OAKBROOK TERRACE, Ill. — As 2026 unfolds, the self-service laundry sector finds itself propelled by growth while navigating an environment marked by uncertainty and swift transformation.
Operators are responding to heightened consumer demands, tougher competitive pressures, a widening array of technology solutions and sustained investor activity that is redefining how laundries are developed, managed and promoted.
Those themes anchored a recent CLA webinar that explored the forces shaping the year ahead. CLA President/CEO Brian Wallace moderated the discussion that included Randy Radtke, senior manager of content and creative services for Alliance Laundry Systems; Dennis Diaz, president of laundry digital marketing firm Spynr; and Rob Maes, owner of four laundromats in the Houston market.
Collectively, the panelists described an industry that remains durable but is evolving at a pace few have witnessed before.
“We’ve probably experienced more change in the past year than in the previous decade combined,” Wallace observed. “There’s an incredible amount of activity right now.”
As for what’s driving that activity, he pointed to consolidation, fresh capital entering the space, accelerating innovation and an influx of first-time owners. Even so, the panel emphasized that core principles haven’t disappeared. Delivering strong customer service, maintaining disciplined operations and reinvesting wisely in stores and equipment remain central to sustained performance.
The session takeaway: Operators who build on their existing strengths while embracing new tools and strategies in a measured way will be best positioned to thrive in 2026.
TECHNOLOGY CONTINUES TO RESHAPE OPERATIONS
Technology remains one of the most visible forces influencing how laundromats operate. Cashless payments, remote monitoring, integrated systems and new marketing tools have all changed how owners interact with their businesses.
Radtke points to the widespread adoption of cashless systems as one of the most significant shifts of the past decade.
“Delivering cashless payment solutions that are going to work for laundromat owners and allow them to maximize their return on investment is huge,” he says.
What once seemed like an uncertain experiment has become a core operational component for many stores. Digital payments can simplify management, reduce cash handling, and provide data that helps owners understand customer habits.
But Diaz cautions that adopting technology should always be tied to clear business goals.
“You didn’t need more tools,” he says of a store owner regretting an equipment purchase. “You needed to meet clear goals.”
He encourages operators to evaluate technology based on how it helps them move customers through faster, keep machines running, reduce costs, attract repeat business or simplify staffing. Without those connections, tools can become distractions instead of solutions.
AI ENTERS THE CONVERSATION
Among the newest developments shaping the industry is the rise of artificial intelligence, or AI. While still early in its adoption cycle, AI is already changing how many business owners approach daily tasks.
“I think AI is going to be another equalizer,” Maes says. “It’s going to help everybody notch up another whole level of being able to help run their businesses.”
He describes how AI tools can quickly analyze documents like leases or insurance policies, identify operational gaps, and provide insights that might take hours to uncover manually.
Radtke agrees that the pace of change is remarkable.
“I can give you an answer now and when we hang up the call, that answer will be different,” he says. “That’s how quickly things are changing.”
From marketing insights to operational automation, AI may influence nearly every part of the business in the coming years. But panelists stress that owners should approach it with curiosity rather than fear.
EXPANDING BUSINESS MODELS CREATE NEW PATHS
Another trend reshaping the industry is the expansion of business models. While self-service remains the foundation, many operators are adding services that create new revenue streams.
Wash-dry-fold, pickup and delivery, commercial accounts and subscription-based services are all gaining traction. Diaz says these additions can significantly change how a store performs financially.
“I met an owner who says, ‘Self-service keeps the lights on. Everything else is where the real growth is,’” he shares.
That shift is particularly important in markets where finding new locations is difficult. Instead of opening another store, owners are finding ways to generate more revenue from existing space.
“If you’re planning ahead, the real question isn’t which one do I choose,” Diaz says. “It’s how many ways can this store actually make money.”
That mindset encourages flexibility. Owners can experiment with services that match their market while continuing to rely on self-service as a steady foundation.
LEVERAGING ASSETS TO IMPROVE RETURNS
For many operators, success comes from making the most of what they already have. Equipment, space and staff can be used in multiple ways to serve different customer segments.
Maes says his stores have long focused on building commercial accounts as a way to maximize equipment utilization.
“If you’re going to be competitive in the laundry business — and we assume everything is getting more competitive — one of the ways that you can do that is by leveraging the assets that you have and getting a higher return on investment,” he says.
Commercial clients may require flexibility and service, but they can also provide consistent revenue. Smaller operators may not match large industrial facilities on scale, but they can compete through responsiveness and personal attention.
“That’s where the real value, I would argue, that the laundromat provides is that we can provide that level of service that maybe the big mega factory … can’t,” Maes says.
That willingness and ability to serve quickly and personally can become a defining advantage.
Coming in Thursday’s conclusion: consolidation and scale, the human element, and a defining moment
Have a question or comment? E-mail our editor Bruce Beggs at [email protected].
