Russ Arnold was a car wash rookie when he founded Arnold’s Auto Wash in 2001, but he already knew what he wanted, or rather, what he didn’t want.
He had spent years in the automotive business, growing up in his father’s car dealership and rental operation, cleaning vehicles and sending them through local washes — only to bring them back and redo the work himself. The experience made a lasting impression.
“I learned from what they weren’t doing,” Arnold says. “I thought, if I ever built one, I would do it better.”
Twenty-five years later, that mindset — simple, practical, and rooted in service — has shaped the two-site operation and kept it thriving in a changing market. While much of the industry has shifted toward high-speed, light-touch models, Arnold’s Auto Wash has leaned into a different approach. One focused on labor, manual prep, and a relentless drive to get the wash right the first time.
It’s a strategy that, by Arnold’s own admission, others might call “nuts.” But in the Lapeer, MI market, it works. His unorthodox approach took a winding path. The idea came early — he remembers telling his father in his early 20s that he wanted to build a wash. He even had plans drawn for his dream wash, but the timing wasn’t right, and the plans were shelved.
It wasn’t until nearly a decade later, following his father’s passing and the family business’s transition, that Arnold revisited the idea.
“I got those plans back out and said, ‘You know what? I’m going to build this thing,’” he recalls.
With support from a local bank, he broke ground and opened his first tunnel wash at age 35. Like many first-time operators, the early days were slow. “We’d do 40 or 50 cars a day,” he says. “I told the guys if we ever got to 100, we would go out and celebrate. We did, and we did! It just kept growing. And I am still here 26 years later.”
Arnold’s won over the community through an old-school approach to exterior washing, one that prioritized manual pre-wash prep. Rather than relying solely on tunnel equipment, his team preps every vehicle before it enters the conveyor with plenty of elbow grease. On a busy day, that means multiple employees spraying and brushing the exterior before the automated process even begins.
“We do a full wash on a car before we ever send it through,” Arnold explains. “But we have very few rewashes. We get it right the first time.”
It’s an operational approach that requires more labor than most modern express models, with five employees on-site during the busy periods. In eastern Michigan, vehicles often arrive caked in mud, making attention to detail and a willingness to spend the time to get a vehicle truly clean a competitive advantage. It also allows Arnold to continue operating legacy equipment in his tunnel, extending the life of core systems while maintaining quality.
While Arnold’s service model has remained consistent, he hasn’t ignored industry shifts. One of the most significant changes came just a few years ago with the addition of pay stations and a membership program.
“I was late to get in the game with the pay stations,” he admits. “I always ran a greeter with cash. Adding the pay stations was a big change and modernized our whole concept.”
The transition to automated pay stations and recurring memberships marked a major operational shift — and a turning point in revenue stability. Today, memberships account for more than 30 percent of site traffic, with the mid-tier and premium packages proving most popular among customers.
for a quarter of a century.
Another major change came when Arnold acquired a long-time rival. For years, Arnold’s neighbor was an aging self-serve site that, despite its condition, continued to attract customers. Arnold attempted to purchase the property multiple times to no avail, but when the owner passed away, his family was willing to part with the business.
Once the site was finally in his possession, he leveled the previous building and erected a new five-bay, 24/7 self-serve wash opening in 2024. Taking on the well-worn site proved to be one of Arnold’s best career decisions.
“Back when I was growing up, that place was always busy,” he says. “Even towards the end, when it was really neglected, there were still people washing there. It was a gamble, but I thought if there was a new facility there it would do very well. And it has. It’s performing way over projections.”
Arnold’s success underscores a broader industry truth: while express tunnels dominate new builds, well-executed self-serves can still deliver strong returns — especially in markets with established customer habits.
While Arnold’s washes are thriving, he is facing increased competition. A newer facility on the other side of town offers a mix of services, including express washing, self-serve bays, and even oil changes.
Rather than radically altering his model, Arnold is focused on staying competitive where it matters most: pricing, consistency, and customer experience. His long-standing reputation — and differentiated service model — continue to set his operation apart.
The Arnold’s Auto Wash marketing approach focuses on its community presence — sponsoring local sports teams, supporting charities, and forging out-of-the-box partnerships, such as backing demolition derby cars at regional fairs.
Employee consistency also helps Arnold’s connect with its customer base. In an industry often challenged by high turnover, several team members have been with the wash for more than two decades.
That stability supports consistent service quality and reinforces the labor-intensive model. Experienced employees understand the expectations and execution required to deliver the level of prep work that defines the brand.
With two successful sites and additional undeveloped land adjacent to his wash, Arnold is considering his next move — but remains cautious.
That measured approach reflects the same mindset that has guided his business from the beginning: focus on what works, adapt when necessary, and avoid chasing trends for their own sake.
