Laundromat Ownership

Carmen Cardiel helps run 55+ laundromat locations across Arizona and Southern California. She joins Ian Gollahon to break down the systems that hold up at that scale, and the ones that quietly fall apart.Carmen has been with Coinless Laundry for 12 years. She runs operations from the Arizona corporate office, which manages 33 stores, with a satellite office in Santa Ana covering Southern California. Fourteen stores offer wash and fold, three processing plants handle the commercial and bulk work, and almost 200 employees make it run.Coinless documents every machine outage twice a day, on the AM and PM shifts, and keeps separate on-call rotations for maintenance and for systems. Carmen's own request for a plain "is this machine operational, yes or no" filter changed how Wash-Dry-Fold POS handles repair tickets, because sorting a squeaky washer from a dead one matters differently at 55 stores than at three.Carmen also walks through running Cents and Wash-Dry-Fold POS side by side, and why Coinless consolidated onto one system. Her deciding factors were what her staff could learn and use at the counter, plus the long-term math on subscriptions and card processing across every location. Ian explains why processing terms barely register at low volume and turn into one of the largest line items as a chain grows.Then there is the hardware. Coinless runs true Windows PCs at the counter, not Android tablets, because one commercial customer makes her staff log into an outside portal and upload photos into someone else's database. The POS is the brain of the laundromat, so it has to drive the weight scale and the label printer, and still open a browser.Topics covered:• Running 55+ locations across two states from two offices• Windows POS hardware compared to Android tablet systems• Why card processing scales into a major cost at multiple locations• Running Cents and Wash-Dry-Fold POS side by side, and why they consolidated• What a laundromat processing plant is, and why you cannot start with one• Training almost 200 employees on the same procedures• Why Arizona laundromats slow down in summerChapters:00:00 Intro00:42 Carmen's background and 55 stores across two states02:31 Wash and fold locations and three processing plants03:44 Training almost 200 employees05:15 The two biggest challenges at any scale06:01 Maintenance and twice-daily machine reporting07:45 The repair ticket filter Carmen asked for09:41 What a laundromat processing plant actually is11:55 Why you cannot open a processing plant first14:53 From paper tickets to a POS system17:32 Running Cents and Wash-Dry-Fold POS side by side19:38 Subscriptions and card processing at scale21:03 Features compared to ease of use26:05 Windows PCs compared to Android tablets30:33 The craziest thing Carmen has seen, and the FBI34:17 ClosingIan Gollahon is co-owner of Liberty Laundry, three laundromats in the Tulsa, Oklahoma area, and co-founder of Wash-Dry-Fold POS, the original point of sale system for laundromats.https://coinlesslaundry.comhttps://www.washdryfoldpos.comhttps://www.libertylaundryok.comhttps://www.laundromat-ownership.com

Two numbers tell you almost everything about what a laundromat is worth: gross revenue and SDE. Ian Gollahon breaks down both — what they mean, how they connect, and exactly what belongs in seller discretionary earnings and what does not.This is Part 2 of a 4-part series on laundromat valuation, running alongside Ian's ongoing feature in Full Cycle Magazine from the CLA. Part 1 covered the asset sale and the lease. This episode moves to the earnings side: gross revenue as your quick gut-check, and SDE as the number brokers, the SBA, and most buyers actually price a laundromat on.You'll learn why laundromats typically sell for one to two times gross revenue, why Eastern Funding often lends on 50 to 70 weeks of revenue, and why you can never make an offer on gross revenue alone. Then Ian walks through SDE line by line — the owner's S-Corp salary add-back, and the difference between the costs you add back and the income you strip out.What's covered:• Gross revenue: why 1x to 2x is the typical range, and what it hides• The Eastern Funding 50 to 70 week rule of thumb• Why the SBA recommends SDE for businesses under $5 million in revenue• The S-Corp owner salary add-back — the single biggest SDE adjustment• What to ADD into SDE: owner salary, unnecessary personal vehicles, trade show and conference travel (Clean Show, Excellence in Laundry), redundant family payroll, lifestyle extras like magazine subscriptions• What to LEAVE OUT of SDE: non-operating interest income from cash in an investment account, one-time equipment sales, and cash windfalls like COVID-era city or state grants• Why roughly 3x SDE lands you right back at about 60 weeks of gross revenue• How SDE differs from EBITDA, and when each one mattersTimestamped chapters (estimated — verify before uploading):00:00 Introduction and Series Recap01:30 Gross Revenue: The Big Number03:15 The 50 to 70 Week Rule05:00 What Gross Revenue Hides06:15 SDE: Seller Discretionary Earnings07:45 The S-Corp Salary Add-Back09:15 What to Add Into SDE11:30 What to Leave Out of SDE13:15 3x SDE and How the Numbers Line Up15:00 What's Coming on EBITDAIan Gollahon is co-owner of Liberty Laundry, a three-store laundromat chain in the Tulsa, Oklahoma area that did $2.5 million in top-line revenue in 2025. He's also co-founder of Wash-Dry-Fold POS, the original point-of-sale system for laundromats, and has spoken with more than 3,000 laundromat owners over the last decade.washdryfoldpos.comlibertylaundryok.comlaundromat-ownership.comlaundryassociation.org/fullcycle/

Omer Khan is a second-generation laundromat owner running four fully attended Skyline Laundromats in Atlanta. He grew up pulling quarters on the weekends, spent a few years in corporate America, and came back to build the business into a 24-person operation where pickup and delivery is now starting to outgrow self-service.This conversation is loaded with operator-level detail you can actually use. Omer breaks down why he's converting his back storage into a dedicated processing facility — and why Ian has watched that model succeed for owners with existing stores but fail for people who try to launch delivery-only with no demand behind it. They get into the real logistics of running self-service and wash-dry-fold under one roof without running off your self-serve customers.Omer also tells the story of the employee who threatened to quit when he switched from Clover to Wash-Dry-Fold POS — and stayed after a Spanish-speaking coworker trained her on it in three days. Plus the night Brian built a feature request overnight at a conference, why Omer sells retail at both the counter and the vending machines, why he ripped out his ATMs, how he handles homeless activity at one tough location, and the bill breaker jams that led to Brian 3D-printing a fix. The two crazy stories at the end are worth the listen alone.• Opening a processing facility: why it works for existing operators and fails for delivery-only startups• Designing space for both self-service and pickup and delivery without losing your self-serve base• The employee who almost quit over a new POS — and why she became the best on the system• How Brian built a requested feature overnight at the Elevate Conference• Why you sell soap and snacks at both the counter and the vending machines• Why ATMs aren't worth the $2 fees and the headaches they bring• Handling homeless activity and the equipment that attracts it — including the bill breaker he left out of the wall• Bill breaker jams and Brian's 3D-printed workaround• The ceiling heist: a thief who came in through the AC unit and cut every wire• The phone scam that nearly cost $4,000 — and how to train your staff against itTimestamps:00:00 Introduction01:21 Meet Omer Khan and Skyline Laundromats03:01 Owning vs leasing the real estate04:44 Parking lots, water lines, and the cost of ownership06:32 Revenue mix and pickup and delivery growth09:08 Opening a processing facility: why it works and why it fails13:22 Dedicating space and an animal wash station idea16:33 The employee who almost quit over a new POS19:11 Brian builds a feature overnight at the conference23:41 Card systems, CCI, and Laundroworks24:33 Machine start integrations26:39 Why sell retail at both the counter and the vending machines29:05 Why ATMs aren't worth the $230:04 Dealing with homeless activity and the equipment that attracts it32:57 Bill breaker jams and Brian's 3D-printed fix34:38 The craziest stories: a ceiling heist and a phone scam44:25 Train your staff: scam red flags and metal doorsIan Gollahon is the co-owner of Liberty Laundry in Tulsa, Oklahoma — three stores, $2.5M in revenue in 2025 — and co-founder of Wash-Dry-Fold POS, the original point of sale system built specifically for laundromats.washdryfoldpos.comlibertylaundryok.comlaundromat-ownership.comskylinelaundromats.com

Sole proprietorship, LLC, S-Corp, or C-Corp — which business entity actually makes sense for a laundromat owner? Ian Gollahon walks through every structure he's personally owned and breaks down when each one is the right call.This episode is for anyone buying their first laundromat, scaling to multiple stores, or staring at a tax bill wondering if there's a smarter way to be set up. Ian covers why an LLC is non-negotiable before you sign a lease, the exact net profit threshold where filing as an S-Corp starts saving real money, and why C-Corp status almost never makes sense for a laundromat unless you have a very specific exit plan.Topics covered:• Why sole proprietorships are the most common and most underrated entity• Why a general partnership for a laundromat would be "psychotic"• The asset protection reason every laundromat needs an LLC before closing• How an S-Corp election cuts the 15% self-employment tax on distributions• Why $80K–$100K in net profit is the realistic S-Corp threshold (not the $60K marketing pitch)• How the salary vs. distribution split actually works inside an S-Corp• When a C-Corp makes sense — QSBS, five-year flips, and distributor showroom stores• Why most laundromat owners should never convert to a C-CorpChapters:00:00 Intro and why this matters00:35 Sole proprietorships explained03:00 Why partnerships are off the table for laundromats03:45 LLCs — the asset protection vehicle every operator needs05:15 S-Corp basics: tax filing status vs. business entity06:30 The self-employment tax problem08:00 How the S-Corp salary plus distribution split works10:30 Why C-Corps rarely fit laundromats11:15 QSBS, five-year flips, and distributor exceptions13:00 C-Corp double taxation explained14:30 The evolution: sole prop to LLC to S-Corp to C-Corp16:00 Wrap-upIan Gollahon is the co-owner of Liberty Laundry (Tulsa, Oklahoma — 3 stores, $2.5M revenue in 2025) and co-founder of Wash Dry Fold POS, the original point-of-sale system built for laundromats.https://www.washdryfoldpos.comhttps://www.libertylaundryok.comhttps://www.laundromat-ownership.com

Sharon Brinks bought a run-down zombie mat in 2014 as a single mom looking for extra income. Today she owns two Speed Queen Touch laundromats in Wichita under the Laundry Station brand — and her store was the proving ground for the Wash Dry Fold POS + Speed Queen remote vend command integration that operators across the country now use.This conversation goes to places most laundromat podcasts won't. Sharon explains why pickup and delivery didn't pencil for her operation, how a five-year manager she trusted completely stole from her in felony territory while she was on chemo, and why stopping quarter supply and routing customers to the counter was one of the smartest moves she ever made. She was diagnosed with breast cancer in May 2024, treated through the fall, had a lumpectomy in November, and opened her second store in August of that same year. She's now cancer-free, stronger than ever, and considering store number three.Ian and Sharon also cover the full origin story of the Speed Queen remote vend command, what WDF order tracking looks like in a real operation, how to protect your stores from bill changer theft, and the craziest things Sharon has seen in 12-plus years of laundromat ownership.• From zombie mat to two top-rated Wichita laundromats — Sharon's journey since 2014• Equipment mix: no top loaders, no soft mounts, and why she'd size up on 80s next time• Speed Queen Insights + Wash Dry Fold POS: the remote vend command origin story• Four ways to pay — and why the bill changer is your biggest theft vulnerability• Stopping quarter supply: cutting cash handling and routing customers to counter payment instead• Pickup and delivery: why she walked away and what she'd tell anyone considering it• Employee theft: a trusted five-year manager, felony-level theft, and how it happened during chemo treatment• Rebuilding: what Sharon did after cleaning house• Breast cancer during construction — diagnosed May 2024, chemo, lumpectomy, radiation, now cancer-free• Mammogram PSA: early detection is what saved her life• Craziest laundromat stories: poker chips in a washer, baby mice in a blanket, and unconscious customersTimestamps (estimated from transcript — verify before uploading):00:00 Introduction01:22 About the show and Sharon's background04:03 Why she fell in love with the laundry business08:06 Store size, equipment mix, and what she'd change14:31 Machine maintenance and the semi-passive myth20:09 Speed Queen app, Insights, and payment options23:08 Wash Dry Fold POS + Speed Queen remote vend command33:38 WDF order tracking, timestamps, and the point-and-say method37:59 Pickup and delivery — why they stopped53:22 Employee theft and the bill changer problem1:00:12 Stopping quarter supply and reducing cash handling1:09:17 Breast cancer journey and mammogram PSA1:15:23 Craziest laundromat storiesIan Gollahon is the co-owner of Liberty Laundry in Tulsa, Oklahoma — three stores, $2.5M in revenue in 2025 — and co-founder of Wash Dry Fold POS, the original point of sale system built specifically for laundromats.washdryfoldpos.comlibertylaundryok.comlaundromat-ownership.comthelaundrystationks.com

How much is a laundromat actually worth? In this kickoff to our valuation series, which runs alongside the CLA’s Full Cycle magazine, Ian Gollahon breaks down the two most critical pillars of your investment: Assets and Leases vs Real Estate. Ian shares insights from his $2.5M multi-store operation and 3,000+ owner interviews. In this episode, he explains why net income is often a misleading metric and how industry experts utilize Section 179 elections to minimize tax liability while maximizing cash flow. You will also learn the exact 25-year lease structure needed to protect your business's long-term value and how to negotiate a "7-month out" on personal guarantees.00:00 Ian Gollahon Owner of $2.5M Liberty Laundry02:15 The problem with valuation advice in online forums.04:30 Asset Sales vs. Corporate Acquisitions: Why your tax books matter.06:50 Identifying "Zombie Mats" and valuing used equipment.09:15 Using Section 179 to expense $300,000 in equipment.11:45 Why a profitable laundromat with a bad lease is worth zero.14:20 The Ideal 25-Year Lease: The 5x5 Rule.17:30 How to negotiate a 7-month personal guarantee.19:50 Capping CAM fees to protect your margins.21:40 Why owning the real estate is the ultimate de-risking strategy.Links:Blog Post: https://www.washdryfoldpos.com/laundromat-valuation-assets-leases-and-real-estate/Full Article: https://laundryassociation.org/fullcycle/columns-and-departments/how-much-is-your-laundry-worth-part-1/Liberty Laundry: https://www.libertylaundry.com/ Full Cycle Magazine (CLA): https://laundryassociation.org/fullcycle/ Wash-Dry-Fold POS: https://www.washdryfoldpos.com/

Is the "coin-op" era officially over? In this episode of the Laundromat Ownership Podcast, host Ian Gollahon sits down with Matt DeWolf, the Editor-in-Chief of the CLA's (previously known as the Coin Laundry Association) newest media venture: Full Cycle. Matt shares why the industry’s flagship publication, Planet Laundry, is being retired after decades to make room for a premium, multimedia brand that reflects the modern laundry entrepreneur.* The Rebrand to Full Cycle: Why the CLA is moving to a high-end, quarterly format focused on deep storytelling and actionable business strategies.* Lessons from the Car Wash Industry: Matt discusses the striking parallels between laundromat evolution and the car wash consolidation curve he witnessed over the last 15 years.* The "iPad Gimmick": Why high-tech gimmicks can't save a store in a poor location, and why customer experience remains the ultimate competitive advantage.* The Mission of the CLA: A breakdown of the "Connect, Learn, Advocate" pillars and how the association protects owner interests at a national level.* Starbucks in a Laundromat? Hear the story of the St. Paul operator featured on the first cover of Full Cycle who is officially licensed to serve Starbucks coffee.1:13 - Matt’s journey from car wash media to the CLA 3:12 - What is the CLA? Connect, Learn, Advocate5:56 - From Planet Laundry to Full Cycle: The vision 8:58 - Why the shift to a quarterly, long-form publication?13:52 - What to expect in the first issue (March 2026) 19:48 - Case Study: The Starbucks licensed laundromat 28:04 - Comparing the laundry and car wash consolidation curves33:34 - The "iPad Gimmick" and the importance of demand* Full Cycle: www.FullCycleMagazine.com* Contact Matt DeWolf: [email protected]* Wash-Dry-Fold POS: www.washdryfoldpos.com

In this episode, Ian Gollahon sits down with Steve Marcionetti, President of Card Concepts Inc. (CCI), to discuss the evolution of laundromat technology—from the "wild west" of early card systems to the sophisticated AI-driven kiosks of today. Steve shares the origins of CCI as a family-run business and dives deep into the technical bridge built between CCI and Wash-Dry-Fold POS. Whether you are running a high-volume LaundryCard store or a hybrid FasCard operation, learn how the new ProLink integration is changing the way owners manage labor, prevent theft, and automate their full-service business.Chapters:00:00 – The "Acetylene Torch" Incident: A crazy story of laundry theft.05:18 – The CCI Product Lineup: LaundryCard vs. FasCard vs. Flex.12:58 – Why CCI Stopped Making Their Own POS (and partnered with WDF).18:11 – Level 1 Integration: Payment Integration Explained. Focusing on accepting the laundry card as a form of payment at the register.19:37 – Level 2 Integration: ProLink & Machine Start Integration. The "Next Gen" bridge that allows the POS to directly trigger machines and track cost-to-order ratios.24:27 – The "Red Dot Special": A unique marketing strategy for machine wear and tear.31:19 – The Future of CCI: AI Kiosks, Voice Interaction, and LaundryCard Rebirth.https://www.laundrycard.com/https://www.washdryfoldpos.com/https://podcasts.apple.com/us/podcast/cci-drive-time/id1873623686https://open.spotify.com/show/3ASFWgP1DMfPh8k2u0nTEKhttps://www.youtube.com/playlist?list=PLdGyEoAcLua0LU4NpXE5CwBJiCXDYvByj

In this episode: Ian and Brian reveal how they turned a $100 initial deposit into a $10M laundromat portfolio including Wash-Dry-Fold POS and Liberty Laundry. They discuss the "Cowboy Customer" that led Brian to computerize his laundromat, why an employee’s $350 mistake helped build a national tech company, and why having "too much capital" is one of the biggest pitfalls in creating a profitable business. TakeawaysStarting a business with minimal capitalThe importance of niche focus Creating value creates space for profitsFinding financial freedomScaling a business with employees0:00 - The $100 Startup: Potential vs. Self-Actualization4:52 - Hobby vs. Business7:29 - The Liberty Laundry Origins: 2005 to 201011:08 - How the Cowboy Customer inspired Wash-Dry-Fold POS13:05 - How Sue’s $350 Typo Inspired Credit Card Integration16:02 - The 2015 Clean Show: High-Tech Laundromat Demand19:11 - Limitations of Dry Cleaning Software for Laundromats21:22 - Customer #1: Selling the First POS System27:37 - From $20k Goals to $5M in Profit33:13 - The Dave Ramsey Influence & Cutting the Credit Cards39:42 - Building a Team that Runs Without YouCompanies mentioned in this episode:https://www.washdryfoldpos.com/https://www.libertylaundryok.com/

In this episode, Ian Gollahon discusses the addition of wash-dry-fold services to a laundromat.This episode emphasizes:The financial rationale of wash-dry-fold services.The necessary space and supplies for wash-dry-fold.The importance of having a well-trained staff for wash-dry-fold services.Other takeaways:Space for operations is a critical factor in success.Wash-dry-fold services can significantly boost profitability.A well-trained attendant is crucial for customer satisfaction.Investing in larger machines can lead to better revenue.A structured process is essential for efficient operations.Customer service scripts can enhance the customer experience.Regular training for employees is necessary for consistency.B2B services can be a major revenue source in rural areas.Creating a clean and safe environment is vital for customer retention.Chapters00:00 Introduction to Laundromat Ownership00:48 The Benefits of Wash Dry Fold Services01:28 Rate of Return on Wash-Dry-Fold Services02:35 Starting a Wash Dry Fold Service02:57 Drop Off at Counter04:29 Sorting05:21 Wash06:06 Dry06:17 Fold07:04 Done (Ready for Pickup)08:08 Customer Pickup08:36 What you can't do without09:24 Wash-Dry-Fold considerations when building a launndromat09:52 Distributors will try to sell you too many machines!10:41 When can you not add wash-dry-fold to your laundromat?11:51 Hire vs. DIY12:27 Labor and Process in Wash Dry Fold Operations13:11 OutroLinks referenced in this episode:Wash-Dry-Fold POS blog post: https://www.washdryfoldpos.com/how-to-add-wash-dry-fold-service-to-your-coin-laundromat/Liberty Laundry Website:https://www.libertylaundryok.com/