Inside their winning formula: How laundromat partners guide others to success

Returning from winter vacations or spring cleaning for the new year often leads to one place: the laundromat. While some see doing laundry as a chore, Fresh Laundry co-founder Willy Soh sees the activity as an opportunity to teach his four children about domestic responsibilities, and to spend quality time together.

“My kids enjoy operating the machines, inserting coins and pressing the buttons. I sometimes promise them a McDonald’s meal if they help carry our laundry there,” Mr Soh says with a laugh.

He believes it is the same for his customers, as laundromats are a boon for those who want to multitask during a laundry cycle – whether running errands or grabbing a meal.

Fresh Laundry’s turnkey services, which enable clients to set up self-service laundromats in locations ranging from HDB void decks to shopping malls, have increased in popularity over the past year.

Some clients have come up with novel ideas to reimagine the humble laundromat. In Geylang, a laundromat-café allows customers to sip coffee while waiting for their laundry to be done.

To help turn these business owners’ visions into reality, Fresh Laundry takes an end-to-end approach, from providing business consultation to collaborating on interior design and renovations.

“Different clients have different ideas, and we do our best to work with them. We try to keep an open mind instead of thinking that we’re always right,” Mr Soh adds.

Passive income streams

The laundromat-café is just one of many ventures Fresh Laundry helped to launch in 2024. Demand for the firm’s turnkey services has more than doubled over the past year, and total revenue has grown by 470 per cent between 2020 and 2023. For two consecutive years, Fresh Laundry was recognised as one of

Singapore’s fastest growing companies in a list

compiled by The Straits Times and global research firm Statista.

According to Mr Soh and his childhood friend-turned-co-founder Jordan Boo, the rising interest in laundromat ownership reflects a larger trend: More locals are seeking passive income streams after the pandemic.

“Many of our clients notice the crowd at their local laundromat and start wondering: This business seems to run with minimal manpower. What’s the model behind it? Can I be part of it?” says Mr Soh.

He views laundromats as “entry-level businesses with a very high success rate”. Unlike food and beverage ventures, which usually require at least half a million dollars to launch, a laundromat needs only around $130,000 and typically delivers returns within three to five years, he adds.

“How lucrative a laundromat is depends on its location and operations. That’s something we advise our clients on, too, like identifying potential neighbourhoods to set up their laundromat,” he explains.

With nearly two decades in the business, Fresh Laundry sets its clients up for success with a proven “playbook” that incorporates industry best practices and case studies.

“When we show first-time investors what other entrepreneurs have done to succeed, they would want to follow in their footsteps. And when they’re successful, we’re also successful,” Mr Soh says.

In mentoring clients, the duo have come full circle. When they founded Fresh Laundry in 2006, they had a rough start and relied heavily on their own mentors.

“We struggled in the first year without any capital injection or income, and we had to juggle four jobs to keep Fresh Laundry going,” Mr Soh recalls.

“We didn’t know anything about running a business, so we were really lucky to meet mentors who took the time to coach us.”

A key mentor has been Alliance Laundry Systems, a century-old American brand that has supplied Fresh Laundry’s machines from the start. Armed with a wealth of experience, the brand helped Fresh Laundry target Singapore’s growing travel and foreign workforce sectors.

“Back then, washing a single item at a hotel or hostel would cost between $10 and $15. Alliance’s proposition was simple – to help these establishments lower their cost-per-wash,” says Mr Soh.

“Initially, laundromats weren’t well received by hospitality businesses. But Alliance showed us how to secure management buy-in by presenting clear cost-saving benefits,” he adds.

Growing demand in region

On its partnership with Fresh Laundry, Alliance Laundry Systems’ sales director of South-east Asia Sukree Kirai says: “We are proud to partner with Fresh Laundry as we continue to expand our reach within the Singapore market and beyond.”

Alliance Laundry Systems’ senior director of sales (APAC) Eddie Tay adds: “Our growth plan in the Asia-Pacific emphasises expanding our market presence and enhancing our product offerings to better serve our customers. We are focused on driving innovation and responsiveness to meet the evolving needs of the region.”

In 2024, Alliance Laundry Systems invested over US$4.5 million (S$6.2 million) in its Thailand factory, reflecting the growing demand for laundry services across Asia. According to Mr Soh, this demand is driven not just by convenience, but also by increasingly compact living spaces.

“As homes in Singapore get smaller, many households can no longer fit a washer and dryer. Even with a two-in-one machine, the capacity is usually limited to 5kg, meaning larger loads often require two or three cycles,” he explains.

This struggle is familiar to larger families, which Mr Soh experienced first-hand. After a two-week vacation with his family of six, he returned with a towering pile of laundry.

“If you’re washing them at home, you might take three to four days to clear them all. I’d rather not make my helper suffer,” he says.

Apart from families, students have also become a key customer group for Fresh Laundry. The number of student hostels it services grew by 20 per cent between 2020 and 2023. To meet their needs, the company introduced 24/7 WhatsApp support in 2024.

“Many students aren’t familiar with doing their own laundry and may struggle to operate the machines. They sometimes panic, especially when they need their clothes urgently for school, so Jordan’s team has to respond quickly to reassure them,” Mr Soh shares.

From improving customer service to interior designs that appeal to younger users, Mr Soh and Mr Boo now focus on business development, leaving daily operations to their staff.

Says Mr Soh: “Only when we trust our staff and give them more opportunities can we step back from operational roles and focus on growing the business. My mentor also shared that this is how you lift others up – and, in so doing, level up yourself.”

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