Laundry360

Before Laundry360, laundromats operated without a reliable system of record. Intake was handwritten. Prices changed daily without controls. Staff turnover was high and training was inconsistent. Items went missing because there was no traceability. Owners managed expenses on paper and spent hours reconciling inaccuracies at month end.

Operationally, there were three major issues:

• No standard intake steps meant incorrect care instructions and mismatched expectations.
• Inconsistent pricing and manual overrides created conflict at collection.
• Month-end reconciliation was slow, inaccurate, and dependent on memory rather than data.

These problems were not caused by technology gaps alone. They were caused by the lack of predictable workflows, controls, and visibility. My challenge as a PM was to streamline decisions for staff, enforce consistent pricing logic, and deliver accurate financial visibility for owners.

Through shadowing staff and analysing failed orders, two patterns emerged:

• Intake accuracy controlled most downstream issues. If care instructions were missed or photos were not captured, disputes surfaced days later with no evidence to resolve them.
• Month-end failed because the system treated everything as fixed. Laundromats operate with fluctuating costs. Owners required a model that reflected real operational volatility, not idealised bookkeeping.

User interviews also revealed that staff wanted a screen that told them exactly what to do next, owners wanted fast visibility into revenue and workload, and drivers needed hand-off flows that worked offline.

• Reception Mode with guided intake, item presets, care profiles, expected outcomes, and photo capture to remove guesswork for rotating staff.
• QA at bagging as a mandatory review step with post-photos, which reduced lost-item claims by 30 percent.
• Structured price books with zone-based pricing, override reasons, and a full audit trail that cut pricing disputes by 40 percent.
• Unified operations board for receiving, washing, drying and folding, staged orders, and deliveries with latest-first actions to increase throughput.
• Offline-first hybrid payments for cash, card, and app with a protected queue to prevent double-charges during network drops.
• Accounting built around real variability, including fluctuating expenses, payroll variances, recurring costs, and VAT exports.
• A 12-step installation and rollout script that reduced site setup time to 1 day.

Every release had measurable KPIs tied to throughput, order accuracy, or revenue.

• ~AED 168,000 ARR run rate at MVP stage
• Month-end close reduced from hours to about 15 minutes
• Pricing disputes down 40 percent
• Lost-item claims down 30 percent
• Average ticket value up 12 percent
• MVP shipped in 5 months with 94 percent sprint goal attainment

Owners reported fewer escalations, clearer expense tracking, and smoother staff handovers across all 22 live sites.

This project strengthened my ability to run discovery, define KPIs, and manage end to end delivery in operational environments. The biggest learning was that improving the first 60 seconds of intake created more value than adding new features.

Choosing Android tablets kept hardware costs low and made rollout viable. Designing for unstable networks forced us to approach sync and payment safety differently, which made the product more resilient long term.