Balancing Automation with Human Expertise: Insights from Jonathan Layish

Real Leaders. Real Talk.

By Erin Abbatangelo and David Lindover

In today's business world, automation is everywhere—but how do we keep the human touch alive? That's exactly what we wanted to explore when we sat down with Jonathan Layish , President, CEO, and Founder of Red Barn Technology Group, Inc. , a provider of integrated IT, communication, web, marketing, and social media solutions to enhance growth for small businesses. With nearly 30 years in the business, Jonathan has seen the evolution of automation firsthand, and he's passionate about striking the right balance between efficiency and human interaction.

"When you're running a business, everything boils down to reducing friction," Jonathan told us. "The less friction you have, the smoother the journey from that first interaction to the final transaction. And that's where automation can be a real game-changer."

Reducing Friction: Automation as a Tool, Not a Replacement

For Jonathan, automation isn't about replacing people—it's about making their jobs easier and their work more impactful. "I always say, why keep asking the same questions over and over when automation can handle that part for you?" he explained. "It's not about removing the human element; it's about freeing up people to focus on higher-value interactions."

 The key, he says, is using automation to handle repetitive, time-consuming tasks while ensuring that real people step in at critical moments. "At some point, every business—no matter how automated—requires a personal touch. That's what makes customers feel valued."

The Human Side of Automation: Asking the Right Questions

While automation can be powerful, it's only as effective as the human insights behind it. "You can't automate properly if you don't start with the right questions," Jonathan emphasized. "If you're not asking the right things upfront, you'll miss something important. That's why human expertise is still critical."

He gave us an example: "Say you're running a business that prints custom T-shirts. Old-school method? Customers call in, go back and forth on details, and place an order. But what if you built an online form that gathered all that info automatically?

Now, your team isn't spending time on redundant conversations—they're focused on ensuring the customer gets exactly what they need. That's the power of automation, but it still requires human intelligence to design it correctly."

Jonathan is clear: automation should serve as a support system for people, not a replacement. "People want to do business with people. Even in a highly automated world, customers need to know a real person on the other end cares about their experience."

What Big Businesses Can Learn from Small Companies

Jonathan has worked with both small businesses and major enterprises, and he's noticed a crucial difference: "Big businesses aren't built to handle exceptions well," he said. "When something in their automation breaks down, customers get stuck. That's when frustration kicks in."

 Smaller businesses, he points out, have an advantage. "They're more agile. They can jump in and solve problems directly. Large corporations, on the other hand, often have layers of red tape that slow everything down."

 One of his biggest frustrations with large enterprises? Their approach to service contracts. "Many big companies operate on a fixed-fee model," Jonathan explained. "They try to deliver as little as possible while locking customers into long-term contracts. That doesn't sit right with me. I want my clients to stay with us because they see real value, not because they're trapped in a contract they can't get out of."

The lesson for larger companies? "Prioritize value over profit. If customers feel like they're getting shortchanged, they won't stick around."

The Evolution of Transactional Sustainability

Jonathan believes one of the biggest challenges in modern business is ensuring transactional sustainability—the idea that both businesses and customers should feel good about the exchange. To combat this, he has focused on a more modern service model—one that aligns the interests of buyers and sellers. "The old model was hourly billing—customers only reached out when something broke. Then, we moved to fixed monthly fees to prevent problems from happening in the first place," he said. "But over time, some companies started delivering as little as possible while still collecting that monthly fee. That's not sustainable, and it doesn't feel right."

This realization pushed Jonathan to evolve his business further. "I don't want clients to feel trapped. I want them to stay with us because they trust us and see the value we provide. Doing less for more money doesn't sit well with me." 

This shift has shaped his approach to managed services. "There are two sides to managed services," he explained. "One side includes things that must be done automatically—like security updates and maintenance—without the client needing to ask. But the other side is where businesses need to prove their value—going above and beyond to address inefficiencies, solve problems, and make things better."

His philosophy boils down to three core principles:

1. Proactive solutions – Anticipating and addressing client concerns before they become problems.
2. Reactive problem-solving – Stepping in when needed to fix issues and improve processes.
3. The 'Mom Test' – Ensuring that every transaction aligns with integrity. "At the end of the day, I want to be able to tell my mom, my spouse, or a friend about how we do business and know they'd be proud," he said.

Breaking Down The "Mom Test” Philosophy 

Jonathan has a simple philosophy when it comes to business ethics: the "Mom Test." "If I had to explain how I do business to my mom, would she be proud? If the answer is no, I need to rethink what I'm doing."

For him, business isn't just about making money—it's about making a difference. "At the end of the day, I want to know that what I'm doing is helping people. Whether it's providing IT solutions or supporting small businesses, I need to feel good about the work we're doing."

His advice for other business owners? "Be honest. Be transparent. If you wouldn't feel comfortable explaining your business practices to your family, then something's off."

The Future: Balancing Automation and Human Expertise

So, where does Jonathan see the future of automation heading? "Technology will keep evolving, but the need for human connection isn't going anywhere," he said. "The companies that get it right will be the ones that use automation to make life easier, not to replace people altogether."

His vision is clear: "Automation should handle the busywork so people can focus on what really matters—problem-solving, strategy, and building relationships."

Jonathan's approach to leadership is refreshingly down-to-earth. "At the end of the day, it's simple. Do right by your customers. Use automation wisely. And always make sure you pass the 'Mom Test.'"

Our Final [Unfiltered] Thoughts 

Jonathan’s insights reinforce a powerful truth: business isn't just about transactions—it's about relationships. The best companies are the ones that use automation as a tool, not a crutch, and that never lose sight of the human element.

For us, his insights reinforce the idea that true leadership isn't just about titles—it's about influence, integrity, and the ability to create meaningful value for others.

As we continue our Real Leaders. Real Talk. series, we'll keep bringing you conversations with leaders who challenge traditional thinking and prioritize authenticity.

Have thoughts on balancing automation and human expertise? Drop them in the comments—we'd love to hear from you!

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Leadership starts with kindness, grows through authenticity, and creates something extraordinary.

David & Erin

Learn more about Jonathan and Red Barn Technology Group, Inc.,

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