The Problem with Speed

Most companies optimise for efficiency over customer value. Monitoring techniques drive interaction times as low as possible, encouraging employees to choose quantity over quality. The result: things slip through the cracks, and customers feel like a number in a queue.

Speedmaster CEO Jason Kencevski identified this pattern - and found its antidote in an unlikely place.

The Barber's Principle

Five years ago, during a routine visit to his local barber in Sydney, Kencevski noticed the shop was getting busy. His barber, Michael, was working alone. Halfway through the cut, Michael asked if Jason wanted his beard done as well.

Understanding what it is like to run a business, Kencevski offered to come back another day. Michael's response was immediate.

"No. You're on the seat. You're the boss. You're on the throne. The other guys can wait."

That statement reframed the interaction entirely. For the rest of the appointment, Kencevski noticed the effect it had - not just on him, but on the dynamic between customer and business owner. The customer felt valued. They were unafraid to ask questions, take more time, and by the end of the transaction, every need had been fully addressed.

This is the Barber Effect: give the person in front of you your complete attention. The queue will wait. The customer on the seat will not come back if they feel rushed.

Applied at Speedmaster

Kencevski brought this principle into Speedmaster's operations. The idea is simple: the customer you are serving right now receives full attention - no shortcuts, no rush to the next ticket.

"Just getting through the customers isn't enough," Kencevski states. "Unlimited attention and five-star service is what our customers deserve."

Since implementing the Barber Effect, customer retention has increased measurably. It is a small shift in behaviour - treating each interaction as if that customer is the only one - but the compounding returns are significant.

In a business environment that rewards speed above all else, the competitive advantage may be simpler than most companies think: slow down, and give the person in front of you everything they need.