From concept design to full operation and handover. Vendor-neutral. Operator-grade. On the floor, until handover.
No equipment commissions. No supplier kickbacks. Recommendations serve the client, not the brand on the invoice.
30 years inside industrial laundries — and only industrial laundries. From HGV driver in 1995 to Group Operations Director, GM, COO.
On site, in steel-toe boots, until your team is running the operation without me.
Laundry projects fail when they are treated as construction projects. They are operational projects. The right capacity, the right flow, the right team — these decisions are made before the first wall is built.
Concept design. Capacity sizing. Operating model. Site assessment. Laundry-specific financial model. Project roadmap.
Layout and operational flow. Equipment specification and vendor-neutral evaluation. Tender specifications and supplier review.
Installation coordination. Testing and commissioning. Recruitment of senior staff. SOPs, KPIs, and team training.
Trial operation. Live operation. Performance monitoring. Final handover with measurable controls in place.
Built from 30 years of operating. Refined across 12 plants in 5 countries.
Six sectors with serious laundry demand. Each with its own constraints — capacity, hygiene, turnaround, textile mix. I have run operations in every one of them.
Multi-site operators serving hospitality, healthcare, industrial, and B2B contracts. Group-level operations, expansions, turnarounds.
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Hotels, resorts, and serviced apartments. Build the right OPL, or design the right central laundry strategy. Quality consistency at scale.
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Hygienic textile processing. MOH-compliant workflow design. Healthcare-specific layout, equipment, and validation.
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High-volume, time-critical laundry. In-flight textile management. Uniform processing at scale.
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Feasibility studies. Acquisition due diligence. Expansion planning. Independent technical assessment.
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Theme parks, entertainment cities, and major mixed-use developments with high-volume laundry demand.
Explore sectorDifferent decisions need different support. Six entry points into the work — choose the one that matches where your project stands.
Feasibility and capacity planning. Site assessment. Laundry-specific financial modeling. An honest answer on whether the investment makes sense.
Layout and operational flow. Equipment specification. Vendor-neutral tender support. CAPEX optimization before commitment.
Installation oversight. Commissioning support. Recruitment of senior staff. SOPs, KPIs, trial operation through handover.
90-day operational audit. Cost, productivity, and quality diagnosis. Practical improvement plan with measurable targets.
Technical specifications. Operational scope. Supplier evaluation. Tender risk review. Bid recommendation.
Interim GM or COO engagement (6-12 months). Stabilize the operation, build the team, hand over to permanent leadership.
Operations, equipment delivery, turnaround work across the UK, Ireland, the GCC, and Asia.
Planned, built, and launched two greenfield central laundries (RCL Riyadh + DCL Dammam) from concept to commercial operation. Built a 300+ operational team, commissioned production lines, and structured the commercial book — including St. Regis (Marriott), JW Marriott, and the platform that secured Qiddiya's exclusive 5-year laundry agreement.
Operating contracts on three flagship Saudi giga-project laundries: BC-NEOM, MC-NEOM, and Amaala (Red Sea Global). Profitable operations across remote camp sites under a no-CAPEX operating-contract model, with continuous efficiency improvements driving each site to operational profitability.
Scaled the operation from 20,000 to 78,000 kg per day in 18 months. Turned a loss-making business into bottom-line profit. Re-organized workflow, commissioned new equipment, rebuilt the team.
Twelve years across six commercial laundries. Site-level linen throughput from 150K to 400K pieces/week. PPOH from 80 to 145. Senior management board member.
Peak operations of 30,000 garments daily plus 76,000 kg linen daily. 6-24 hour turnaround on customer-owned garments through the London Olympic Games.
Full greenfield start-up from concrete slab. International recruitment from Nepal and Sri Lanka, equipment commissioning, SOPs, KPIs and team training from zero. Healthcare plant design involvement. Handed over to permanent operations management.
My experience comes from the floor up. I started as an HGV driver at Clean Linen Services in 1995. Over thirty years I moved through every role in the industry — production supervisor, plant manager, group production director, group operations director, project manager, general manager, COO.
When I work on your project, I bring that complete operator's perspective. I know what breaks in commissioning. I know which manufacturer claims hold up under load. I know what 78,000 kg per day looks like on the floor at 4 AM during a World Cup.
Engineering Partner · Senior Technical Manager · 35+ years in industrial laundry engineering
The engineering side of the work — equipment specification, installation, commissioning, maintenance systems — is led by Calvin Hart. Calvin and I worked together at Clean Linen Services in the 1990s, at Jensen through the 2010s, and most recently at Lavndry where he led the technical team. When a First Wave project needs engineering and commissioning depth alongside the operational work, Calvin joins me on site.
His landmark plants include Elis Glasgow and Southampton (the largest laundry group in the world), Johnsons Apparelmaster Hinckley, King's Laundry Cork and Dublin, Alsco Facilities Australia, and Scottish Healthcare Laundry Facilities. Vendor-side experience with Jensen, Polymark, BMM Weston, and Elis Engineering.
30 minutes, no cost. Tell me where the project stands. I'll tell you honestly whether I'm the right help.
Site visit or remote diagnostic. Understanding the operation, the constraints, and the target outcomes.
Clear deliverables, timeline, and fees. Single-page agreement. No retainer creep.
On site or coordinated remote work until the agreed handover criteria are met. Weekly reporting on engagements over 4 weeks.
Tell me where the project stands. I will tell you, honestly, whether I am the right help.
A few details. I'll come back with the right next step.