From Early Adopter to Veteran User: The Wash N Dry Story

As the third customer to implement Laundroworks—now approaching nine years with the platform—Jared Friesen's Wash N Dry story demonstrates how forward-thinking operators in unexpected markets can successfully embrace innovation. Operating three locations across Idaho with his wife as a true family business, Jared was simply willing to take a chance on what has since become one of the most widely adopted payment systems in laundromats today.

An Early Adopter's Journey

Jared's path to laundromat ownership began in 2002, rooted in his search for a more passive business model. After farming with his father outside Idaho Falls, he decided to pursue opportunities that would allow both of them to build independent businesses. His initial exploration of laundromat franchises in Arizona didn't materialize, but when his sister spotted two Idaho Falls laundromats for sale in the Thrifty Nickel, his laundromat journey truly began.

The transition wasn't smooth. The equipment was misrepresented as newer than it actually was, creating immediate operational challenges. "There was a time when the washer doors wouldn't stay shut. I went to order parts and they said, 'Oh, we don't make those anymore. Those are obsolete.' I had customers holding doors closed during the extract cycle until I could get them replaced."

This challenging start taught Jared a fundamental lesson: "That's kind of how you learn—you jump in and you just start doing it."

A Vision for Card-Based Operations

Unlike many operators who gradually transitioned from coin to card systems, Jared had been planning to implement card-based payments from the beginning. His initial exposure to the franchise model, where all stores operated with card systems, had planted the seed early in his thinking.

"When I originally started looking at laundromats, going back to that Phoenix franchise opportunity I initially explored, all their stores used card systems. I had that concept in mind long before I even got into the business because of the accountability and not having to deal with coins."

After twelve years of operating with traditional coin systems, Jared was ready for change. The daily challenges of coin management—from constantly refilling changers to handling the logistics of cash collection—had worn thin. "I've gotten to the point where I don't like dealing with coins. I don't think I could do another coin store."

Managing Multiple Locations & Early Tech Adoption

Operating three locations across Idaho—two in Idaho Falls and one in Blackfoot—Jared serves diverse communities. His customer base includes a significant Hispanic population and ranges from government employees working at the Idaho National Laboratory to tourists traveling to Yellowstone and Jackson.

When Jared decided to implement Laundroworks in 2016, the technology landscape was vastly different. As the third customer, he was venturing into largely uncharted territory for laundromat operations.

The results exceeded his expectations. Customer adoption was smoother than he anticipated, particularly with his regular customer base. "From my side, I think it's done pretty well. People will put money at the beginning of the month, load their card, and then they have money for laundry for the rest of the month."

The physical conversion process also proved surprisingly manageable. Jared performed all installations himself with help from his wife and children. "With Laundroworks, the installation is easy. It just takes a little bit of time—it really is a pretty straightforward system to put in," he explains. "It's usually me doing the work, with my kids and wife helping out."

Over the years, Jared has also upgraded his hardware as new components became available. "I had two systems with Gen 3 boards and converted those to Gen 4 boards for full functionality. If they update something and make the part available, I can order it and install it myself."

Customer Adaptation & Operational Transformation

Despite initial concerns about customer acceptance, the transition proved smoother than anticipated. The customer base adapted quickly to the new system.

"People have adapted well. You'll get a few customers who say, 'I want to put the money directly in the machine,' but that's a very small number," Jared notes. "Usually if you train a few people, word travels pretty quickly."

Even in unattended locations, the card system has enhanced rather than hindered the customer experience. "People who come in every week, every other week, or monthly understand the Laundroworks system, and those are the people who really like it."

The transition from coin to card systems fundamentally changed how Jared operates his business. The remote management capabilities proved particularly valuable given that he lives over an hour from his stores. 

"When people call, we can add money back to their card or check what they spent. We do a lot of customer service over the phone," Jared explains. "I'm in the LaundroPortal every day, but I don't have to be in the store."

The reporting capabilities eliminated hours of manual work. "I always kept really detailed records when I ran coin stores. I counted all the different groups of machines individually, but that involved a lot of counting and paperwork. When Laundroworks came along, it gave me all those numbers automatically. I just transfer them to my bookkeeping and it's simple."

This automation aligns with Jared's operational philosophy: "My whole approach with the laundromats is to make everything as easy and automated as possible, because the one thing you can't get more of is time."

Looking Ahead: Industry Trends & Future Vision

With twenty years in the laundromat industry and going on nine with Laundroworks, Jared offers a seasoned perspective on industry trends. "There's obviously been a lot more interest in the laundromat industry. I think it's going to get more competitive, at least in certain areas."

However, he cautions against oversaturation: "Potential operators need to be careful because laundromats serve a very defined market. The customers who use laundromats come every week—it's recurring because they have to do laundry. But the market size is also very defined. If you build extra laundromats, that doesn't mean you're going to create new customers."

This insight proves particularly relevant in smaller markets. In Blackfoot, where Jared operates one location, he initially competed with just one older laundromat when he entered the market. A third store was added after he opened, creating three laundromats serving a population of only 12,000—a saturation level that demonstrates the importance of market analysis.

Advice for Hesitant Operators & Benefits of Early Adoption

For operators considering payment system modernization, Jared's advice is direct and unequivocal: "Just do it. Close your eyes, write the check, and just do it because it makes things so much simpler."

He acknowledges the one challenge with card systems: "The only people who really have a hard time with it are travelers because they'll come in, use it once, and maybe leave a balance on the card. But those customers come in once and never come back. I'm really catering to the people who come to see me regularly."

Looking back on his decision to become Laundroworks' third customer, Jared has no regrets. The early adoption validated his original vision for how laundromats should operate. "It's exactly what I wanted from the beginning—the accountability, the automation, everything that makes this business manageable rather than a constant headache."

His philosophy reflects a fundamental truth about successful laundromat operations: focus on your regular customer base rather than accommodating occasional users at the expense of convenience for your core customers. His experience demonstrates that early adoption, while carrying some risk, often provides significant competitive advantages and operational benefits that compound over time.

The Path Forward

As Jared continues to evolve his operations, his story serves as a roadmap for other operators considering technology adoption. His journey from coin-operated stores to fully integrated card systems shows that with the right approach, even smaller markets can successfully embrace payment innovation.

"It is a ball and chain," he says of coin operations. "If you want to go somewhere, if you're not constantly rotating them back to the changers, your store stops working. I didn't like having to have somebody go in on the weekend to keep them working."

For Jared, the choice is clear: technology doesn't just improve operations—it fundamentally transforms the business model from reactive maintenance to proactive management. His nine-year journey with Laundroworks proves that early adoption, thoughtful implementation, and continuous engagement with technology providers can create lasting competitive advantages for operators willing to take the leap.