An Interview with Colleen Unema of Brio Laundry in Bellingham, Wash.
Colleen Unema is the owner of Brio Laundry in Bellingham, Wash. She’s also a nationally certified teacher, who taught the sciences for nearly 25 years – from the high school level to college classes.
However, business ownership was never far away. Colleen practically grew up in a retail environment, with a number of self-employed family members. As a result, opening Brio Laundry was a natural move as an encore career.
A year spent doing laundry in every laundromat she came across, meeting with store owners, joining the Coin Laundry Association, and attending CLA events – all contributed to her business plan and the eventually opening of Brio Laundry.
And now – 10 years into her “second act” – Colleen has been named the CLA’s Member of the Year for 2022.
Congratulations on being named the Coin Laundry Association’s Member of the Year. What does this recognition mean to you?
I’m honored and quite excited about it. Just being part of this group of professionals has been a wonderful experience. Although we all do this business somewhat differently, we recognize good business practices, personal integrity, and opportunity.
How did you first get involved with the CLA?
In 2012, I was researching the laundromat business as a potential investor, and I attended the association’s inaugural Excellence in Laundry event. Since then, I’ve attended nearly every CLA event offered over the years.
How has the association helped you along your journey as a laundry owner?
First of all, it’s about the people. Being a member of the CLA gives me other industry professionals to call, to email, and to simply compare notes with. Secondly, it’s also about the publications, the white papers, and all of the great information the association provides. I love research, so I read everything on all topics having to do with the laundry business. I’m a better business owner because of what the CLA has taught me.
What initially piqued your interest in the laundromat industry?
I went to our local laundromat to wash my down comforter. And I thought, “What a dive!” It was an awful experience. I knew I wanted to leave teaching, but I wasn’t sure what else to do. However, when I started asking friends and family about laundromats, the idea sort of snowballed.
At this year’s Clean Show, new laundry technology seemed to be everywhere. What types of new offerings caught your eye?
Automation! I was drawn to some of the intuitive apps and appliances that tend to work the way we live. Specifically, I was interested in a self-service kiosk for dropping off and picking up drycleaning; there’s no need for a reception area, just a plant and small retail footprint. In addition, I was excited to see the payment systems that are portable and easy to use from the customer’s standpoint. I love the digital loyalty cards for digital wallets.
Also, in Atlanta this past summer, it felt like there was new energy at the trade show and a new generation of operators taking hold. Does it feel to you a bit like there’s a sort of evolution underway in our industry?
Absolutely, there is a generation that is aging out of the laundromat business. This group has seen and helped usher in huge changes in store design, branding, machine efficiency, and the addition of credit card acceptance. Now, this new generation, which was quite evident in Atlanta, no doubt will add its own sophisticated twist on all those business elements – from automation and lockers to routes using ride-share apps and social enterprise.
Specifically, how has Brio Laundry evolved over the years?
There are a couple of ways I think we have evolved. The No. 1 way was in our management. In the beginning, I did it all. I was the manager, I scheduled all of our employees, and so on. Of course, after a while, I got to the point where I knew we needed an actual “manager.”
So, we’ve adapted and evolved the most within our internal organization. We now have managers, team leads and shift leads. Of course, each group requires training, pay benefits and oversight. Creating tiers within that management layer has been our biggest change. This allows us to operate more smoothly. That was the goal.
We’ve also adapted to our marketplace by educating our laundry attendants on the boutique brands of soaps we offer. Over the years, we’ve learned that our self-service customers really care about using the right soap and related products to properly do their laundry. As a result, we match the soap to the wash cycle – and we let our customers know we have what they need.
I hear you’ve created an online university to help teach employees how to do laundry. Tell me about this new project.
Necessity is the mother of invention. I did it because I needed to. We had to learn how to meet the needs of our customers when we’re busy – so I had to increase the training of my employees.
At times, I would come to the laundromat and review some of the finished wash-dry-fold orders, and perhaps see some socks that maybe weren’t folded properly, which is unacceptable.
Our process of doing laundry is very specific. When a customer gets our finished product, my brand is now in the intimacy of his or her bedroom. So, the smell has to be amazing, and the presentation has to be top notch. That’s why the way the socks get folded is a big deal.
I have to train my employees how crucial it is that the socks and everything else are folded beautifully. And then it occurred to me – let’s do something real for laundry owners and their employees. I have a degree in education, why not create a system, where they can learn proper wash-dry-fold procedures in bite-sized pieces and then be able to go back and review the information.
So we hired a company to help us create a true online university. Students can log in, and view videos, post photos, or ask questions.
The program itself features 100-, 200-, 300- and 400-level courses, with eight lessons in each level. After all, doing laundry at home is completely different than doing it as a laundromat attendant. It’s got to go quickly, the garments need to be wrinkle-free, and so on. In fact, when we hire a new employee, completing Brio Laundry University is the first requirement, before anything else.
And, as I was putting the finishing touches on this project, it occurred to me that there are a lot of store owners who are just like me, with regard to needing some help and guidance in training their staff members.
Therefore, in January, we will be making Brio Laundry University available to everyone who wants their attendants to learn how to properly process laundry in a wash-dry-fold setting.
Your son, Travis, has taken over the day-to-day operations at Brio Laundry and will soon take ownership of the business. Please tell me about that – as far as what initiated that change, and how it affects your role within the industry.
I knew from Day One that I would sell the business in 10 years. My business plan started off with that very premise and exit strategy. I’m a starter-upper – I like the chaos and energy of starting something new.
Travis has been an investor in this business all these years, while serving in the U.S. Coast Guard. Then, last year, he shared his interest in taking over the business – and I am so thrilled that this company will stay in the family.
As soon as he moved back from his duty station in Guam, we began the transition. On January 1, 2023, he will take ownership of the laundromat, cleaners and commercial laundry businesses.
My role immediately changes to consultant and “pinch hitter.” I get to focus on helping others start their own Brio Laundry, as well as spending more time on Brio Laundry University. Travis makes sound business decisions, and he is supported by a strong legal, accounting and marketing team. I could not be prouder.
You’ve also recently partnered with Aloha Laundry Life. Can you explain this new facet of your business?
Aloha Laundry Life’s model is a “virtual laundromat.” It is set up so that self-starters can create their own businesses of route laundry and process the laundry at a select laundromat in their area. The laundromat owner, like me, will receive the turns without having to take in more laundry. Local customers now have access to pickup and delivery on days we don’t go out, or within ZIP codes we don’t serve. My current role with Aloha is to train the new business owners – which are referred to as “market developers” – to properly process laundry using an established production model.
What do you enjoy most about the laundry industry?
I just love laundry. I love the people. I love meeting the customers.
I love innovation. I like change. I like the chaos of starting something new. The laundry business has allowed me to be really creative and to have that creativity appreciated.
I enjoy the fact that the book isn’t written yet. We get to innovate, try new things, and meet new people. That’s the bottom line.
By contrast, what have you found most challenging?
By far, the most challenging aspect is oversight when I am not there. Whether it’s an issue with the homeless, a flooded machine or jammed quarters, hiring and training attendants on all of these aspects is a huge challenge – especially over the last 18 months or so, with employee turnover so high. I used to retain employees for several years; however, these days average employee retention seems more like a year or less.
What are going to be the hot-button issues for laundromat owners in 2023?
I think the biggest issues will be related to labor – such as rising minimum wages; mandatory employee benefits like sick pay, family leave requirements, etc.; and the high cost to hire, train and maintain employees.
Traditionally, laundromat ownership and the industry in general have been male-dominated arenas. Given that, what advice would you give to other women looking to get into the laundromat industry?
Follow your instincts! Keep detailed financial records, and study your numbers. Know your KPIs inside and out. Do not rest on your laurels. Invest only in what you can replicate and duplicate. Don’t ever get caught in the “do it once” mentality. Always be thinking of using everything over again – duplicating a system or process or business model.
What can be done to encourage more women to enter the laundry industry, especially in more male-dominated roles – such as store ownership, engineering, R&D, distributor and manufacturer management roles, and so on?
I think a great start to encouraging more women to get into the business was the luncheon held at this past summer’s Clean Show in Atlanta – which was hosted by the Coin Laundry Association’s Women in Vended Laundry initiative. That was a big deal!
In fact, I was at a table of eight women, and we all still stay in contact with each other. And here’s what’s interesting – at that table, three of us owned existing laundromats, and the rest of them were interested in getting into the business.
Just being there, the potential for success for those other five women just increase exponentially that afternoon, because now they have friends who are actually in the business.
As you mentioned, there are more options than store ownership when it comes to the laundry industry. If you don’t want to own a laundromat, maybe you’d be great as sell equipment. For instance, at my table, there were a couple of women who are in pharmaceutical sales. That’s outside sales. They could own distributorships someday.
It’s about reaching out to women and saying, “Hey, we’re going to have a women’s summit at such-and-such distributorship in such-and-such state – and, if you are remotely interested in the laundromat industry, please join us.” And I think the best catalyst and vehicle to hold such events is through the CLA’s Women in Vended Laundry program.
After all, the association recently had more than 100 women having lunch together and talking about the industry. I don’t think they should lose track of those people. It’s an idea and movement that needs to grow.
What’s the biggest mistake you’ve ever made in this business?
Early on, I assumed that my laundry attendants had the best interest of my business in mind. But, in reality, they’re worried about their sick puppy at home or their upcoming dental appointment or a myriad of other daily concerns impacting their lives.
Eventually, I learned that it works better for me, them and our customers if my attendants are not allowed to improvise.
As a result, we quickly created “tips of the day,” or store policies – detailing how to meet the needs of our customers and the store. Our attendants cannot vary from these guidelines. The days of improvisation and of employees making decisions on the fly are out the window. The decisions are mine, and attendants simply have to follow store policies. And the attendants are happier, because they don’t have to make those decisions – they can solve problems and know for sure that they’re doing the right thing.
Who do you turn to for business advice?
I have a large extended family, and most of them are self-employed. It’s easy to learn from family. However, I would say that the best advice comes from my long-time advisory board; for years, these four people – two retired CEOs, a businessperson, and a loyal customer – have met with me, studied the financials, and helped the business through any trouble spots.
Their combined experience has been a great benefit to me. These individuals don’t get paid – I simply host them for an annual salmon, Dungeness crab and fresh oyster dinner as compensation.
What are your business goals for 2023?
No doubt, Travis will be hot on the business’ automation plan. Meanwhile, I will be launching our online Brio Laundry University in January.
Aloha Laundry Life currently uses the educational program, as does Brio Laundry. However, starting in January, anyone can sign up and go through the courses. As I mentioned earlier, this teaches how to do laundry, in baby steps. It’s easy to do laundry at home, but when you have to “produce” finished laundry for customers, it’s a completely different animal.
In general, what does the future hold for the laundromat business?
The paradigm is shifting. In the past, it was all about fast machines to save water, but now it’s about moving customers through the store more quickly. Their time is more valuable than anything. Our future as an industry will be about enabling laundry customers to select what they need ala carte – self-service one week, drop-off laundry the next, and pickup and delivery the next. There will be seamless integration of all of the software to make that happen. The future will be bright for innovators.
What’s been the most gratifying aspect of your time in the laundromat business?
I think it has been the teaching and instruction that I’ve provided for my employees – from personal money management and self-defense to retirement investing and classes in business management. I even sent one young man through a couture tailoring course. I’ve invested in the people whose work has impacted my business.
