CHICAGO — Running a laundromat can be equal parts independence and intensity. Owners can enjoy the freedom of being their own boss but may find themselves tethered to their stores — working long shifts, answering after-hours calls, and worrying about everything from cash collections to clogged drains. Finding a true work-life balance often requires an intentional shift: learning to delegate.
Two veteran laundry operators — Sharon Brinks of Kansas’ The Laundry Station and Andy Merendino of New Jersey’s Suds Yer Duds — have discovered that effective delegation doesn’t just lighten the load. It safeguards their businesses, strengthens their staffs, and restores quality of life. Let’s continue their tale:
EASING THE LOAD — AND THE MIND
Delegation has given both operators more freedom to step away without fear of collapse.
Brinks, a cancer survivor, says having competent, trustworthy staff has been crucial to her personal well-being. “I can travel and keep tabs on things as much as humanly possible,” she explains. “We’ve got cameras; I can look at the numbers and see how our revenue’s doing.”
Merendino echoes that sense of relief. When he takes hunting or fishing trips, his wife and teenage son handle the basics, and technology fills in the gaps. “Being able to start a machine remotely or refund a customer through an app has been very helpful,” he says.
Neither owner is ready to stop working — they genuinely enjoy the business — but both now enjoy flexibility that once seemed impossible.
SYSTEMS OVER STRESS
Delegation isn’t simply about hiring people, it’s about creating structure.
Brinks’ stores run on procedures — everything from wash-dry-fold steps to daily cleaning checklists. “We’ve got three pages of procedures for wash-dry-fold alone,” she notes, which keeps things standardized for consistency and protects her business reputation.
She requires name tags and uniforms for accountability, shift reports for consistency, and a “no phones behind the counter” credo to encourage attendants to engage with customers.
Merendino, though operating unattended stores, still believes structure matters. He keeps strict maintenance and collection routines, maintains vendor relationships, and leverages timers and security systems to manage store openings and closings.
He recommends building a network of professional service partners, such as your equipment distributor, plumber, electrician, accountant and lawyer. “Having professional people you can count on is a form of delegating that can put your mind at ease,” he says.
WHEN LIFE HAPPENS
Both operators have faced the reality that no one can — or should — be the single point of failure for their business.
Brinks’ experience underscores why it’s essential to plan for the unexpected: health issues, family obligations, or even burnout. Delegating empowers others to keep the doors open and customers served, ensuring the business remains stable no matter what.
At 62, Merendino takes a pragmatic view. “Operators like me are ‘too important’ to the business,” he says. “You should try to delegate tasks when you can.”
That mindset not only creates breathing room but also adds value to the enterprise itself. As Brinks points out, “If you’re trying to sell the business, most people don’t want to buy themselves a job.” Systems and delegation make for a smoother sale or succession when the time comes.
DELEGATION IN SMALL STEPS
For owners who struggle to let go, Brinks suggests starting small. “Hire a cleaning crew to come in and clean for you,” she advises. “Pay somebody to clean the windows. Start with the stuff you don’t like doing or you’re not good at.”
Merendino agrees that even personal chores can be delegated to free up time and mental energy. “If you need to focus on your business, delegate someone to clean your home, cut your grass, do your laundry, wash your car,” he says.
The key, both believe, is momentum — proving to yourself that the world won’t fall apart when you hand off a task.
MANAGING BY COMMUNICATION
Delegation doesn’t mean disappearance. Both operators maintain regular communication channels with their teams.
Brinks’ manager texts or calls frequently with updates or questions. “It seems to be constant communication,” she says, but she prefers that to being in the stores daily. “If I have to come in and work a shift, somebody’s getting fired,” she jokes.
Her steady contact — along with data dashboards and camera feeds — lets her guide the business from a distance without micromanaging.
Merendino’s smaller team doesn’t require daily calls, but his relationships with vendors and part-time staff function similarly.
In Tuesday’s conclusion: Lessons from the field, and advice for reluctant owners
Miss Part 1? You can read it HERE
Contributors to This Article
Have a question or comment? E-mail our editor Bruce Beggs at [email protected].
