If you're familiar with the laundromat industry, you know Dave "Laundromat Millionaire" Menz. A highly respected author, speaker, podcast host, and coach, Dave has become one of the most recognizable figures in the business. Based in Cincinnati, Ohio, Dave and his wife Carla have built Queen City Laundry from a single facility purchased from Craigslist in 2010 into a four-location operation that has transformed their lives and helped countless other entrepreneurs.
Dave's transparent approach to business education has made him a thought leader in the industry. Dave has no qualms about sharing the hard lessons learned over the last 15 years; he openly shares his successes, failures, and insights with fellow entrepreneurs. This approach has not only built his reputation but has also created a separate consulting business where he helps others achieve similar success.
When it comes to payment systems, however, even Dave admits he was hesitant to make changes too quickly.
Despite Queen City Laundry's success and generally forward-thinking approach to business operations, Dave admits they were slower to modernize their payment systems than other aspects of their business.
This hesitation stemmed from Dave's careful assessment of his customer base. Serving suburban and rural communities outside Cincinnati, he believed his customers—many of whom prefer cash transactions—weren't ready for modern payment options.
This challenge reflects a broader transformation sweeping through the laundromat industry. What was once almost exclusively a coin-operated business has rapidly evolved to embrace digital payment methods, loyalty cards, and integrated management systems. The shift mirrors broader retail trends but faces unique challenges within the laundromat space, where customers span diverse socioeconomic backgrounds and locations range from urban centers to rural communities.
In 2010, when Dave entered the industry, the number of stores using card systems was around 6%, with the vast majority of laundromats exclusively using coins. Today, that percentage has shifted dramatically, with card and digital payment adoption continuing to accelerate nationwide. Dave's experience with modernizing Queen City's payment options offers valuable insights into this industry-wide transformation.
Queen City Laundry implemented a phased approach to payment modernization:
First introducing Cents Penny readers in two of their locations, allowing credit card payments
Later adding QR code capabilities for phone payments
Most recently implementing Laundroworks kiosks in two of their locations, with plans to expand to all four stores very soon
This cautious, step-by-step integration was designed to give customers time to adapt without feeling forced into a new payment system. Earlier this year, Queen City added their first Laundroworks system, advancing their payment modernization journey.
"We've taken a very cautious approach. I use the old fable of boiling the frog with our customers, which is why we've done this so slowly," Dave shared. "We put the Penny readers in first without a kiosk or anything—just a simple system where customers can walk up and insert their credit card."
The response surprised even Dave, who had anticipated more resistance to the new payment options.
"Customers loved it immediately. And once again, wanting to know why it wasn't in the other stores," Dave recalled.
Rather than the hesitation he expected, customers quickly embraced the new payment methods and began asking when they would be available at all locations. This unexpected enthusiasm has shifted Dave's perspective significantly.
"From the second we put it in the first store, just the Penny Readers, people not only loved it, but they started complaining that we didn't have it in the other stores," he said.
This experience contradicts the common industry perception that certain customer demographics might resist technological change. Instead, it suggests that convenience often transcends demographic expectations, pointing to broader implications for operators nationwide.
When introducing the Laundroworks loyalty card system earlier this year, they maintained a hybrid approach, allowing both traditional coin payments and the new card system. To encourage adoption, they offer a 25% bonus when customers add cash to their loyalty cards—$25 in value for a $20 bill.
"What we're really trying to do is just incentivize them to just use the card once but make it their idea. Not our idea," Dave explained. The strategy is working so well that even before installation was complete at their second location, customers were expressing interest. "Even with the Laundroworks kiosk sitting unplugged in our back room awaiting installation, probably 10 times a day people complain that they can't use it."
The implementation of modern payment systems has transformed how Queen City Laundry operates. Customer adoption has been faster and more enthusiastic than anticipated, following what Dave describes as a "hockey stick trajectory."
This modernization has aligned their payment systems with the advanced approach they already take to other aspects of their business. The integration between Laundroworks and their Cents platform has enhanced their ability to track machines, run reports, and manage their pickup and delivery services.
"To be able to start machines and track machines and run reports, that matters tremendously to us," Dave emphasized.
Beyond convenience, this integration offers operators unprecedented visibility into their business operations, enabling data-driven decisions about pricing, machine maintenance, and customer patterns—capabilities that were virtually impossible in a coin-only environment.
"I have come full circle in the 15 years I've been in the industry. I'm going to become a card guy. Everybody thinks I'm a coin guy," Dave admits. "Our goal, even for the other two stores that are hybrid, is to eventually eliminate coins completely and transition fully to loyalty cards."
For laundromat owners considering a similar transition, Dave suggests:
Evaluate economic viability: "The only decision for people to make is if the investment is viable in your model," noting that smaller operations generating $2,000-$3,000 weekly might struggle to justify the cost.
Don't underestimate customer readiness: "You might be surprised how quickly they will adopt and you might also be surprised that you're actually leaving money on the table by not adopting it sooner."
Consider a phased approach: Start with card readers before implementing full loyalty systems to give customers time to adjust.
Make it the customer's idea: Rather than pushing customers toward new technology, incentivize them to try it themselves.
Don't wait too long: "I think our industry is a little behind and we need to get on board. We're likely leaving money on the table, and nobody wants to do that."
Queen City Laundry plans to have Laundroworks implemented in all four locations within the next six months. To drive adoption, they're planning an aggressive 30-day "double your money" promotion across all stores once the systems are in place.
"We're about the customer experience," Dave concludes. "There's not a doubt in my mind that this is a drastically better experience than clinking quarters, buying them from changers, dealing with empty machines, and all the nonsense we've been doing for decades."
The journey of Queen City Laundry demonstrates how even the most cautious operators can successfully transition to modern payment systems—and potentially discover that their customers were more ready for the change than anticipated. As the industry continues to evolve, those who embrace these technological advances may find themselves not just keeping pace with customer expectations, but actively shaping the future of the laundromat experience.