiency and process improvements. I ask that everyone first learn how we do things, and then, if they find a better way, I’m ready to hit the ground running. That kind of collaboration and teamwork make us stronger.
I also encourage the team to use our slower seasonal months for professional development—diving into new training, learning new tools, and shadowing other departments. We want everyone in the shop to understand the full process, from the initial walk-in to design, production, and installation. Cross-training is non-negotiable because it helps us avoid bottlenecks and builds appreciation for each step of the job and the contributions of every coworker.
Whether you’re answering the phone, building a quote, or doing final quality control, I want everyone to feel confident and capable. Empowerment isn’t just about handing someone a checklist—it’s about trusting them, listening to their ideas, and giving them the freedom to grow in ways that excite and keep them motivated.