There’s a scene that plays out every day at car washes across the country. A vehicle rolls through a tunnel engineered to perfection. Precisely calibrated nozzles, computer-controlled chemistry and high-performance dryers reach nearly every crack and crevice of the vehicle, producing a shine that simply cannot be reproduced elsewhere. The vehicle emerges clean, dry and gleaming, and the customer feels great. Or, do they?
According to a growing amount of industry research, it’s what the customer experiences outside the tunnel that matters most. What the driver remembers most, what nudges them to return next week rather than try the new express wash down the road, is that someone greeted them by name, noticed their child or dog in the back seat or simply said, sincerely, “thank you.”
In a world where headlines perpetuate automation and artificial intelligence replacing workers en masse, car washing has a unique opportunity to leverage the power of its people to elevate the next level of customer experience and satisfaction.
Human impact in the numbers
The car wash industry has spent the better part of two decades optimizing its tunnel and in-bay wash experience. Equipment and chemical advancements, processing automation and membership platforms have transformed what was once a fragmented, inconsistent business into a scalable, data-rich enterprise. But somewhere in the race toward frictionless, contactless, fully automated operations, a question has surfaced: what about frontline staff?
According to International Carwash Association’s (ICA) Q2 CAR WASH Pulse™ report, the answer matters more than many operators may realize. Twenty-one percent of consumers say staff are part of what makes a wash great. Seven percent say a helpful employee is the single thing that separates an average wash from a great one, ranking higher than a dry vehicle, clean tires, free vacuums and no wait time. When asked to describe their last great wash experience in their own words, one in five consumers mentioned a staff interaction or standout attendant. Yet only 29% of operators cite hiring as a top challenge.
The data points in two directions at once. Customers are telling the industry that people matter. And many in the industry are quietly moving the other way.
The competitive edge you can’t automate
David Begin has spent decades working inside car wash operations as an operator and is now a consultant and founder of CarwashOS. He didn’t need our survey findings to tell him what customers already know.
“That statement doesn’t surprise me at all,” Begin says. “Customers aren’t washing their cars simply because they’re dirty. They wash for the mental lift to feel better about themselves. Savvy operators understand this and deliberately build environments that make customers feel special.”
According to Begin’s personal experience when getting his car washed, he can tell within moments of pulling onto the lot whether that site has a genuine culture of customer service. He advises operators to ask important questions regarding frontline workers at critical customer touchpoints, including:
“These are small gestures, but they must be deliberate and consistent. Team members need to understand the why behind these efforts as well as how they contribute to the larger success of the wash,” educates Begin.
Begin sees the current moment as a defining one. It’s a fork in the road that will separate the operators who simply deliver clean cars from the ones who build lasting customer relationships and drive more visits.
“A clean, shiny, dry car is the minimum expectation today,” Begin adds. “Operators who want to truly thrive recognize that remarkable customer service is their competitive advantage. That’s why I’m genuinely optimistic about independent operators and their ability to compete against larger platforms.”
Like any customer-facing business, positive staff interaction and remarkable customer service are key differentiators in this industry. While tech can support the experience, it shouldn’t be added haphazardly without considering the overall impact.
Begin’s advice to any operator evaluating a new technology investment: “Ask one question: will this help or hinder our customer service efforts? That single question will guide you to the right answer.”
Building a system behind the smile
For Michael Schultz, director of training and development at Rich’s Car Wash, the people-first philosophy isn’t a response to research; it’s a founding principle. The chain, which operates across six states and is celebrating its 50th year, was built from the ground up around what Schultz describes as three core values: people, passion and perfection.
“From the time the Richardson family opened their first car wash in 1976, they have made people a priority. We prioritize the development of our teams because we realize that experience is really what’s going to set us apart. There are a lot of good operators and we’re in an era of car washing that is heavily competitive. If everybody’s doing it right, then it’s the people that are the difference,” says Schultz.
At Rich’s Car Wash, that philosophy has been codified into a formal, evolving training program that combines digital learning with in-person development. The chain uses a digital platform — complete with videos, modules and testing — as a foundation.
“We put new hires into our training platform,” Schultz explains, adding that in-person training is a vital complement to digital learning. “We spend time training our site managers on how to train their teams. We have very specific site manager training that we do, some in-house and some that is outsourced to ICA’s LEAD program, which helps our managers be effective trainers.”
Accountability is built into the rhythm of the business at Rich’s. District managers verify training completion during monthly evaluations, materials are refreshed quarterly and the program is dynamic by design. Field feedback flows back up and shapes what gets updated.
When it comes to measuring the return on that investment, Schultz looks first to membership metrics.
“The first place we see its impact is membership growth compared to churn of members,” he notes. “If we can keep our churn numbers low, then that helps us know customers are wanting to stay. They’ve got choices. If we keep that number low and keep our membership growth high, that means we’re doing something right and we credit our teams for making that happen.”
Culture as a system, not a slogan
Kevin Bowers, general manager and training coordinator at Monty’s Express Carwash, takes a similarly structured approach. At Monty’s, similar to Rich’s, the training program isn’t something to just check off the list.
“Our whole culture around training has shifted from something we do to something we are. We have made the customer experience our primary goal. We are accomplishing this by focusing on raising up the next generation of leaders,” informs Bowers.
Monty’s is hyper-focused on each individual team member’s growth. With the introduction of advanced training programs, the company has found that staff training can be productive, engaging and fun. Monty’s tracks employee growth with precise, operational tools. Its Procedure Proficiency Tests (PPTs) assess employees on sales, prep and towel drying, and give managers a concrete framework for coaching rather than guessing. The impact shows up in Net Promoter Scores (NPSs), which are reviewed weekly.
“This is a great way to gauge the impact locations are having on customers,” continues Bowers. “If customers are simply satisfied, they could become detractors at any moment, especially if they pass a competitor when they need a wash. On the other hand, if they are promoters, they will choose us over every other option every time, and they will tell everyone about their positive experience.”
Monitoring overall (and individual site) NPSs, online reviews and average member age by location are all measurements Monty’s uses to monitor progress.
“We believe our people make the difference. Our team members are performing at high levels because they are constantly growing and improving,” adds Bowers.
Car wash career path
Begin echoes the stakes of measurement discipline. In addition to customer feedback, he focuses on a company’s ability to retain staff as a key indicator.
“One of the first metrics we examine when working with operators is their turnover rate,” he informs. “If turnover is high, you can forget about building a great culture. At that point, you’re in survival mode, and your competitors will take full advantage of it.”
One of the persistent tensions in the staffing conversation is the perception of car washing as a transitory job on the way to somewhere else. It’s been traditionally viewed as a summer job or a temporary stop for many people. That narrative, Schultz argues, is both outdated and costly.
“It starts with helping employees see from the beginning that we take their role seriously,” says Schultz, noting the chain’s hiring process is rigorous by intention, so top performers rise. “You’re part of our team and it is key that they see it’s important to us. Being a site manager today is an excellent career, and we want to create a culture that makes people want to stay long term.”
According to Schultz, this commitment to its employees starts at the top and is rooted in something that no training platform can manufacture. The tone was set five decades ago by the founding family, which is still at the helm of Rich’s.
“It starts with the Richardson family,” Schultz explains. “They put it as a high priority. When any employee gets the chance to meet them — doesn't matter whether you’re the 16-year-old just getting started or someone more advanced in their career — our owners tell them at some point that we hope this is the last job they ever have. They say that all the time and they believe it.”
Culture is established from the top and includes getting to know employees’ strengths in the business and interests outside of it. This involves being flexible during times of family emergencies or special celebrations like birthdays, for example.
“It doesn’t matter how many washes we have or how many employees we have. We still try to operate every one of those washes with that same mindset,” Schultz adds.
Monty’s shares that same commitment to its people but measures it differently.
“The answer may seem unconventional, but it’s the truth,” Bowers explains. “We measure our impact not by how much an employee can improve our future, but by how much we, as an employer, can improve the future for our employees.”
"People don't care how much you know until they know how much you care." —KEVIN BOWERS
To achieve this goal, the company focuses on developing leaders and fostering an environment where advancement is celebrated, even if an employee moves on.
“People don’t care how much you know until they know how much you care,” continues Bowers. “We care deeply about the people who have been entrusted to us, and they know this. This genuine care drives them to perform at their best for our customers. This mindset is a key reason for our strong retention and why employees choose to build long-term careers with us.”
Where to start
For operators who understand the power of their people but aren’t sure where to start, the response from those we interviewed for this article is consistent: start with clarity.
“The single most important thing you can do today is decide what you want your wash to be known for and what matters most. Start by writing down those answers,” advises Schultz. “Then create ways to get that information to every employee. It’s the same principle whether you have one employee or 1,000. Show them exactly what is important as a company and how you go about achieving those goals. Maybe it’s a set of standard operating procedures (SOPs) to share.”
While consistency in messaging is important, operators like Rich’s know that continuous improvement is needed as times and customer needs evolve. As Schultz warns, “Don’t be afraid to continuously change. I’m a big believer in dynamic training — our training changes. People in the field will tell us they’re trying to do something different. I’ll say, what are you doing? Let me see it. Our training is not the be-all and end-all. My people are the be-all and end-all. Our training is trying to help them be the best they can be.”
Remember, it is the influence of your people that will result in customer loyalty. The research supports that, so it’s wise to empower staff to provide solutions and strategies that move the needle.
“Believe in your employees and believe in the power you have to make them great,” reinforces Bowers. “There is gold in every member of your team. You may need to mine it out and if you do, you will find a valuable treasure.”
Successful operators find ways to amplify employees’ ideas and make team members feel special when they contribute. It’s important not to keep those moments quiet. Instead, show appreciation in front of other team members to encourage even more great ideas and participation.
“When you believe in your employees, it causes them to believe in themselves,” adds Bowers. “If you have a plan with SOPs and PPTs but lack the right mindset — one of love and appreciation for the team — then your plan will never reach its full potential.”
Begin, who has reviewed operations from the inside out for years, frames the labor conversation in terms that every profit and loss (P&L)-minded operator should hear clearly.
“When operators look to cut expenses, labor is often the first line item targeted,” Begin shares. “There are still owners who view labor as a pure cost rather than an investment in the customer experience. But ask yourself: what is your customer service strategy, and what investments does it require? Labor absolutely needs to be managed for effectiveness, but treating it solely as an expense to be minimized is a race to mediocrity.”
The people gap
The car wash of the future will almost certainly be more automated than today’s. Smarter tunnels. Frictionless payment. AI-assisted operations. Begin welcomes all of it with one condition.
“Better technology will help operators deliver better customer service, but it will never replace it,” Begin warns. “Technology can minimize or eliminate friction points, but it cannot replace meaningful human connection where it’s needed and wanted.”
That’s the gap the Pulse data is pointing to. Not a gap in equipment, chemistry or software. A people gap: the distance between what customers say they value and what operators are delivering. The machine can be engineered; the greeter must be hired, trained and valued.
For operators who understand that distinction, the investment in people isn’t a soft cost to be managed. It’s an important strategy. Ignore the power of your people and your former customers won’t.