Staffing is one of the most important - and most ignored - revenue strategies in car washing. Your labor plan determines your throughput, your conversion rates, your customer experience, and how consistently your operation runs.

The operators who exceed their revenue goals every year all share one thing in common:
They treat staffing like a strategic growth function, not a last-minute scramble.

This article walks through the staffing model I recommend for 2026 - built from the Annual Planning Playbook.

1. Plan Staffing the Same Way You Plan Revenue

Most operators hire reactively - when volume spikes, when a promotion hits harder than expected, or when the labor board suddenly looks empty.

But just like your annual revenue plan, staffing needs should be mapped ahead of time.

That means:

• Identifying peak and off-peak months

• Forecasting headcount based on seasonal demand

• Hiring before your team feels the strain

• Training people during slow periods so they’re ready for busy ones

This is the core difference between “getting by” and operating with confidence.
With a proactive staffing model, you avoid burnout, overtime, inconsistent customer experience, and the “everybody help everywhere” chaos that kills performance.

2. Build a Structure With Dedicated Sales Roles

This is a major shift happening across the industry - and one I strongly support.

Sales should not be a side responsibility.
It should be a real role with a real job description and real expectations.

When you rely on “whoever’s available” to pitch memberships:

• You miss conversions

• Your message becomes inconsistent

• The team gets overwhelmed

• The experience suffers during peak volume

But when you hire dedicated sales associates, everything changes.

Why dedicated sales roles win:

• Higher retail-to-member conversion

• More consistent driveway scripts

• Improved customer experience

• Less pressure on operational staff

• Better internal career paths

• A clearer split between “speed” and “sales,” reducing burnout

Operators who implement these roles almost always increase membership growth without increasing stress on the team.

3. Retain Employees by Making Work Predictable, Not Painful

Employees don’t burn out because of the work - they burn out because the work feels chaotic, unsupported, and constantly changing.

Retention improves dramatically when you offer:

1. Predictable schedules (posted in advance, not last-minute)

2. Clear lane ownership (sales sells, operations operate)

3. Simple daily expectations

4. Recognition tied to KPIs, not favoritism

5. A visible path to grow - Lead, Assistant Manager, Manager

People stay where they know:

• What’s expected

• What success looks like

• That leadership has a plan

Predictability = retention.
Retention = more consistent customer experience.
And consistent customer experience = more memberships.

4. Hire Seasonally on Purpose

Every market has a rhythm - and your labor plan should follow it.

Typical staffing cycles:

• February–March: Hire and train for spring/pollen season

• May: Build capacity for summer traffic

• October: Staff up for holiday travel surges

• December/January: Stabilize team, train, and prepare for Q1 loyalty season

Hiring early allows:

• Proper training

• Better culture building

• Smoother operations

• Lower turnover

• Stronger sales performance

Hiring late fuels the burnout cycle that operators fight all year.

5. Build a Culture That Supports Both People and Performance

Culture isn’t a slogan - it’s how the team behaves when leadership isn’t watching.

Strong culture shows up in:

• How shift leads coach

• How sales and ops support each other

• How new hires are welcomed and trained

• How wins are celebrated

• How communication flows during peak periods

Culture becomes especially important when you add dedicated sales roles - those team members need to feel empowered, respected, and fully integrated into the success of the wash.